Partnerships, self-advocacy transforming Delhi home
Wednesday, November 30, 2005 -- Craig Anderson
As the Delhi long-term care centre continues to re-fashion itself internally by changing staff care practices and de-institutionalizing the home’s interior design, the administrator is hoping that the municipality – which is undergoing its own revitalization process – will start to recognize the importance of long-term care in the community.

During a recent ‘Delhi Innovation Team’ committee meeting (the moniker of the revitalization group), the Delhi long-term care centre’s concerns were not on the agenda, says Jim Miller, administrator.

“I don’t understand why long-term care is not part of their mandate to rejuvenate the town,” says Miller, who has since brought a number of his concerns to Toby Barrett, Progressive Conservative MPP for the riding of Haldimand-Norfolk-Brant.

“We offer specialized services like end-of-life care and we have a lot to offer the community through partnerships. We only received very minor mention in the preliminary committee report,” he adds, noting that the meeting was a precursor to a formalized presentation by the ‘Innovation Team to the town council in early December.

Norfolk County, which relied on its prosperity as a tobacco farming community until recently, is suffering the effects of an economic downturn and brain-drain. Through a revitalization process the county is hoping to attract new residents and economic investment.

The home remains unfazed by its current token involvement, says Miller, who has since struck a relationship with two local media outlets – Simcoe Reformer and Delhi News Record – to regularly feature columns and editorials on issues pertaining to long-term care.

It has also begun numerous partnerships with community stakeholders to simultaneously increase public profile and benefit residents, says Miller.

The home has begun a student placement program, an intergenerational ‘Grandfriends” program, and recently held a Christmas Bazaar, in which the public was encouraged to participate.

Internally, weekly surveys of staff have shown Miller the passion that exists amongst staff. The home has had a difficult time luring registered staff to the rural community, which is located in Norfolk County, a municipality on the north shore of Lake Erie in SouthWestern Ontario.

“The staff have been identifying care practices that didn’t always make sense and we have begun surveying the residents more frequently to assess their needs and desires.”

Miller has also been conducting interviews with nursing staff to determine ways to augment or alter the home’s model of care.

“The meetings have been extremely positive. I have been stressing that even though they come to work here, that they are guests in the residents’ home,” says Miller.

Despite not receiving official recognition of their place in the community, 2005 has been successful despite tumultuous periods, and difficulty in attracting new nursing staff, says Miller, a 25-year nurse who has been administrator since August.

“It’s been intense, but positive too” he says.