Intergenerational service learning: linking three generations: concept, history, and outcome assessment.

In August 2006, the Foundation for Long Term Care (Albany, New York) received funding for a variant on service learning in elder care in which Boomers, other older adults, as well as college students would jointly engage in service-learning projects designed to address community needs in five different college towns and cities. This article reviews the historical antecedents to this project describing how it evolved from service of youth for the benefit of elders to the conceptualization of intergenerational service learning as service with elders. This new conceptualization ties in with Erikson's concept of generativity and the rising interest in civic engagement among elders. Recent research on the impact of volunteerism and health on an older population is reviewed, as is a summary of the different service-learning projects at each academic institution. This article discusses culminating evaluation findings on civic engagement, generativity, and satisfaction from participants at the five colleges in the project and describes challenges associated with evaluating outcomes of the diverse service-learning projects. Recommendations for future work are also discussed.

A facility specialist model for improving retention of nursing home staff: results from a randomized, controlled study.

PURPOSE: This article reports on a randomized, controlled intervention study designed to reduce employee turnover by creating a retention specialist position in nursing homes. DESIGN AND METHODS: We collected data three times over a 1-year period in 30 nursing homes, sampled in stratified random manner from facilities in New York State and Connecticut and randomly assigned to treatment and control conditions. Staff outcomes were measured through certified nursing assistant interviews, and turnover rates were measured over the course of the year. In the intervention condition, a staff member was selected to be the facility retention specialist, who would advocate for and implement programs to improve staff retention and commitment throughout the facility. Retention specialists received an intensive 3-day training in retention leadership and in a number of evidence-based retention programs. Ongoing support was provided throughout the project. RESULTS: Treatment facilities experienced significant declines in turnover rates compared to control facilities. As predicted, we found positive effects on certified nursing assistant assessments of the quality of retention efforts and of care provided in the facility; we did not find effects for job satisfaction or stress. IMPLICATIONS: The study provides evidence for the effectiveness of the retention specialist model. Findings from a detailed process evaluation suggest modifications of the program that may increase program effects.

Peer mentoring in long-term care: rationale, design, and retention.

This article describes two successful peer-mentoring programs designed to improve the quality of care in nursing homes and retention rates among direct care staff. The first program, "Growing Strong Roots," examined CNA retention rates and the second program, "Peer Mentoring for Long Term Charge Nurses," examined RN and LPN retention rates. These programs include a training component, an on-the-job mentoring component, and reinforcing booster sessions. This article includes content and operational issues, recommendations for further program development and research, and replication information.

Turnover turnaround.

The Foundation for Long Term Care (FLTC) created a program called Growing Strong Roots to help long-term care providers retain certified nurse aides (CNAs) and to enhance the quality of care that new CNAs provide. To adapt elements of existing peer-mentoring programs from around the country, Growing Strong Roots revised them and added new components, including administrator training, supervisor training, "booster sessions," newsletters, and a multisite evaluation. The program focuses on helping new CNAs become part of a facility's culture. Growing Strong Roots was evaluated in 11 diverse nursing homes. Research shows that nursing homes using the system increased their new CNA retention rates by 25 percent. A control group showed an increase of only 10 percent. All nursing homes participating in the project improved their retention rates, some by as much as 41 percent. In March 2005, the American Society on Aging, in collaboration with the Brookdale Center on Aging of Hunter College, New York City, honored Growing Strong Roots with a Best Practices in Human Resources and Aging Award.

A cooperative communication intervention for nursing home staff and family members of residents.

PURPOSE: This article reports on a randomized, controlled study of Partners in Caregiving, an intervention designed to increase cooperation and effective communication between family members and nursing home staff. DESIGN AND METHODS: Participants included 932 relatives and 655 staff members recruited from 20 nursing homes, randomly assigned to treatment and control conditions. Parallel training sessions on communication and conflict resolution techniques were conducted with the family and staff in the treatment group, followed by a joint meeting with facility administrators. RESULTS: Positive outcomes were found for both family and staff members in the treatment group. Both groups showed improved attitudes toward each other, families of residents with dementia reported less conflict with staff, and staff reported a lower likelihood of quitting. IMPLICATIONS: Multiple studies report significant interpersonal stress between family members of nursing home residents and facility staff members. Partners in Caregiving appears to be an effective way to improve family-staff relationships in nursing homes.