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The Illinois LANE Critical Access Nursing Home Pilot Project. Susan Gardiner, RN, BSN, LNHA Director of Clinical Services, Illinois Council on Long Term Care Lisa Bridwell, BA Quality Improvement Facilitator, IFMC-IL Illinois Quality Improvement Organization.

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the illinois lane critical access nursing home pilot project

The Illinois LANE Critical Access Nursing Home Pilot Project

Susan Gardiner, RN, BSN, LNHA

Director of Clinical Services, Illinois Council on Long Term Care

Lisa Bridwell, BA

Quality Improvement Facilitator, IFMC-IL

Illinois Quality Improvement Organization

slide2
Advancing Excellence in America’s Nursing Homes Making Nursing Homes Better Places to Live, Work and Visit!
campaign overview
Campaign Overview
  • Largest coalition of nursing home stakeholders
  • Voluntary for nursing homes
  • Based on measurement of meaningful goals
  • National coalition of 29 organizations
  • Initially a two-year campaign started in 2006, incorporated in 2010!

www.nhqualitycampaign.org

what the campaign does
What the Campaign Does
  • Provides free, practical and evidence-based resources to support quality improvement efforts in America’s nursing homes.
  • Committed to providing support to those on the frontlines of nursing home care.
  •  Promotes open communication and transparency among families, residents, and nursing home staff.

www.nhqualitycampaign.org

11 founding organizations
11 Founding Organizations
  • Alliance for Quality Nursing Home Care
  • American Association of Homes and Services for the Aging (AAHSA)
  • American Association of Nurse Assessment Coordinators (AANAC)
  • American College of Health Care Administrators (ACHCA)
  • American Health Care Association (AHCA)
  • American Medical Directors Association (AMDA)
  • Centers for Medicare & Medicaid Services (CMS) and its contractors, the Quality Improvement Organizations (QIOs) and State Survey Agencies
  • National Association of Health Care Assistants (NAHCA)
  • NCCNHR: National Consumer Voice for Long Term Care
  • The Commonwealth Fund
  • The Evangelical Lutheran Good Samaritan Society

3

campaign benefits
Campaign Benefits
  • Focuses on meaningful issues
  • Drives nursing homes to a culture of QI
  • Increases staff retention and focus
  • Improves customer satisfaction
  • Saves money due to improved quality and staff retention
  • Prepares for Pay-for-Performance
  • Brings stakeholders to the table
  • Complements other initiatives

www.nhqualitycampaign.org

local area networks of excellence lanes
Local Area Networks of Excellence (LANEs)
  • Learning networks
  • Coalitions of nursing home stakeholders
  • Partnerships
  • Collaborative

Diverse organizations, often with different agendas, come together to improve quality of care and life for residents.

www.nhqualitycampaign.org

illinois lane members
Illinois LANE Members

HCCI Healthcare Council of Illinois

LSN Life Services Network

IDPH Illinois Department of Public Health

CMS Centers for Medicare & Medicaid

IPC Illinois Pioneer Coalition

IFMC-IL Quality Improvement Organization for Illinois

Illinois Department of Aging: Ombudsman

www.nhqualitycampaign.org

lane roles and responsibilities
LANE Roles and Responsibilities
  • Provides statewide leadership to coalition of stakeholders
  • Raises and maintain awareness about the campaign
  • Recruits nursing homes
  • Provides technical assistance
  • Communicates key campaign messages
  • Acts as a “change agent” to improve the lives of those living and working in nursing homes

www.nhqualitycampaign.org

purpose of the canh project
Purpose of the CANH Project
  • To improve care in selected nursing homes
  • To strengthen LANEs
  • To develop a model of nursing home improvement that can be used across the country

www.nhqualitycampaign.org

critical access nursing home project
Critical Access Nursing Home Project

Critical- Access Nursing Homes (CANHs) are in inner city neighborhoods serving largely minority communities of generally low socio-economic status.

Why are they termed “critical”?

  • The community depends on these nursing homes to provide post-acute and long-term care services. Not having high quality nursing homes close to where people live complicates discharges from local hospitals and forces elderly residents to go to more distant nursing homes far from family and friends.

www.nhqualitycampaign.org

locations of canh project
Locations of CANH Project
  • Chicago, IL
  • E. Chicago, IN
  • Cleveland, OH
  • Macon, GA

CANH Faculty:

Barbara Frank and Cathie Brady B & F Consulting, Carol

Benner Leading Age, Dr. David Smith Drexel University

© B & F Consulting, Inc. www.BandFConsultingInc.com

www.nhqualitycampaign.org

illinois lane
Illinois LANE

Illinois LANE Co-Conveners are:

IFMC – IL (Illinois Quality Improvement Organization)

Lisa Bridwell [email protected]

800-386-6431

IPC (Illinois Pioneer Coalition)

Enza Levy [email protected]

www.nhqualitycampaign.org

staff stability the foundation for clinical improvement
Critical Access Nursing Homes

An Initiative of Advancing Excellence in Partnership with the Illinois LANE

Staff Stability: The Foundation for Clinical Improvement

Learning Session One

November 16, 2010

Facilitated by

Cathie Brady & Barbara Frank

B&F Consulting

canh s three goals
CANH’s Three Goals
  • Help each nursing home get better stability and outcomes
  • Form “mutual aid” and collaboration among nursing homes
  • Strengthen collaboration among state agencies and organizations as they learn so they can help nursing homes in similar positions
slide20
What a difference management makes!Five Management Practices Associated withLow-Turnover, High Attendance and HighPerformance:

High quality leadership at all levels of the organization

High performance, high commitment HR policies

Work systems aligned with and serving organizational goals

Sufficiency of staff and resources to care humanely

Valuing staff day-to-day in policy and practice, word and deed

slide21
Orientation Meeting 9/2010

Audience: Corporate Leaders Administrators and DON’s

Content:

  • See the value in collaboration with each other
  • Build relationships with LANE members and state agencies so they can be seen as a resource
  • Attendance and scheduling PPT
  • Recruitment and hiring PPT
slide23
Exercise: Floor Leadership

How two Charge nurses start their day

“Igather my staff in the morning and I tell them ‘we have to work together. We’re like sticks. If we work apart, each of us can be broken. If we stick together, we can’t be broken. We’ve got to stick together to get the work done. And let’s have fun doing it.’ Then I just pitch in and we get through the day.”

“I am overwhelmed by what I have to do when we’re working short. If I start doing the CNA's job, I’ll never get all my meds passed and my charting done. It’s just too much. I’m not going to do the personal care. I just keep my focus on my work and get as much done as I can.”

slide24
Learning Session One November 2010

CANH Faculty overview

  • Staff stability; foundation for clinical improvement
    • Impact on resident outcomes
    • Impact on survey results
    • Impact on staff, injuries etc.
    • Better Jobs, Better Care
slide25
November 2011 Action Items

Outcome of Drill Down Group Activities

  • Absenteeism/Tardiness
  • Staff’s lack of policy knowledge
  • Staff to Staff to communication
slide26
© B&F Consulting Inc. 2011 www.BandFConsultingInc.com

Relationships Closest to the Resident Matter Most

Interdisciplinary and Interdepartmental Collaboration

Relationships

Charge Nurses

CNAs

Residents

Quality of work

Quality of care

dimensions of relational coordination interdisciplinary interdepartmental across shifts and days
© B&F Consulting Inc. 2011 www.BandFConsultingInc.com Dimensions of Relational CoordinationInterdisciplinary ~ InterdepartmentalAcross Shifts and Days

Communication

  • Frequent
  • Timely
  • Accurate
  • Problem-solving

Relationship

  • Shared Goals
  • Shared Knowledge
  • Mutual Respect
january 2011 learning session two
January 2011 Learning Session Two
  • Positive chain of leadership
  • Systems that support relationships
  • Valuing your staff
  • “All Hands on Deck”
lane support updates between learning sessions 1 2
LANE Support Updates (Between Learning Sessions 1-2)
  • Focus Groups addressing New Hires
  • One Facility utilized LANE member to conduct focus groups to gather information of why employees separate in the first 90 days.
  • Developed a cheat sheet to help new employees
  • Increased awareness/attention to the needs of new hires
  • Preceptor Program/Consistent Assignment
  • Another Facility incorporated information from the orientation meeting in their preceptor program and as they develop their strategy for consistent assignments
  • Implementation of Call Out Log Information at STAND UPS
  • One facility used this information to follow up with those who called off to communicate she cares if they were sick and identify any future potential issues that my cause future call offs.
lane support updates between learning sessions 1 230
LANE Support Updates (Between Learning Sessions 1-2)
  • Development of an Employee focused Survey addressing attendance/absenteeism
  • Exercise: If it was a perfect world…….
  • Unintended [positive] outcomes:
    • One facility realized the need to in-service on their policies after ranking their staff
    • “Caught You Caring” develops
    • Increased attention to communication among staff and residents
assignments and goals
Assignments and Goals
  • Move toward changing hours for department head lunch
  • Involve leadership with All Hands on Deck to promote teamwork
  • Establish nurse manager meetings to provide feedback on challenges they face
  • On site follow-up by LANE
  • Building upon existing Quality Improvement rounding program
  • Orientation practices and identifying the qualities of a good trainer or mentor
march 2011 learning session three
March 2011 Learning Session Three
  • Systems and People Development presentation
  • Key messages:
    • Improvements in staff stability and engagement lead to improved quality and satisfaction resulting in better census and resources for more improvement
    • Relationships closest to the resident matter most
accomplishments
Accomplishments
  • Improved morale
  • Increased leadership from charge nurses
  • Improved attendance
  • Tracking call-offs; report brought to stand-up meeting
  • Interview process: skills and qualities
  • Monthly turnover tracking
  • Reports of tremendous teamwork during blizzard
accomplishments35
Accomplishments
  • Met census goals and decreased readmissions
  • Implemented consistent assignments and as a result call-offs decreased
  • Extending orientation on a case-by-case basis
  • Implemented Family Satisfaction Survey
summary of barriers
Summary of Barriers
  • Survey response rates
  • Loss of project leader
  • Administrator and key management staff turnover
  • Process for obtaining and financial support for special programs (gift cards etc.)
  • Pathways of communication up the chain of command up to and including corporate
  • Mechanism for direct care staff to communicate directly with corporate staff
  • Slowed or stalled data collection
  • No overlap between shifts
  • Internal struggles between management staff
may 2011 learning session four
May 2011 Learning Session Four

Two Events

Leadership Meeting

  • Corporate Leaders/DON/Administrator- retrospective review discussed successes/barriers resulting overwhelming support from Corporate
  • Corporate leaders working with facility managers on solutions to barriers.

Learning Session

  • Follow up from Leadership Meeting frontline staff moving forward and working on additional data driven goals. (Clinical and Organizational Goals)

Overall Goals

Outside organizations reporting improved resident care

second care for the residents
Second, Care for the Residents

Communication

Individualized/

Person-centered Care

Critical Thinking

Problem-Solving

IDT Care Planning

MDS/Data Collection

Monitoring

third do it the best way we can
Third, Do it the Best Way We Can…

Outcomes

Quality

Assurance

Performance Improvement

Structure

Process

quality assurance
Performance ImprovementQuality Assurance

Proactive

Aggregate Data

Organizational process

Improves overall performance

Always measureable

Concurrent

Monitoring is continuous

Positive change

  • Reactive
  • Single episode
  • Organizational mistake
  • Prevents something from happening again
  • Sometimes anecdotal
  • Retrospective
  • Monitoring based on audit
  • Sometimes punitive

www.nhqualitycampaign.org

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