Quality is as Quality Does

Soon after announcing about my plans to write a book on quality improvement in long-term care, I received an email from LTCI Lead Analyst Patti Zoromski with some interesting food for thought on the topic of “What sets up high quality in long-term care facilities?” I’d like to quote from Patti’s email because I agree completely with the well-earned wisdom she shares:

“…In case you need additional questions/issues to ponder, here are a few from my Pandora’s Box (keeping in mind that my most recent experience is in working in facilities which have been seriously challenged for one reason or another):

•  …there is never time to “do it right” but there is always time to “do it over”
• Accountability – I believe staff have a right to and a need to know their corporation’s (up to date) policies and procedures and need their feet perhaps “held to the fire” (no pun intended)
• Not all staff are self directed – many need supervision, not because they are “bad” people but because they do not know how to manage their time
• Speaking of supervision: people are not instinctively born to supervise, great nurses may turn out to be good supervisors; however, they need mentoring
• Until we get out of the “in-service” mode (which is really just a “reminder” and not anywhere close to being an actual in-service) we will continue to reap poor outcomes to action plans
• Do we help staff reach their highest potential or do we allow them to slip into mediocrity?
• Do we see residents, particularly those who are long term residents, as beyond help – have we come to accept they will have UTIs, that they will have behaviors, etc. and therefore “stop trying” because we are so pressed for time elsewhere?"

Doing it right vs. doing it over.
Patti’s insight brings to mind how enforcement has been carried out over decades in long-term care, the industry has been trained to “do it immediately” and this does not always translate into “doing it right.” We have a pretty engrained habit of jumping to solutions without analyzing the conditions that are keeping problems in place. As I have said many times before, we just set ourselves up to “do it over” (over and over again) by allowing ourselves to fall into this trap.

Supervision is key at every level.
I believe that effective supervision supports people in knowing their responsibility and accountability for excellence in care and service. Nurses are not trained to supervise in nursing school and most find themselves willing but not prepared to do the right thing. I have trained many charge nurses and directors on how to supervise people. My supervisory training hits right at the heart of issues in supervision in long-term care, which is a unique setting. In addition, I advocate periodic “check ins” with nurses to provide ongoing support to them in their pivotal role.

The biggest barrier the nurses perceive to holding staff accountable is the same one their supervisors feel, which is that if they have to let someone go they will work short of staff and face great difficulty finding the right person to fill the opening. This leaves the entire facility in a weakened position. In a sense, this inaction “holds us hostage” to poor performance; and is an important mindset to change.

Change comes from learning, not training.
Patti correctly notes that long-term care organizations need to “get out of in-service mode.” (Ah…the tyranny of the in-service as the sole solution to every problem.)

I believe that while ongoing in-service training and periodic training on issues that arise is essential, training in the absence of accountability only leads to more training: it generally does not change behavior.

Let’s face it, if many of life’s challenges were knowledge problems that training could solve, we would all be thin, drive only the safest cars, and live our perfect values.
None of us can say that because we know something, we do it. But the fact is, if we don’t know it, we can’t do it. So knowledge is the basis of behavior change, but learning (actually changing our behavior) is quite a different challenge that has more to do with what happens after training. I think we need more learning to go with our tremendous knowledge in long-term care.

Both residents and staff can be seen as people with potential, or not. I see that often the two flow together—how we perceive staff as having hope and potential matches whether we see residents as being “beyond help” and stop trying. Most long-term care organizations I have worked with are willing and open to develop their staff, although they don’t always know what is needed to do so. But the fact that the intention is in the right place gives me faith that they are also seeing residents as able recipients of care and service. This has been my experience in general.

Thank you, Patti, for sharing such valuable insight from your “Pandora’s Box.” Your views from the frontlines of long-term care enrich all of our professional experiences.

What’s in your Pandora’s Box?
I encourage you to click “comments” at the end of to posting and share your valuable insights.

Adding Value Through My Summer Vocation

Pardon my hiatus from blogging as I’ve been working on several conference presentations, including one I gave this week at the 2010 QCHF Institute and CAHF Summer Conference in South Lake Tahoe. (I’ll tell you more about that presentation in an upcoming blog.)  I’ve also been developing new ideas and tools that both synthesize and expand my thinking about compliance and quality. I've decided to write a book on quality improvement in long-term care, and my summer respite has allowed me the space to think very broadly about compliance and quality in terms of the real world, day-to-day challenges that face all of us in long-term care.  Hence my thesis:

"How can long-term care companies meet their business imperatives while adding value in all of its forms and, as a result, not only be successful, but thrive as never before?"

I believe that addressing this question will spark the single most important conversation we need to have in our industry.  And so as I prepare for upcoming presentations, develop new tools, work with my clients, and try to enjoy what's left of summer, I am making time for reflection to take a fresh look at some of the basics of our business with a more critical eye and asking myself:  How can long-term care organizations get better and better at doing what we do and meeting the imperatives we face?  How can we improve, how can we simultaneously add value for all those we serve as well as for those who work with us to provide the services?   And how can we improve and add value in such a way so that our organizations can truly thrive?

Some Perspectives on Adding Value.
Excellence in clinical quality is part of value for employees as well as residents. Physical and emotional comfort is part of value for both residents and employees. A sense of belonging and making a difference is part of value for employees, and there are related aspects of value for residents. And high value delivered for residents and employees produces the kind of value every organization wants in its marketplace and allows the company to be in an expansive mode even in these challenging times.

Long-term care has never been an easy business; perhaps it shouldn’t be since it provides services to some of our most vulnerable citizens. But there certainly are proven methods that can be applied to make it all flow more effectively and efficiently and get us out of our fire suits. This would be a tremendous accomplishment for an industry that has spent most of its existence in crisis mode. It is time to do something radically different that creates a win-win-win for everyone involved. I’m putting out the call.