Person-centred care is recognized as best practice in dementia care. The purpose of this study was to evaluate the effectiveness of a stakeholder engagement practice change initiative aimed at increasing the provision of person-centred mealtimes in a residential care home (RCH). A single-group, time series design was used to assess the impact of the practice change initiative on mealtime environment across four time periods (pre-intervention, 1-month, 3-month, and 6-month follow-up). Statistically significant improvements were noted in all mealtime environment scales by 6 months, including the physical environment (z = -3.06, p = 0.013), social environment (z = -3.69, p = 0.001), relationship and person-centred scale (z = -3.51, p = 0.003), and overall environment scale (z = -3.60, p = 0.002). This practice change initiative, which focused on enhancing stakeholder engagement, provided a feasible method for increasing the practice of person-centred care during mealtimes in an RCH through the application of supportive leadership, collaborative decision making, and staff engagement.

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BackgroundPerson-centred care (PCC) is described as a care philosophy in which a positive relationship is established between a resident and staff member that respects the care recipient's preferences and life history, honours identity, and enables engagement in meaningful activity (Fazio et al., 2018). Research in long-term care (LTC) homes demonstrates that interventions aimed at increasing the provision of PCC, but not addressing contextual and system issues (e.g., deeply rooted care routines and regulatory standards that impede individuality, resident choice and staff flexibility), most often fail (Caspar et al., 2016). There is growing evidence demonstrating that the implementation of PCC in practice requires a multilevel, systems approach (Brooker, 2007;Evans, 2017). Review of the literature indicates that the following organizational factors may be especially salient in their ability to influence the extent to which PCC is really improved in practice:1. The presence of leaders and managers who embrace a leadership style of 'supporting and valuing staff' combined with being 'responsive to staff needs' and offering 'solution-focused approaches' to care decisions (Caspar et al., 2017a;Kirkley et al., 2011;McGilton, 2010;Sjogren et al., 2017). 2. The cultivation and implementation of empowered workforce practices that enable and encourage

Social Determinant of Health (SDOH) data are important targets for research and innovation in Health Information Systems (HIS). The ways we envision SDOH in “smart” information systems will play a considerable role in shaping future population health landscapes. Current methods for data collection can capture wide ranges of SDOH factors, in standardised and non-standardised formats, from both primary and secondary sources. Advances in automating data linkage and text classification show particular promise for enhancing SDOH in HIS. One challenge is that social communication processes embedded in data collection are directly related to the inequalities that HIS attempt to measure and redress. To advance equity, it is imperative thatcare-providers, researchers, technicians, and administrators attend to power dynamics in HIS standards and practices. We recommend: 1. Investing in interdisciplinary and intersectoral knowledge generation and translation. 2. Developing novel methods for data discovery, linkage and analysis through participatory research. 3. Channelling information into upstream evidence-informed policy.