The HIGHCREST Method A proven process for better long-term care homes.
Over the last 40 years, Highcrest’s tried-and-true solutions have strengthened care homes across Nova Scotia - all while maintaining original staff, improving resident care and reducing stress on administrators. Highcrest helps municipalities, non-profits and private operators retain community assets by setting up homes for long-term financial success.
The HIGHCREST Method
A proven process for better
long-term care homes.
Over the last 40 years, Highcrest’s tried-and-true solutions have strengthened care homes across Nova Scotia - all while maintaining original staff, improving resident care and reducing stress on administrators. Highcrest helps municipalities, non-profits and private operators retain community assets by setting up homes for long-term financial success.
This is made possible with the HIGHCREST method
A patient and purposeful progression of steps that takes a collaborative approach to building solutions. So, established teams work better together, residents enjoy increased transparency and administrators are unburdened of their extra hats.
Assessment - A peek under the hood
The first step is listening.
Every care home is unique, with its own culture, standards, opportunities and challenges. Highcrest understands that disrupting established workflows is counterproductive. Thus, the first step Highcrest undertakes is simply listening - patient listening.
To achieve this, inputs from residents, staff and management are pooled together to gain insights into the home’s operations. Highcrest is incredibly sensitive to established workflows, hence, the initial aim is to detect opportunities that can deliver tangible results without interrupting daily operations.
While the Highcrest team seeks out opportunities, a collaborative process starts.
For the transition plan to stick over the long-term, those closest to the care home (the stakeholders, residents, and staff) must be in the driver's seat.
Instead of making the home adapt to new solutions, the solutions must adapt to the home. Involving stakeholders right from the start boosts the adoption of solutions in the long-term.
Highcrest’s solutions are aimed at enhancing existing workflows to maintain the rhythm of the home. After the collaborative process has accounted for every stakeholder, a transition plan is drafted up, which is then reviewed by all relevant interests. When all the parties sign-off on the plan, the next step in the HIGHCREST method is put into action.
Transition - The (small) switch.
Once all relevant interests have signed off on the transition plan, Highcrest slowly begins lifting the home into its new self.
This starts with introducing the residents and staff to feedback systems and offering on-ground assistance. This is a slow and deliberate process designed to keep the rhythm of the home intact while introducing new solutions. The result of this step is a quarterly report, which reflects various operational data points, the transition's progress and the home's overall financial health.
Implementation
After the home has settled comfortably into its new operational rhythm, Highcrest’s team will introduce the stakeholders to their new, fleshed-out roles.
The managing board fully transitions into a governing board, moving its focus from the day-to-day to the long term while maintaining accountability to the stakeholders. The residents are surveyed to measure the quality of care and performance of the home's functions. The staff is consulted for all on-ground matters and is set up for success in their duties. After the transition plan is implemented to a level that satisfies Highcrest, a comprehensive quarterly financial report is prepared to back up all findings with data and benchmark the home's performance for the long term.
After the home has settled into its new operational rhythm, Highcrest's team begins the next phase by familiarising the stakeholders with their tuned-up roles. The managing board evolves into a governing board, shifting its focus from daily operations to long-term planning while upholding accountability to the stakeholders. The residents are surveyed to measure the quality of care and performance of the home's functions. The staff, vital for the success of the transition, is consulted at every point to ensure they are well-equipped for their duties. After the implementation of the transition plan is satisfactory, a comprehensive quarterly financial report is prepared to back up all findings with data and benchmark the home's performance for the long-term.
Assessment
The first step is listening.
Every care home is unique, with its own culture, standards, opportunities and challenges. Highcrest understands that disrupting established workflows is counterproductive. Thus, the first step Highcrest undertakes is simply listening - active, learning-centered listening.
To achieve this, inputs from residents, staff and management are pooled together to gain insights into the home’s operations. Highcrest is incredibly sensitive to established workflows, hence, the initial aim is to detect opportunities that can deliver tangible results without interrupting daily operations. The result of this phase is the Assessment Report, a document that lists Highcrest's observations on processes that deviate from the norm.
Transition Planning
Implementation
For new operations to stick, those closest to the care home (the stakeholders, residents, and staff) must be in the driver's seat. While the Highcrest team seeks out opportunities for improvement, a collaborative process starts, which involves gathering information from the current stakeholders. Involving stakeholders right from the start allows Highcrest to put forward a plan that maintains the rhythm of the home, and boosts the adoption of solutions in the long-term.
After the collaborative process has accounted for every stakeholder, Highcrest processes the information to create a transition plan.
Evaluation
After the transition plan is implemented, a comprehensive quarterly financial report is prepared to benchmark the home's performance for evaluation. The quarterly report reflects various operational data points, the transition's progress and the facility’s overall financial health. The residents are surveyed to measure the quality of care and performance of the home's functions. The staff, vital for the success of the transition, are consulted at every point to ensure they are well-equipped for their duties.
After a comprehensive evaluation is conducted, Highcrest starts addressing any remaining gaps in the operations by cycling through the assessment, planning and transition process again.
Once all relevant interests have signed off on the transition plan, Highcrest slowly begins lifting the home into its new self.
Highcrest initiates the implementation step by introducing the residents and staff to feedback systems and offering on-ground assistance. This is a slow and deliberate process designed to keep the working rhythm of the facility intact while introducing new solutions.
After the home has settled into its new operational rhythm, Highcrest's team begins the next phase by familiarising the stakeholders with their tuned-up roles. The managing board evolves into a governing board, shifting its focus from daily operations to long-term planning while upholding accountability to the stakeholders.
Assessment
The first step is listening.
Every care home is unique, with its own culture, standards, opportunities and challenges. Highcrest understands that disrupting established workflows is counterproductive. Thus, the first step Highcrest undertakes is simply listening - active, learning-centered listening.
To achieve this, inputs from residents, staff and management are pooled together to gain insights into the home’s operations. Highcrest is incredibly sensitive to established workflows, hence, the initial aim is to detect opportunities that can deliver tangible results without interrupting daily operations. The result of this phase is the Assessment Report, a document that lists Highcrest's observations on processes that deviate from the norm.
Transition Planning
For new operations to stick, those closest to the care home (the stakeholders, residents, and staff) must be in the driver's seat. While the Highcrest team seeks out opportunities for improvement, a collaborative process starts, which involves gathering information from the current stakeholders. Involving stakeholders right from the start allows Highcrest to put forward a plan that maintains the rhythm of the home, and boosts the adoption of solutions in the long-term.
After the collaborative process has accounted for every stakeholder, Highcrest processes the information to create a transition plan.
Implementation
Once all relevant interests have signed off on the transition plan, Highcrest slowly begins lifting the home into its new self.
Highcrest initiates the implementation step by introducing the residents and staff to feedback systems and offering on-ground assistance. This is a slow and deliberate process designed to keep the working rhythm of the facility intact while introducing new solutions.
After the home has settled into its new operational rhythm, Highcrest's team begins the next phase by familiarising the stakeholders with their tuned-up roles. The managing board evolves into a governing board, shifting its focus from daily operations to long-term planning while upholding accountability to the stakeholders.
Evaluation
After the transition plan is implemented, a comprehensive quarterly financial report is prepared to benchmark the home's performance for evaluation. The quarterly report reflects various operational data points, the transition's progress and the facility’s overall financial health. The residents are surveyed to measure the quality of care and performance of the home's functions. The staff, vital for the success of the transition, are consulted at every point to ensure they are well-equipped for their duties.
After a comprehensive evaluation is conducted, Highcrest starts addressing any remaining gaps in the operations by cycling through the assessment, planning and transition process again.
Just about done wearing all the hats at work?
Connect with Highcrest.
Administrators wear too many hats - Operations, HR, Leadership, Quality Control, or Recruiter - and that’s a slow day. It’s understandable, but unsustainable - and Higchrest’s passion to address. Let’s find your solutions.
Just about done wearing all the hats at work?
Connect with Highcrest.
Administrators wear too many hats - Operations, HR, Leadership, Quality Control, or Recruiter - and that’s a slow day. It’s understandable, but unsustainable - and Higchrest’s passion to address. Let’s find your solutions.