 A casual on looker would never have guessed that the
assortment of thirty or so people gathered in the lobby
of Staten Island’s Carmel Richmond Nursing Home one
morning included CNAs, nurses, dieticians, administrators
and even CEOs of several New York area nursing
homes.
Everyone was dressed in “civilian” clothing, and everyone, no matter what his or her professional designation, was there to learn from others’ experiences caring for people with dementia.
The first activity consisted of two hours of special
programming for the residents of the dementia unit.
From their seats behind the group, staff observed as three
CNAs led a stimulating program of music, reminiscing,
and conversation. Trained in a methodology of joint
storytelling known as “TimeSlips,” the CNAs distributed
a photograph as inspiration for a story, and engaged each
member of the group in buildiEng upon one another’s
contributions. The result was a fanciful tapestry of ideas
woven from residents’ personal interpretations of the
photograph. In the context of such an activity there is
no such thing as failure, and in this environment residents
displayed creativity and keen senses of humor.
 After the morning activities, the visitors had a chance to
learn about current technologies while touring the facility.
CNAs were especially impressed by the computerized,
touch-operated data entry systems on the wall of each unit,
which enabled staff to spend more of their time interacting
with residents and less time completing paperwork.
Later, the group met over lunch for a lively discussion of
the specific challenges nursing homes face in attempting
to offer more person-centered dementia care. Complex
staffing patterns were cited as one major obstacle, along
with the difficulty of programming successfully for people
who are in different stages of cognitive decline. One of
the innovative solutions proposed to alleviate time constraints
was to involve more non-CNA staff in activities
programming. Thus, the dietician could devise and run
a special food-related activity, or the charge nurse could
discuss current events. One thing seemed clear: the more
the distinctions between rigid job descriptions could be
blurred, the closer everyone would come to focusing all
their efforts on the quality of life of the residents.
The benefits of this kind of retreat are multiple and reverberating.
First, staff members of various nursing homes have
a chance to begin to form a network of support for each
other, which also opens possibilities for sharing of best practices
in dementia care. Such an educational gathering also
affords CNAs a rare opportunity for professional growth.
The sense of enhanced camaraderie and teamwork sparked
by the trip linger and reflect in the work of the staff long
after they have returned to their own facilities. Finally, the
logistical coordination necessary to free up so many CNAs
for this off-site visit highlights the profound commitment
of the nursing home administrators involved.
Our Chapter, in partnership with the National Center
for Creative Aging, has received a grant from the United
Hospital Fund designed to foster more such collaborations,
with the goal of preparing frontline staff to implement
innovative social engagement programs for residents
with dementia. Under the guidance of William Senders,
Manager of Nursing Homes and Residential Care Affairs,
Trump Pavillion, Lutheran Augustana and Cobble Hill
Health Center will host similar events this coming fall
and winter. We hope to include as many interested facilities
as possible as we continue to plant the seeds for a
culture change peer network. While providing dementia
care in an institutional setting will always be a challenge,
it is reassuring to know that in New York, some nursing
homes are meeting that challenge head on.
— Rachel Albert
Summer Associate
Columbia University, MSW/MBA 2007
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