By Joanne Pretorius, Therapy Aide, Good Samaritan Stony Plain Care Centre

There are exciting things happening in the Rehabilitation department at Good Samaritan Stony Plain Care Centre. With funding help from the New Initiatives in Care Excellence (NICE) program, we were able to purchase an Arjo Nordic wellness chair. The chair’s purchase led to the development of a new multi-sensory room for our residents’ physical and mental rehabilitation.

Our multi-sensory room is a quiet, isolated, calm and monitored space where residents experience tranquillity and gentle stimulation that supports their therapy goals. We have darkened all the windows and covered the light panels with cloud covers. In addition to the Arjo Nordic wellness chair, the room also features a new freestanding bubble tube, a digital aquarium, a towel warmer, a reborn doll and companion pets, weighted blankets, and other tactile sensory tools. We aim to further equip the room by adding a fibre optic curtain, wall panels, projection lights, aromatherapy,  and more appropriate storage.

Although the room is in the development stage, we have started using the room with several of our residents. We have seen exciting and positive results with decreased pacing, decreased anxiety, decreased aggression, falls and other behaviours.

Feedback from our residents:

“When I feel stressed, I know I need to spend time in the sensory room. After I feel relaxed and happy” – C.R.

“It helped me focus so I can receive my therapy” – G.M.

Over the coming months, we aim to complete the room, develop an interdisciplinary multi-sensory program, and help our residents with sensory issues navigate their environment more successfully.

We are fundraising to be able to purchase additional items for our sensory room. We are partnering with Boston Pizza in Stony Plain to host a fundraiser called “Raising the Room” on THURSDAY, July 4, 2024, at the Boston Pizza Stony Plain lounge. and will include dinner, silent auction and live entertainment. We are excited to announce the live entertainment from local singer/songwriter and recording artist… Mandy McMillan. www.MandyMcMillan.com

Doors open at 6 pm, Dinner at 7 pm and the show starts at 7:30 pm.

Tickets are $40.00 each and need to be purchased in advance at Boston Pizza Stony Plain or by contacting Brenda Svicenec at brendasvicenec@gmail.com 

by Bruce Devereaux, Good Samaritan Christenson Village

Good Samaritan Christenson Village recently hosted a showing of the Rangitang Collection. These 26 paintings illustrate the life of West Coast loggers living in float camps during the early part of the 20th century. The artist, Leonard George (Len) Whalen, was born in Vancouver, B.C in 1911, the son of William (Bill-Bill) Whalen and nephew of the four Whalen brothers who owned and operated the mills of Whalen Pulp & Paper Company.

Len worked for his father and brother-in-law Earl O’Malley, in the Nootka Sound area of BC during the late 1920s and early 1930s. These years spent logging, and as a deck hand on the company’s tugboats, provided both a livelihood and artistic inspiration for Whalen.

The result of this experience included the Rangitang Collection: 26 canvases depicting the daily life of the West Coast logger in the 1920s and 1930s. The subjects of the paintings are the men Whalen worked beside and the bunkhouse existence he shared with them. It was a life characterized by the hardships and dangers of a grueling industry, punctuated by brief visits to town – usually Vancouver – for a much-needed diversion.

In 1950, while working for the HiBaller Forestry Magazine, Len coined the term Rangitang to describe a logger’s behavior when visiting Vancouver and to be the title for his cartoons. The cartoons were used by the HiBaller until 1989 when Len passed away. They also appeared in Vancouver Sun under the name BC Rangitangs from 1960 until 1970, as well as many weekly newspapers on Vancouver Island and logging industry publications. The Rangitang cartoons were used in many advertisements by forestry equipment dealers and other industry related service providers.

The Rangitang Collection was a labor of love taking over 10 years to complete. Why so long? Len claimed that his schedule didn’t allow for his art to be a full-time effort. He said his day was structured around the weather; if it was sunny, he’d golf, and if it was raining, he would paint. He also had to fit in cartoon orders and illustrations for stories in other publications such as BC Outdoors.

The showing of the Rangitang Collection at Good Samaritan Christenson Village was viewed by virtually all residents and staff beginning with the opening. Len’s son Michael spoke about each painting and how it related to the daily life of the logger at camp, answering resident questions. The showing truly illustrated just how many had a connection with the BC forestry industry.

By Edie Kendall, Volunteer Coordinator, Good Samaritan Dr. Gerald Zetter Care Centre

The Good Samaritan Dr. Gerald Zetter Care Centre Atrium was a happening place when the Thistle Hills Petting Zoo visited residents thanks to the generous support of the RBC Communities Together Fund.

As you entered the building, you could hear the faint “baa’aaaing” of lambs and goat kids. These along with bunnies, chicks, guinea pigs made the rounds for residents to pet, cuddle, and hold. With the helping hands of 4 RBC volunteers, residents enjoyed a lovely afternoon amidst the barnyard antics of these critters! A fun time was had by all; the volunteers had an engaging afternoon with our residents, learned about the difference their presence makes through giving their time….and how to properly hold a nervous bunny!

In addition to helping facilitate the petting zoo visit, RBC also donated $1500 to support the purchase of new furniture for the Dr. Gerald Zetter Care Centre. Their Communities Together Fund enables RBC employees to help address pressing needs in their region through team volunteer events. In its inaugural year in 2023, the fund supported 880+ volunteer projects, engaging 2,800+ employees and mobilizing $1.3+ million in grants.

Thank you to RBC, Thistle Hills Petting Zoo, and all of our volunteers for bringing joy to our residents’ lives.

By Darcy Shenfield, RAI Coordinator, Analytics

In a world where compassion and care are paramount, partnerships that unite organizations with shared values and goals can pave the way for transformative change. Good Samaritan, renowned for its unwavering commitment to providing quality care and support of seniors and individuals with complex health needs, partners with the Alzheimer’s Society of Alberta and Northwest Territories, a leading advocate for those impacted ay Alzheimer’s disease and dementia. Together we aim to enhance the quality of life for individuals living with these condition and their families.

One of the key components of the partnership is education and training. Good Samaritan care homes such as Spruce Grove Centre and Southgate Centre have hosted family support groups run by volunteers from the Alzheimer’s Society for several years. The Alzheimer’s Society has also facilitated training sessions in care homes like Stony Plain Care Centre targeting family and volunteers many times throughout the past two decades. Through these educational initiatives, both organizations strive to foster a supportive and empathetic environment within long-term care facilities, ensuring residents receive the highest standard of care. The Alzheimer’s Society formalized their “Seeds of Hope Family Learning Series” training and support for those caring for people living with dementia in 2014. Each session focuses on a new topic ranging from “Exploring the Experience of Dementia”, “Planning Ahead: Legal and Financial Issues”, “Working with Care Providers”, to “Saying Good-Bye and Moving Forward”.

As we embark on this journey of collaboration and compassion, we invite the community to join us in supporting individuals and families affected by Alzheimer’s disease and dementia. Together, we can make a difference, one act of kindness at a time.

In April, a team of surveyors from Accreditation Canada visited Good Samaritan’s Head office and 15 care homes in Alberta and British Columbia, measuring over 1,000 standards and 19 required operational practices. The surveyors were unified in their praise for Good Samaritan’s collective effort in preparing for this event, and awarded Good Samaritan Exemplary Status. They specifically noted the “sense of love and belonging in the homes” as a standout achievement and said this feedback is a testament to Good Samaritans’ unwavering dedication and commitment.

The surveyors from Accreditation Canada, a global, not-for-profit organization with a 60-year history of measuring quality in the healthcare system, congratulated Good Samaritan on its strong community linkages and partnerships, stable leadership, and high resident and family satisfaction. Their recognition is a testament to the organization’s commitment to quality and community engagement.

The Qmentum Global Program is an ongoing process of quality improvement activities and assessments. Good Samaritan was last surveyed in 2019, before the COVID-19 pandemic. In his initial meeting with leadership, the lead surveyor said the survey had four objectives:

1. Validation of the impact the organization has on supporting others.
2. Assess whether the organization was keeping pace regarding leading practices.
3. Provide suggestions where to improve.
4. Support and provide feedback to celebrate the success of the team.

The lead surveyor noted significant progress made by Good Samaritan since the last survey, particularly in leadership stability, equity diversity and inclusion, and quality improvement. This progress clearly indicates the organization’s commitment to excellence and continuous growth.

The surveyors also highlighted the hospitality and maintenance teams, commenting on the clean and well-maintained buildings and living spaces. “Client-centred care is a priority at all levels.”

Following Accreditation Week, Dr. Katherine Chubbs, Good Samaritan President and CEO, sent a message to leaders: “It’s important to remember that accreditation is not a one-time goal to strive for but part of an ongoing process of quality improvement. This underscores our commitment to continuous growth and improvement. We are not comparing ourselves to others; we are striving to be the best version of ourselves. To the many people who played a role in Accreditation, the entire organization thanks you!”

This year, Good Samaritan is celebrating its 75^th anniversary of providing care to those who need it most. As we reflect on our remarkable journey, it is essential to acknowledge the vision and generosity that laid the foundation for today’s success. Over the coming months, we’ll be telling our story (so far) in The Goods, helping Good Samaritans across the organization connect with our roots and celebrate our rich history.

The Gift, The Vision, and the First Good Samaritan Home

In 1949, Gottlieb Wedman, a farmer from Leduc, recognized the growing need for a seniors’ home in his community. At the time, there was no formal government strategy for long term care; privately-run institutions and hospitals lacked the capacity for Alberta’s growing (and aging) population. Wedman’s concern ultimately led to action, and on June 15, 1949, he presented the Evangelical Lutheran Synod of Western Canada with a gift of $7000, with the request the money be used for an “old folks’ home.”

While the Synod was overjoyed with the gift, they recognized that Wedman’s donation would not be enough. They appointed a committee to generate interest and support, and by the end of 1949, the newly-formed (Bethesda) Lutheran Home Society began taking the first steps towards realizing Gottlieb Wedman’s dream.

Over the next several years, the Society worked tirelessly to garner support and raise funds for the home. After nearly five years of struggles and successes, the Society finally broke ground for the Good Samaritan Auxiliary Hospital on April 19, 1954. By May 15, 1955, the 70-bed facility was complete and welcomed its first patients, Mr. Hagget and Mrs. Seivwright, on June 15.

Expanding and Extending Care

The new Hospital quickly gained a reputation for its comfort and quality of care, especially in contrast to the poor conditions in other long term care facilities in Canada at that time. In the January 1958 issue of Liberty magazine, The Good Samaritan Hospital was recognized as one of the best places for the elderly in Canada, noting “[if it] were twice the size […] we could fill every bed, and still have a waiting list.”

This praise made the Society’s next steps clear: more beds and homes would be required to fulfill our mission of helping those in need. In 1957, a motion was made to seek approval for a 100-bed expansion to the Auxiliary Hospital. Ground was broken on the expansion in 1959, with the new wing opening on May 14, 1961. Additionally, two new facilities were constructed in the coming decade: Good Samaritan Mount Pleasant opened in 1965, while Good Samaritan Stony Plain opened in 1968. In total, the two new facilities offered nearly 270 new beds, showcasing the Society’s commitment to meeting the increasing demand for care.

In addition to physical space for the elderly, the Society recognized many other needs of those in their care and beyond. In 1958, Reverend Emil Walker volunteered to provide pastoral care, laying the groundwork for addressing the spiritual needs of our residents. Even outside of our homes, Good Samaritans were ready to support the community. In 1962, the Society, in partnership with Bonnie Doon High School, pioneered the integration of students with mobility issues into regular classrooms, setting an inclusive precedent for the public school system. Later in the decade, the Society initiated a shelter program for homeless, chronic alcoholics in cooperation with the Marian Centre. In 1969, in cooperation with the Victorian Order of Nurses, the Society pioneered one of the first Meals-on-Wheels programs in Western Canada, serving 6565 meals to 121 clients in a year and a half.

A New Era

As the Sixties drew to a close, change was afoot for the Society. As the organization grew, the need for restructuring was necessary; on April 13, 1969, the Society’s name was officially changed to The Good Samaritan Society (A Lutheran Social Service Organization). This change was intended to better reflect the organization’s mission during this period: to “engage in all manner of Christian Welfare.”

Although Good Samaritan worked on many different projects during this time, the focus ultimately remained on long term care. In 1972, construction began on Good Samaritan Southgate Centre, a $2 million state-of-the-art facility with room for 225 new residents. The care home opened on October 21, 1973, quickly becoming the largest Good Samaritan facility and setting the stage for the next 25 years of Good Samaritan hospitality.

As we celebrate the first 25 years of Good Samaritan, we honor our founders, volunteers, and dedicated staff who have worked tirelessly to create a legacy of compassion and care. Looking ahead, we remain committed to serving with the same passion, dedication, and spirit of community that has defined us since our inception. Look out for the next 25 years of Good Samaritan history in the next issue of The Goods!

 

Board Presidents

1949 Gottlieb Wedman, Founder

1949-52 Rev. Eduard Duesterhoeft

1952-55 Rev. Arnold Wilkiw

1955-59 George Steinbring

1959-60 Rev. Fred Schole

1960-63 H. Bert Boren

1963-64 Robert Tegler

1964-71 Prof Arthur Erikkson

1971-74 Gordon Rasmussen

 

Lutheran Home Society Executive Staff

1955-59 Hospital Matrons

Mrs. Mary Boehme

Mrs. Richardson

Mrs. J.A. Kirby

Mrs. W. Lyons

Muriel Jarvis

 

1956-59 Superintendent / Executive Secretary Martha Goos

1959-62 Executive Secretary George Steinbring

1964-66 Executive Secretary Norman Haug

1967-72 Executive Director George Hennig

 

Edmonton – May 16, 2016 – A shift in care delivery at several Good Samaritan care homes has resulted in dramatic results for residents with dementia. The attitude and approach of staff changed regarding resident aggressive behaviours. As a result, the pilot unit went from 26% to 10% of its residents without an appropriate diagnosis being on antipsychotic medication. The changes come after The Good Samaritan Society took part in a bold pan-Canadian initiative spearheaded by the Canadian Foundation for Healthcare Improvement (CFHI) to reduce the inappropriate use of antipsychotic medication among residents in long term care (LTC).

From 2014-2015, The Good Samaritan Society worked with support from CFHI to lower the number of residents on antipsychotics that weren’t appropriately prescribed. The goal being that within 12 months we would have 20% or less of our residents that did not have an appropriate diagnosis on an antipsychotic. We also intended that, through education and working with staff on person-centered care, there would be a more positive atmosphere on the unit.

“Antipsychotics are often used in patients with dementia to curb resistance to care and other challenging behaviours,” says Stephen Samis, Vice President, Programs, CFHI. “But we have found that they provide limited benefit and can cause serious harm and complications from overuse – especially falls, which ultimately lead to unnecessary visits to the emergency room. With this initiative to reduce use, LTC providers report improved care for residents and a better culture at their facilities. Most important, family members say they now have their loved ones back.”

After only one year, early results from a sample of 416 residents from the facilities show:

• 54% of residents had antipsychotics discontinued or significantly reduced (18% reduced; 36% complete eliminations).
• Among these residents:
  • Falls decreased by 20%.
  • Verbally abusive behaviour decreased by 33%
  • Physically abusive behaviour decreased by 28%
  • Socially inappropriate behaviour decreased by 26%
  • Resistance to care decreased by 22%

Early results at The Good Samaritan Society include:

“The CFHI collaborative helped our organization do the planning and cast the vision for what would be needed long-term for this work to continue as part of the way we give care,” said Jane Graff, CFHI Project Lead at The Good Samaritan Society.  “The collaborative provided guidelines and a framework that left room for us to develop processes and systems specific to our organization.”The Good Samaritan Society is well below average in both Alberta and British Columbia. It should be noted that the beginning of the CFHI initiative began at midpoint on the graph above, exactly where the lines dip downward.

Recent studies show that more than one in four or 27.5% of seniors in Canadian long term care facilities are on antipsychotic medication without a diagnosis of psychosis. If the results of the CFHI initiative were scaled up nationally, the first five years would see an estimated:

• 35,000 LTC residents per year would have their antipsychotics reduced or discontinued.
• 25 million antipsychotic prescriptions avoided altogether
• 91,000 falls prevented
• 19,000 fewer emergency room visits (an 8% decline)

According to CIHI interRAI™ data, current antipsychotics rates within Alberta are at 21.1%. 

Potential Inappropriate Use of Antipsychotics in LTC – 2014-15
Canada – National Average	27.5%
Alberta	21.1%*
British Columbia	31.2%*
Manitoba	Data Not Available**
New Brunswick	Data Not Available**
Newfoundland/Labrador	38.2%*
Northwest Territories	Data Not Available**
Nova Scotia	Data Not Available**
Nunavut	Data Not Available**
Ontario	27.3%*
PEI	Data Not Available**
Quebec	Data Not Available**
Saskatchewan	31.3%*
Yukon	27.5%*

* Total provincial-territorial coverage for interRAI™ LTC data is available
** Total provincial-territorial coverage for interRAI™ LTC data is not available

Additionally, data shows that 5-15% of seniors in long term care facilities should be on antipsychotic medication, yet the national average is much higher.

“Decreasing the inappropriate use of these medications is only one part of the solution, we also have to  shift the culture at the frontlines,” says Jessica Chisholm, Care Manger and CFHI Clinical Lead at The Good Samaritan Society. “We are working directly with the staff to show them they have more options than simply ‘giving a med’ to deal with these challenging behaviours, and it has been inspiring to see the great work they have accomplished.”

CFHI is calling for bold action across Canada to change the culture of overmedicating seniors with dementia and increase access to alternate programs. Through this collaborative, The Good Samaritan Society responded to this call to action and improved the care and health of residents, while also promoting the sustainability of the Alberta provincial health system.

For more information about this work:

 CFHI Website:

http://www.cfhi-fcass.ca/WhatWeDo/reducing-antipsychotic-medication-use-collaborative

The Good Samaritan Society Website:

www.gss.org

The Good Samaritan Society’s very own Erin Bampton, Director of Quality Improvement, has been published in the Preventative Medicine Reports.

Her study helps gain a better understanding of the associations of health-related quality of life and psychosocial factors (e.g. satisfaction with life, level of self-esteem, anxiety, depression) with resistance training and sedentary behavior.

For more information, or to read the full report, click here.

Since the Long Term Care Family Experience Survey was conducted by the Health Quality Council of Alberta, The Good Samaritan Society (GSS) has made significant improvements in many of the areas that are highlighted in your story.

On October 16, 2014, I wrote to Alberta Health Services (AHS) expressing my concerns with historical funding shortfalls at the Mill Woods Care Centre, and requested additional funding to deal with our residents’ unique needs. I am happy to report that we have recently been approved for an additional $400,000, which will mean additional full time staff at the front lines. We want to make the most out of the funding that we receive, either from our partners at AHS or through donations, which is why we have mandated that 95 cents of every dollar in revenue received goes towards the delivery of direct care and accommodation services – to front line care.

Regarding the ability to meet our residents’ basic needs, since this survey was completed, and as part of our continuous improvement, we have taken several concrete steps. In order to ensure that we are delivering quality care and quality accommodations to our residents, in the last year we have spent over $700,000 at the Centre to:

• completely replace the nurse call system, which has improved resident safety and seen a decrease in wait times;
• replace flooring;
• renovate rooms;
• buy new mattresses and beds;
• change our delivery of food services; and replace important equipment.

When interpreting the results for the Mill Woods Care Centre, it is important to note that our resident population is unique compared too many other long term care homes in the province; the majority of individuals at the Centre are not seniors. After interactions with our residents and families at the home, we increased the number of recreation programs that are offered. As well, we are bringing a volunteer coordinator on site to assist with recreation for the residents.

Recently, our organization went through the Accreditation Canada survey process, and I am proud to say that we did very well; we received a ranking of 98.3 per cent, which resulted in a 4 year Accreditation with Commendation. Mill Woods Care Centre was one of our GSS homes that was a major part of this process, and throughout it, I could see how dedicated our staff are to making the Centre a wonderful place for our residents to call home.

As was mentioned in your article, sometimes we are no longer able to meet the level of care that a resident requires. Being a responsible organization, we work with the resident’s physician to determine the level of care they need, and the physician determines if they can continue to reside in our home. Unfortunately, that means that we sometimes have to discharge a resident, and they have to go to another care provider. We want what is best for our residents, and if that means that we are no longer able to manage their level of acuity, we work with AHS to help them find a new home.

While we have done a lot of work to improve the quality of care and accommodations at the Mill Woods Care Centre, and all of our homes across Alberta and British Columbia, continuing to improve is a top priority for us and something we will never stop pursuing. As always, our staff and leadership team are available to discuss and address any concerns that residents and their families might have.

In the coming weeks, we will be reviewing the HQCA Survey in more detail, and are committed to addressing the concerns expressed by the families who trust us to care for their loved ones.

Shawn Terlson, BA, CMA, CHE President and CEO The Good Samaritan Society