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Eden Alternative Adds Wellspring |
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The two largest and most rigorously evaluated systems for
creating culture change in long term care environments -- The Eden Alternative and The Lifespan
Network’s Wellspring Program -- today announced that The Eden Alternative will take ownership
of Wellspring to provide the most comprehensive offering of culture change resources and
education services targeted at promoting person-directed care
Starting May 31, 2012, The Eden Alternative will take ownership of Wellspring to provide the most comprehensive offering of culture change resources and education services targeted at promoting person-directed care. If you have any questions or need assistance with the Wellspring program, please call the Eden Alternative.
Among the earliest efforts to affect culture change in nursing homes was The Wellspring Program. Initially, The Wellspring Program was called the Wellspring Innovative Solutions for Integrated Health Care. It came together in 1994 as a proactive response to the managed care environments, with its inherent challenges of reduced reimbursements and limited human resources. Wellspring members' commitment to continued quality care required a cooperative effort to address the formidable challenges the industry faces. The core charter group consisted of 11 independent not-for-profit organizations located throughout eastern Wisconsin. Their skilled nursing homes ranged in size from 63 to 415 beds; in urban as well as rural areas. Together they formed an Alliance to network and share educational programs. Additional alliances formed in the Mid-Atlantic region, the Carolinas, and other states.Among the earliest efforts to affect culture change in nursing homes was The Wellspring Program. Initially, The Wellspring Program was called the Wellspring Innovative Solutions for Integrated Health Care. It came together in 1994 as a proactive response to the managed care environments, with its inherent challenges of reduced reimbursements and limited human resources. Wellspring members' commitment to continued quality care required a cooperative effort to address the formidable challenges the industry faces. The core charter group consisted of 11 independent not-for-profit organizations located throughout eastern Wisconsin. Their skilled nursing homes ranged in size from 63 to 415 beds; in urban as well as rural areas. Together they formed an Alliance to network and share educational programs. Additional alliances formed in the Mid-Atlantic region, the Carolinas, and other states.
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