passing inspection
TRANSCRIPT
Passing InspectionTHE ROAD TO BETTER SURVEYS
Survey History
Successful Processes for Implementing Change•Wellspring Model of Quality Improvement
•Eden Alternative
•Advancing Excellence in America’s Nursing Homes
•National Nursing Home Quality Care Collaborative
•Pioneer Network
•QAPI
Common Elements of Culture Change Models•Strong organizational mission and values
•Interdisciplinary, anti-hierarchical teams
•Focus on teamwork and communication
•Empowering frontline staff
•Shared decision-making
•Resident-centered care and quality-driven staff
•Resident and family member involvement
•Data collection and analysis
•Continuous quality improvements
•Performance improvement projects
•Anchor and sustain positive change
Eight Step Process for Successful Change
1. Establish a Sense of Urgency
2. Create a Guiding Coalition
3. Develop a Vision and Strategy
4. Communicate the Vision
5. Empower Others
6. Generate Short-Term wins
7. Consolidate Gains
8. Anchor the Change
Establishing a Sense of Urgency Help others see the need for change and the importance of acting immediately.
• Satisfaction Surveys• Focus Groups• Survey Results• Records of Concern• Incident Reports• Litigation Threats
Satisfaction Surveys
Focus Groups Four Questions:
1. What is your perception of the quality of care we provide here at Taos Living Center?
2. How does teamwork affect the quality of care we provide?
3. What should we stop doing to ensure we provide great quality of care?
4. What should we start doing to improve the quality of care we provide?
Creating a Guiding Coalition Make sure there is a powerful group guiding the change—one with leadership skills, credibility, communications ability, authority, analytical skills, and a sense of urgency.
Ground Rules for Meetings1. Speak honestly.
2. Everyone participates, no one dominates.
3. One person speaks at a time.
4. All ideas are valid.
5. Staying on schedule is everyone’s responsibility; honor time limits.
1. Be positive, non-judgmental, and open to new ideas.
2. Listen to understand, not to contradict.
3. Respect the views of others.
4. Attack problems, not people.
5. Treat everything you hear as an opportunity to learn and grow.
Developing a Vision and Strategy
Clarify how the future will be different from the past, and how you can make that future a reality.
Great Vision Statements1. Destination: Where are we going?
2. Purpose: Why do we exist? What greater good do we serve?
3. Values: What principles guide our decisions and actions on our journey?
1. Striving to become the leader in . . .
2. Our vision is that our residents will . . .
3. To ensure that our residents . . .
4. To be the facility that best understands and satisfies the needs of . . .
5. To become the best . . .
Vision Ideas1. Taos Living Center will provide the best care to our residents, keep them safe, treat them with dignity and
respect, and support their independence.
2. Taos Living Center will provide the best quality of life for our residents by treating them with compassion and personalized service from dedicated staff.
3. Taos Living Center: Our family caring for yours.
4. Taos Living Center will provide a loving and caring home when our residents’ home no longer works for them.
5. Taos Living Center will maintain the highest levels of integrity, quality, respect, and gratitude.
6. Taos Living Center will provide the best care to enhance the quality of life for each of our residents.
7. Taos Living Center will build a strong sense of community by listening to our residents and their loved ones and by continuously striving for excellence in all that we do.
Communicating the Vision
Make sure as many others as possible understand and accept the vision and the strategy.
Empowering Others
Remove as many barriers as possible so that those who want to make the vision a reality can do so.
Generating Short-Term Wins
Create some visible, unambiguous successes as soon as possible.
Consolidating Gains & Anchoring Change•Press harder and faster after the first successes.
•Be relentless with initiating change after change until the vision is a reality.
•Hold on to the new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions.
Tips for Building on Success◦ Long-term sustainability achieved only
when superior results are clear◦ Connect new operational behaviors to
organizational success◦ Transparency of both wins and
weaknesses
◦ Watch out for incompatible promotions or changes in leadership
◦ Changing key people◦ Recognize, reinvigorate, and renew the
guiding coalition
Questions
Paul Reid, Chief Business Development Officer
Sean McQueen, Counsel & Corporate Compliance Officer
Debra Vigil, Chief Nursing Officer
Victor Robles, Director of Facilities
Josh Todd, Dietary Manager
Feel free to contact us via email or by phone at Taos Living Center:
575-758-2300
Or the MDA Consultants corporate office:
504-841-2209