IGNITE Leadership Academy LeadingAge New York 2014-15 2014-15 | Page 9

Mary Costigan
Administrator
Michaud Residential Health Services

Let’s TACKLE the Problem
1

How would you describe your Action Learning Project and the difference you hope it will make to
advance your organization’s mission (or the field) and benefit the individuals you serve?

My Action Learning Project is a development of an “elopement tool kit” for our skilled nursing facility. We described the project as
“Let’s TACKLE the problem.” The reason we described it as TACKLE is to get the staff acclimated to the kits, which are actual tackle
boxes. We found that our elopement drills were less than ideal regarding reaction and response time. Research demonstrates that if
there is an elopement and the individual is not found within the first 24 hours, there is a significant increased risk of death. Further,
under federal regulations, the facility must monitor accidents and provide supervision to ensure the safety of residents. As such, we
have identified that we needed to make improvements regarding the immediate steps taken to locate the resident once determined
to be missing. Resident safety is one of our key qualities of care components. This tool kit should minimize the response time by
centralizing the required documents and equipment needed to initiate the search, enabling staff to look for the resident in a more timeeffective manner. This project has direct impact on residents and resident safety, as well as providing the staff the necessary tools to
keep the residents safe. After testing and audits, implementing this tool has significantly reduced response time in elopement drills.

2

How have the relationships you’ve developed as part of your project (with mentors, partners,
stakeholders, etc.) influenced this direction and you as a leader?

The relationships with mentors and stakeholders have definitely influenced the process of my project. Through the guidance and
support of the mentors during my time as a Fellow, I have been able to see that gains, though small, are still moving in the right
direction. David Gentner, an academy coach, made a compelling statement that stuck with me, “Move it one percent, that is still
one percent improvement.” That helped me realize I needed to move on this project. Moreover, I saw how my staff was frustrated
with the process during the drills, which seemed disorganized and took a great deal of time. The concept of the kits was on the back
burner of my “to do list” and this assignment spurred me to bring the project to fruition. It was the relationships with my critical
stakeholders, residents and staff which influenced this project; primarily, for resident safety and secondarily, to make the drills a much
smoother process.

3

What have been important turning points for you, in your own learning, as you’ve engaged with
the action learning process (you might consider a surprise, insight, setback, or challenge)?

Through the Leadership Academy, I have learned to not second guess myself. I have learned that failure is acceptable, for it is through
failure that innovation sparks. I have learned that I do not have to fit into a mold as a leader. My style, skills and personality are what
make me unique. I have learned it is the way I engage with staff that helps me connect with them. Further, with this project, staff are
adjusting to change when they see that it will benefit them. When we were rolling this project out, we demonstrated that with this
new tool, they wouldn’t have to run around and search for the supplies; all the supplies were at their fingertips. I did keep in mind the
Results Process Relationships image, a concept from the second session. In order for this tool to endure, all three components must be
maintained. The process showed that my staff do want to “do the right thing” and policies are as good as the procedures that go along
with them. The ɔ