QUALITY AND OUTCOMES: MEASUREMENT, TRACKING, AND REPORTING.

QUALITY AND OUTCOMES: MEASUREMENT, TRACKING, AND REPORTING

2 Quality Outcomes Data Quality Improvement Performance Quality Assurance QAPI Improvement

Introduction to QAPI 3

Quality Assurance Meeting quality standards Assuring that care reaches an acceptable level A reactive, retrospective effort WHAT IS QAPI? 4 Performance Improvement A pro-active and continuous study of processes The intent to prevent or decrease the likelihood of problems By identifying areas of opportunity and testing new approaches to fix underlying causes of persistent/ systemic problems

QAPI 5 QUALITY ASSURANCE PERFORMANCE IMPROVEMENT Motivation Measuring compliance with standards Continuously improving processes to meet standards Means InspectionPrevention Attitude Required, reactiveChosen, proactive Focus Outliers: bad apples Individuals Processes, systems Scope ProviderResident care Responsibility FewAll

THE FEDERAL GOVERNMENT CARES 6

Section 6102(c) of the Affordable Care Act Nursing homes Requires CMS to establish regulations in Quality Assurance and Performance Improvement (QAPI) Requires CMS to provide technical assistance to help them develop best practices to comply with the forthcoming regulations HEALTH CARE REFORM 7

Not just for nursing homes Our industry is growing up Solve quality problems Prevent recurrence Achieve new goals Fulfillment for caregivers Better care and quality of life WHY IS QAPI IMPORTANT? 8

Major investors, particularly REITs care about quality Health Care REIT HCP LTC Properties INVESTORS CARE 9

Using data to not only identify your quality problems, but to also identify other opportunities for improvement, and then setting priorities for action Building on residents own goals for health, quality of life, and daily activities Bringing meaningful resident and family voices into setting goals and evaluating progress Incorporating caregivers broadly in a shared QAPI mission FEATURES OF QAPI 10

Developing Performance Improvement Project (PIP) teams with specific charters Performing a Root Cause Analysis to get to the heart of the reason for a problem Undertaking systemic change to eliminate problems at the source Developing a feedback and monitoring system to sustain continuous improvement FEATURES OF QAPI 11

Group Project! Whispering Pines has had a problem with staff turnover. The administrator, Mary, feels like she just cant seem to keep good staff. But she wanted to see how she measures up to the rest of the industry as well as other communities in her area. So Mary started tracking turnover on a monthly basis. CASE STUDY 12

Group Project! 13

Group Project! How could tracking turnover help reduce it? What factors should be considered when preparing to track turnover? Who should the data be shared with? CASE STUDY 14

NCAL QUALITY INITIATIVE 15

NCAL QUALITY INITIATIVE 16

Five Elements of QAPI 17

FIVE ELEMENTS OF QAPI 18

Must be ongoing and comprehensive Deal with the full range of services offered by the community, including the full range of departments Should address all systems of care and management practices, and should always include care, quality of life, and resident choice. Utilize the best available evidence to define and measure goals 1: DESIGN AND SCOPE 19

Administration develops a culture that involves leadership seeking input from community staff, residents, and their families and/or representatives Assure adequate resources exist to conduct QAPI efforts Develop policies to sustain QAPI despite changes in personnel and turnover Ensure staff accountability, while creating an atmosphere where staff are comfortable identifying and reporting quality problems as well as opportunities for improvement 2: GOVERNANCE AND LEADERSHIP 20

Put in place systems to monitor care and services, drawing data from multiple sources Actively incorporate input from staff, residents, families, and others as appropriate Includes using Performance Indicators Includes tracking, investigating, and monitoring Adverse Events 3: FEEDBACK, DATA SYSTEMS, AND MONITORING 21

A concentrated effort on a particular problem in one area of the community or community wide Gathering information systematically to clarify issues or problems, and intervening for improvements Examine and improve care or services in areas that the community identifies as needing attention 4: PERFORMANCE IMPROVEMENT PROJECTS 22

Use a systematic approach to determine when in- depth analysis is needed to fully understand the problem, its causes, and implications of a change Root Cause Analysis Includes a focus on continual learning and continuous improvement 5: SYSTEMATIC ANALYSIS AND ACTION 23

Group Project! Off-label use of antipsychotics Reduce by 15% Decreases side affects and adverse drug reactions Used as a weapon by trial attorneys Improved resident and family satisfaction QAPI IN ACTION 24

Group Project! QAPI IN ACTION 25

Action Steps 26

1. Leadership 2. Teamwork 3. Self-Assessment 4. Guiding Principles 5. Develop Your Plan 6. Awareness Campaign 7. Data Collection Strategy ACTION STEPS 27 8. Gaps and Opportunities 9. Prioritize 10. PIPs 11. Get to the Root of the Problem 12. Take Systemic Action

Leadership Responsibility and Accountability 39

Create a culture to support QAPI Develop a steering committee Provide resources Set the tone LEADERSHIP RESPONSIBILITY 40

It starts with leadership Support from the top is essential Foster participation from every member of the team, including all caregivers CREATING A CULTURE TO SUPPORT QAPI 41

Group Project! Discuss in small groups Identify 5 potential barriers to a culture that is supportive of QAPI and 2-3 ways to overcome those barriers Be prepared to share at least one barrier/solutions with the group CREATING THE CULTURE 42

A team that provides QAPI leadership Overall responsibility to develop and modify the play, review information, and set priorities Involve clinical expertise, when possible Who would be on your steering committee? DEVELOP A STEERING COMMITTEE 43

Caregivers will need time to attend team meetings during work hours Equipment (computers, poster supplies, resource books, etc.) Specialized training PROVIDE RESOURCES 44

Open door policy Staff feel they can bring quality concerns forward without fear of punishment Create expectations Everyone should feel free to speak up Expect and build effective team work OPEN COMMUNICATION AND RESPECT 45

A Deliberate Approach to Teamwork 46

Having a clear purpose Having defined roles for each team member to play Having commitment to active engagement from each member CHARACTERISTICS OF AN EFFECTIVE TEAM 47

Caregivers Administration/leadership Outside vendors (pharmacy, home health, etc.) Family members (watch for confidentiality issues TEAMS SHOULD BE INTERDISCIPLINARY 48

Self-Assessment 49

Group Project! SELF-ASSESSMENT 50

Guiding Principles 51

Step 1: Locate or develop vision statement Step 2: Locate or develop mission statement Step 3: Develop a purpose statement for QAPI Step 4: Establish Guiding Principles Step 5: Define the scope of QAPI Step 6: Assemble document DEVELOP PURPOSE, GUIDING PRINCIPLES, AND SCOPE 52

QAPI has a prominent role in our management and Board functions, on par with monitoring reimbursement and maximizing revenue. Our organization uses quality assurance and performance improvement to make decisions and guide our day-to-day operations. The outcome of QAPI in our organization is the quality of care and the quality of life of our residents. In our organization, QAPI includes all employees, all departments and all services provided. EXAMPLES 56

Develop Your QAPI Plan 59

Group Project! Break into groups Each group will be assigned to complete one section of the QAPI plan from the handout provided Be prepared to share with the group DEVELOP YOUR QAPI PLAN 60

QAPI Awareness Campaign 61

Let them know often and in multiple ways Plan ongoing education Provide training in small chunks QAPI is about systems Everyone is expected to raise concerns Discuss the hard questions (e.g., safety vs. autonomy) COMMUNICATE WITH ALL CAREGIVERS 62

Their views are sought, valued, and considered Ask them to tell you about quality concerns Open-door policy Suggestion box Resident/family surveys COMMUNICATE WITH RESIDENTS AND FAMILY 63

Collecting and Using Data 64

Falls Off-label use of antipsychotics Clinical care (pressure ulcers, narcotics, etc.) Hospitalization rates Re-hospitalization rates Resident satisfaction Employee satisfaction State survey results and deficiencies Business processes (financial, turnover, call outs, etc) AREAS TO CONSIDER 65

Data collection should be systemic, community- wide, big picture Keep it simple! Monthly, quarterly, annually Incidence vs. prevalence Per 1000 resident days is a common standard (# of residents X # of days) HOW TO COLLECT DATA 66

Limited national assisted living data available Internal benchmarks are often the best BENCHMARKS 67

GOAL SETTING 68

Gaps and Opportunities 69

Potential areas to consider when reviewing your data: Survey results and plans of correction Resident service plans for documented progress towards specified goals Trends in complaints Resident and family satisfaction for trends Patterns of caregiver turnover or absences Patterns of ER and/or hospital use IDENTIFY GAPS AND OPPORTUNITIES 70

Problems vs. opportunities Choose issues that you consider important Consider which ones to make the focus of a PIP PRIORITIZE OPPORTUNITIES 71

A PIP project typically is a concentrated effort on a particular problem in one area of the community or community wide It involves gathering information systematically to clarify issues or problems, and intervening for improvements PIPs are selected in areas important and meaningful for the specific type and scope of services unique to each community PERFORMANCE IMPROVEMENT PROJECT 72

PLAN, CONDUCT, AND DOCUMENT PIPs 73

Root Cause Analysis 74

A term used to describe a systematic process for identifying contributing causal factors that underlie variations in performance Structured Designed to get to the underlying cause of a problem which then leads to identification of effective interventions that can be implemented in order to make improvements Focuses primarily on systems and processes, not individual performance ROOT CAUSE ANALYSIS 75

Take Systemic Action 76

Depend on staff to remember their training or what is written in the policy Weak actions enhance or enforce existing processes WEAK ACTIONS 77

Double checks Warnings/labels New policies/procedures/memoranda Training/education Additional study WEAK ACTIONS - EXAMPLES 78

Actions are somewhat dependent on staff remembering to do the right thing But they provide tools to help staff to remember or to promote clear communication Intermediate actions modify existing processes INTERMEDIATE ACTIONS 79

Decrease workload Software enhancements/modifications Eliminate/reduce distraction Checklists/cognitive aids/triggers/prompts Eliminate look alike and sound alike Read back Enhanced documentation/communication Build in redundancy INTERMEDIATE ACTIONS - EXAMPLES 80

Actions that do not depend on staff to remember to do the right thing May not totally eliminate the vulnerability but provides strong controls Change or re-design the process Help detect and warn so there is an opportunity to correct before the error reaches the resident May involve hard stops which wont allow the process to continue unless something is corrected or gives the chance to intervene to prevent significant harm STRONG ACTIONS 81

Physical changes: grab bars, non slip strips on tubs/showers Forcing functions or constraints: design of gas lines so that only oxygen can be connected to oxygen lines; electronic medical records cannot continue charting unless all fields are filled in Simplifying: unit dose STRONG ACTIONS - EXAMPLES 82

Group Project! Hospital readmissions Reduce by 15% Decreases unnecessary hospitalizations Improve relationship with hospitals Improve resident retention QAPI IN ACTION 83

ANY QUESTIONS 84

QUALITY AND OUTCOMES: MEASUREMENT, TRACKING, AND REPORTING.

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