483.15the quality of life (a) dignity

From Institutionalto

Individualized Care

Part 2:

Transforming Systems to

Achieve Better Clinical Outcomes

From Institutionalto

Individualized Care

Part 2:

Transforming Systems to

Achieve Better Clinical Outcomes

This material was designed by Quality Partners, the Medicare Quality Improvement Organization for Rhode Island, under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the US Department of Health and Human Services. Contents do not necessarily represent CMS policy. 8SOW-RI-NHQIOSC-072006

This material was designed by Quality Partners, the Medicare Quality Improvement Organization for Rhode Island, under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the US Department of Health and Human Services. Contents do not necessarily represent CMS policy. 8SOW-RI-NHQIOSC-072006

483.15 The Quality of Life (a) Dignity483.15 The Quality of Life (a) Dignity

“The facility must promote care for residents in a manner and in an environment that maintains or enhances each resident’s dignity and respect in full recognition of his or her individuality.”

“The facility must promote care for residents in a manner and in an environment that maintains or enhances each resident’s dignity and respect in full recognition of his or her individuality.”

483.15 (b) Self-determination The resident has the right to:483.15 (b) Self-determination The resident has the right to:

(1) Choose activities, schedules and health care consistent with his or her interests, assess-ments and plans of care…. and

(1) Choose activities, schedules and health care consistent with his or her interests, assess-ments and plans of care…. and

483.15 (b) Self-determination The resident has the right to:483.15 (b) Self-determination The resident has the right to:

(3) Make choices about aspects of his or her life that are significant to the resident.

(3) Make choices about aspects of his or her life that are significant to the resident.

“De-scheduling”

• Honoring each individual’s choices, desires and unique needs

• Individualized pace leads to better care

• With a good night’s sleep and a good morning, you feel better all day

• Organizing services around residents’ norms helps with clinical interventions

Clinical Benefits:

• Just going by the resident’s schedule has resulted in better sleep, nutrition, moods, and other outcomes.

• homes have been able to catch clinical problems sooner, while they are still at an early stage

• they have a wider array of ways to treat clinical concerns

Pilot: Integrating Individualized Care with Quality Improvement

Pilot: Integrating Individualized Care with Quality Improvement

Holistic Approach to Transf ormational Change HATCh

Leadership

Government & Regulations

Community

Family

PremisesPremises

• Individualized Care is Better Care

• Individualized Care creates a Greater Capacity to Respond to Clinical Needs

• Individualized Care is Better Care

• Individualized Care creates a Greater Capacity to Respond to Clinical Needs

SectionsSections• Section 1:

– Practitioner Experiences in Transforming Care Delivery Systems

• Section 2:– How Individualized Systems Increase

Your Capability to Meet Clinical Needs

• Section 3:– Making it Happen: Barriers and

Strategies

• Section 1: – Practitioner Experiences in

Transforming Care Delivery Systems• Section 2:

– How Individualized Systems Increase Your Capability to Meet Clinical Needs

• Section 3:– Making it Happen: Barriers and

Strategies

From Institutional toIndividualized Care

From Institutional toIndividualized Care

• Part 1: Integrating Individualized Care and Quality Improvement, aired Nov. 3, 2006

• Part 2: Transforming Systems to Achieve Better Clinical Outcomes, May 4, 2007

• Part 3: Clinical Case Studies in Culture Change, airs May 18, 2007

• Part 4: The How of Change, Sept. 2007

• Part 1: Integrating Individualized Care and Quality Improvement, aired Nov. 3, 2006

• Part 2: Transforming Systems to Achieve Better Clinical Outcomes, May 4, 2007

• Part 3: Clinical Case Studies in Culture Change, airs May 18, 2007

• Part 4: The How of Change, Sept. 2007

Our goal is to demonstrate how:Our goal is to demonstrate how:

• to achieve better clinical outcomes through individualized care;

• an individualized approach broadens the options to meet residents’ clinical needs; and

• consistent assignment and participatory management are key

• to achieve better clinical outcomes through individualized care;

• an individualized approach broadens the options to meet residents’ clinical needs; and

• consistent assignment and participatory management are key

Individualizedcare@riqio.sdps.org Individualizedcare@riqio.sdps.org

Section 1Section 1

Transforming

Care Delivery Systems

Transforming

Care Delivery Systems

HOLISTIC APPROACH TO HOLISTIC APPROACH TO

TRANSFORMATIONAL CHANGETRANSFORMATIONAL CHANGE

(HATCH)(HATCH)

HOLISTIC APPROACH TO HOLISTIC APPROACH TO

TRANSFORMATIONAL CHANGETRANSFORMATIONAL CHANGE

(HATCH)(HATCH)

Leadership

Government & Regulations

Community

Family

Risk PreventionRisk Prevention

Health PromotionHealth Promotion

Individualized Care

Individualized Care

Institutional Care

Institutional Care

New Practice!

Action!Action!

Action!Action!

Action!Action!

Action!Action!

OldPractice

Definition of Home:Definition of Home:

a fluid and dynamic, intimate relationship between the individual

and the environment

a fluid and dynamic, intimate relationship between the individual

and the environment

Judith Carboni, 1987Judith Carboni, 1987

Definition of HomelessnessDefinition of Homelessness

the negation of home, where the relationship between the individual

and the environment loses its intimacy and becomes severely

damaged.

the negation of home, where the relationship between the individual

and the environment loses its intimacy and becomes severely

damaged.

Judith Carboni, 1987Judith Carboni, 1987

Home – Homelessness ContinuumHome – Homelessness Continuum

HOME

Strong, intimate,

fluid relationship

with the environment

HOME

Strong, intimate,

fluid relationship

with the environment

Weakened, impaired

relationship between

individual and environment

Weakened, impaired

relationship between

individual and environment

Damaged relationship

between person and

environment

Damaged relationship

between person and

environment

HOMELESSNESS

Severely damaged and tenuous relationship between person and environment

HOMELESSNESS

Severely damaged and tenuous relationship between person and environment

Judith T. Carboni, 1987Judith T. Carboni, 1987

Common ThemesCommon Themes

• Consistent Assignment

• Participatory Management -- involving staff in deciding how to go forward

• Consistent Assignment

• Participatory Management -- involving staff in deciding how to go forward

A Good Night’s Sleep

Interrupting Sleep Every Two Hours

• Turning on lights, physically checking for incontinence and probably talking too loud

• Contributed to residents then attempting to get up

• Generating falls

Two tracks

• the care planning process through which we determined each resident’s individual patterns

• a personal understanding where we talked about how none of us would want to be disturbed while sleeping

How we did it

• Conducted a bladder assessment for each resident

• Night shift documented the patterns for each resident during the night

• Looked at their sleep-awake times and incontinence.

• Dedicated staff assignments, which enhanced the resident-specific knowledge of the staff

Toileting Plan for Each Resident

normal waking, sleeping, and voiding patterns of each resident so that the night staff could follow their patterns and do individualized rounds.

Goals

• to maximize bladder care

• to maximize sleep

Summary

• By moving to consistent assignment your staff know your residents better and can individualize care.

• by changing your systems for meal service you’re able to provide breakfast when people wake up

• individualized bladder assessments

Instead of waking people all night long, your staff are tending to residents when they need care and making sure they are able to sleep the rest of the time.

Leadership Process

• talking things through

• addressing people’s concerns,

• then putting systems in practice to support individualized care.

Glenridge video“Culture Change in Long-Term Care:

A Case Study”Produced by the

American Health Quality Association

Available through the

National Technical Information Services

Fewer Falls: Individualize bladder care

• You know when people need to go to the bathroom.

• You don’t have people trying to get out of bed unassisted because they have to go.

• Now staff are aware of each resident’s voiding patterns and we’re able to get to the residents before they might try to get out of bed on their own.

Fewer Falls: Know Each Resident

• why they are trying to get out of bed, and we try to anticipate their individual needs

• which residents might be hungry when so we are there when they normally start to awaken and are ready to guide them to where they can eat

Fall Prevention at Night

Understanding a resident’s needs and patterns and being alert to meeting their needs.

Spontaneity

Knowing residents

and relating to them individually

Alarms at Night

• Disturbing people

• Creating Agitation

• Disrupting Sleep

• Creating Anxiety

• Startling Residents

When you individualize care, you minimize the need for alarms

Mornings

Suppositories

Surveys

• Because of the changes, the resident's in the facility have had better outcomes.

• When you have residents who are sleeping better and eating better and feeling better, you naturally have positive outcomes.

• The survey findings reflect that.

Food service

Two Points

• People who didn’t communicate before are communicating now.

• The pace has changed. You’ve slowed down so now you’re at the resident’s pace. By changing how you deliver the food, you’ve changed how people are able to eat it and enjoy it!

Section 2:Section 2:

How Individualized Systems

Increase Your Capability

to Meet Clinical Needs

How Individualized Systems

Increase Your Capability

to Meet Clinical Needs

Susan Wehry, Geriatric PsychiatristSusan Wehry, Geriatric Psychiatrist

Physical Restraints: Serious Potential Negative Outcomes

• Can cause declines to residents’ physical functioning and muscle condition

• Can cause contractures, increased incidents of infections and development of pressure ulcers, delirium, agitation, and incontinence

Potential negative impact on residents’ psychosocial well-being

• Residents can experience loss of autonomy, dignity, and self-respect, and may show symptoms of withdrawal, depression, and reduced social contact

• Can reduce independence, functional capacity and quality of life

“Behaviors” Communicate a resident’s needs

• ‘what is the resident trying to tell me?’ rather than with “how can I get them to stop?’

• The communication of a resident who screams or repeatedly calls out at night may be “I’m cold, afraid, in pain, confused, alone.”

The restraint becomes unnecessary

• By better understanding the resident’s behavior, staff can often anticipate needs or change the environment or their own behavior.

• By changing the environment, the challenging behavior often goes away.

Risks of a Fall

• Physical restraints contribute to unstable gait by leading to loss of muscle strength.

• The medications residents take may cause unsteady gait or lightheadedness when they stand.

• The challenge of wandering is to insure a safe place to walk and a good pair of shoes.

Agitation: Address the source

• Residents who exhibit what we call agitated behaviors are generally expressing that something is wrong – often times it’s an expression of pain or discomfort.

• They may want simply to stay in bed, or get out of bed.

Our institutional routinesoften induce agitation

When we tune in and have a consistent caregiver and know

each person, we will likely reduce the agitation.

Restore Normalcy

What we have known for a long time in terms of eliminating behavioral problems is that if you go with people’s basic nature, their frustrated behaviors diminish or go away.

Clinical Depression

Restoring efficacy, that is the resident’s belief that what they do makes a difference, aids in recovery from depression

The Kupfer Curve The Kupfer Curve

Response Remission Recovery

LATE LIFE DEPRESSIONProtective Measures

LATE LIFE DEPRESSIONProtective Measures

CONNECTIONCONNECTION

PURPOSEPURPOSE

EXERCISEEXERCISE

COPING SKILLSCOPING SKILLS

FAMILY /COMMUNITYSUPPORT

FAMILY /COMMUNITYSUPPORT

CONFIDANTCONFIDANTCONFIDANTCONFIDANTPROTECTIVE

FACTORSPROTECTIVE

FACTORS

CONTROL/ SELF-EFFICACY

CONTROL/ SELF-EFFICACY

Consistent Assignment

Importance of Relationships

Relationships and Efficacy

To reduce risk of getting depressed and improve outcomes in treating, we must enhance relationships and personal efficacy through:

• individualized care

• choice

• consistent assignments

December 21, 2006CMS Surveyor Memorandum

Nursing Home Culture Change Regulatory Compliance Questions and Answers:

Question 11: “Is it possible for staff and residents to dine together?”

There is a direct link between our emotional well-being

and our physical well-being

Consistent, supportive relationships, individualized care

and personal efficacy are key ingredients

not just to mental health but also to physical health.

TurnoverTurnover

27.6%27.6%49%49%

2006200620042004

19% increase19% increase

Staff morale is good Staff morale is good

21% increase21% increase

Supervisor considers staffopinion before making decisions Supervisor considers staffopinion before making decisions

22% increase22% increase

Staff from different back- grounds work well together Staff from different back- grounds work well together

16% increase16% increase

Staff from different depart- ments work well togetherStaff from different depart- ments work well together

20% increase20% increase

I get positive recognition when I do something wellI get positive recognition when I do something well

Systemic Change

in the Service Delivery System

to Support Individualized Care

Pressure Ulcers

Six Risk Factors for a Pressure Ulcer

Six Risk Factors for a Pressure Ulcer

Friction and SheerFriction and SheerNutritionNutrition

MobilityMobilityPhysical ActivityPhysical Activity

MoistureMoistureSensory PerceptionSensory Perception

Case Study

Ann Cleary is 95 years old with a history of heart disease, diabetes mellitus and severe peripheral vascular disease.

She weighs 98 pounds and is 5’0” feet tall and, by the way, she also has dementia.

Mrs. Cleary scoots around the facility in her wheelchair, using her left foot to propel herself. Her right leg is amputated above the knee.

When staff attempt to reposition her, she refuses and says “Leave me alone, will ya”?

She eats small amounts of finger foods, spits out most of her pills, and is hard to slow down because of her activity level.

Prior to her residence at the nursing home, she was an avid gardener and enjoyed spending time in the park. 

Risk PreventionRisk Prevention

Health PromotionHealth Promotion

Individualized Care

Individualized Care

Institutional Care

Institutional Care

New Practice!

Action!Action!

Action!Action!

Action!Action!

Action!Action!

OldPractice

Our question is:

How do we:

• build on her strengths

• promote her mobility and

• support her natural inclinations?

Optimally what we want is to support

her own natural shifts in her body weight

that relieve pressure as she feels it.

Case Study:

Nursing Home Alarm Elimination Program – It’s Possible to Reduce Falls by Eliminating Resident Alarms

Case Study:

Nursing Home Alarm Elimination Program – It’s Possible to Reduce Falls by Eliminating Resident Alarms

www.masspro.org/NH/casestudies.phpwww.masspro.org/NH/casestudies.php

Plan of care based on an assessment of

her routine, her strengths and her preferences

Treatment of Pain

The more we know people, the better we can care for their pain.

Section 3Section 3

Making it Happen –

Barriers and Strategies

Making it Happen –

Barriers and Strategies

Talking it Through

• Talk it through, not to force them, but to hear people’s concerns and address their fears.

• You heard people’s thoughts on how to go forward and you took the time to have people think through how their fears and concerns could be addressed.

one step at a timeand each success

opened up new possibilities

Lessons

• positive energy unleashed by the changes

• Even though people had initial fears, it doesn’t sound like any of them would go back to the old ways

• talk things through, to let people get used to an idea, and to be able to help shape how to go forward

Risk PreventionRisk Prevention

Health PromotionHealth Promotion

Individualized Care

Individualized Care

Institutional Care

Institutional Care

New Practice!

Action!Action!

Action!Action!

Action!Action!

Action!Action!

OldPractice

HOLISTIC APPROACH TO HOLISTIC APPROACH TO

TRANSFORMATIONAL CHANGETRANSFORMATIONAL CHANGE

(HATCH)(HATCH)

HOLISTIC APPROACH TO HOLISTIC APPROACH TO

TRANSFORMATIONAL CHANGETRANSFORMATIONAL CHANGE

(HATCH)(HATCH)

Leadership

Government & Regulations

Community

Family

We did the best we could with what we knew,

and when we knew better, we did better.

We did the best we could with what we knew,

and when we knew better, we did better.

- Maya Angelou- Maya Angelou

National TechnicalInformation Services (NTIS)

National TechnicalInformation Services (NTIS)

5285 Port Royal RoadRm. 1008, Sills Bldg. Springfield VA 22161

(703) 605-6186

5285 Port Royal RoadRm. 1008, Sills Bldg. Springfield VA 22161

(703) 605-6186

http://cms.internetstreaming.comhttp://cms.internetstreaming.com