Presentation is loading. Please wait.

Presentation is loading. Please wait.

From Institutional to Individualized Care Part 2: Transforming Systems to Achieve Better Clinical Outcomes This material was designed by Quality Partners,

Similar presentations


Presentation on theme: "From Institutional to Individualized Care Part 2: Transforming Systems to Achieve Better Clinical Outcomes This material was designed by Quality Partners,"— Presentation transcript:

1 From Institutional to 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

2 483.15The 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.”

3 (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

4 (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.

5 “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

6 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

7 Pilot: Integrating Individualized Care with Quality Improvement

8 Premises 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

9 Sections 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

10 From Institutional to Individualized 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 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

11 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

12

13 Section 1 Transforming Care Delivery Systems Transforming Care Delivery Systems

14 HOLISTIC APPROACH TO TRANSFORMATIONAL CHANGE (HATCH) (HATCH) Leadership Government & Regulations Community Family

15 Risk Prevention Health Promotion Individualized Care Institutional Care New Practice! Action! Old Practice

16 Definition of Home: a fluid and dynamic, intimate relationship between the individual and the environment Judith Carboni, 1987

17 Definition of Homelessness the negation of home, where the relationship between the individual and the environment loses its intimacy and becomes severely damaged. Judith Carboni, 1987

18 Home – 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 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, 1987

19 Common 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

20 A Good Night’s Sleep

21 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

22 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

23 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

24 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.

25 Goals to maximize bladder care to maximize sleep

26 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

27 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.

28 Leadership Process talking things through addressing people’s concerns, then putting systems in practice to support individualized care.

29 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

30 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.

31 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

32 Fall Prevention at Night Understanding a resident’s needs and patterns and being alert to meeting their needs.

33 Spontaneity Knowing residents and relating to them individually

34 Alarms at Night Disturbing people Creating Agitation Disrupting Sleep Creating Anxiety Startling Residents

35 When you individualize care, you minimize the need for alarms

36 Mornings

37 Suppositories

38 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.

39 Food service

40

41

42

43

44 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!

45 Section 2: How Individualized Systems Increase Your Capability to Meet Clinical Needs How Individualized Systems Increase Your Capability to Meet Clinical Needs

46 Susan Wehry, Geriatric Psychiatrist

47 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

48 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

49 “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.”

50 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.

51 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.

52 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.

53 Our institutional routines often induce agitation When we tune in and have a consistent caregiver and know each person, we will likely reduce the agitation.

54 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.

55 Clinical Depression

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

57 The Kupfer Curve Response Remission Recovery

58 LATE LIFE DEPRESSION Protective Measures LATE LIFE DEPRESSION Protective Measures CONNECTION PURPOSE EXERCISE COPING SKILLS FAMILY /COMMUNITY SUPPORT FAMILY /COMMUNITY SUPPORT CONFIDANTCONFIDANT PROTECTIVE FACTORS PROTECTIVE FACTORS CONTROL/ SELF-EFFICACY CONTROL/ SELF-EFFICACY

59 Consistent Assignment

60 Importance of Relationships

61 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

62 December 21, 2006 CMS Surveyor Memorandum Nursing Home Culture Change Regulatory Compliance Questions and Answers: Question 11: “Is it possible for staff and residents to dine together?”

63 There is a direct link between our emotional well-being and our physical well-being

64 Consistent, supportive relationships, individualized care and personal efficacy are key ingredients not just to mental health but also to physical health.

65 Turnover 27.6% 49%

66 19% increase Staff morale is good 21% increase Supervisor considers staff opinion before making decisions Supervisor considers staff opinion before making decisions 22% increase Staff from different back- grounds work well together 16% increase Staff from different depart- ments work well together 20% increase I get positive recognition when I do something well

67 Systemic Change in the Service Delivery System to Support Individualized Care

68 Pressure Ulcers

69 Six Risk Factors for a Pressure Ulcer Friction and Sheer Nutrition Mobility Physical Activity Moisture Sensory Perception

70 Case Study

71 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.

72 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.

73 Risk Prevention Health Promotion Individualized Care Institutional Care New Practice! Action! Old Practice

74 Our question is: How do we: build on her strengths promote her mobility and support her natural inclinations?

75 Optimally what we want is to support her own natural shifts in her body weight that relieve pressure as she feels it.

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

77 Plan of care based on an assessment of her routine, her strengths and her preferences

78 Treatment of Pain

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

80 Section 3 Making it Happen – Barriers and Strategies Making it Happen – Barriers and Strategies

81 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.

82 one step at a time and each success opened up new possibilities

83 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

84 Risk Prevention Health Promotion Individualized Care Institutional Care New Practice! Action! Old Practice

85 HOLISTIC APPROACH TO TRANSFORMATIONAL CHANGE (HATCH) (HATCH) Leadership Government & Regulations Community Family

86 We did the best we could with what we knew, and when we knew better, we did better. - Maya Angelou

87 National Technical Information Services (NTIS) 5285 Port Royal Road Rm. 1008, Sills Bldg. Springfield VA (703) Port Royal Road Rm. 1008, Sills Bldg. Springfield VA (703)


Download ppt "From Institutional to Individualized Care Part 2: Transforming Systems to Achieve Better Clinical Outcomes This material was designed by Quality Partners,"

Similar presentations


Ads by Google