UDSKRIFT 🔗
WEBVTT
00:00:15.279 --> 00:00:17.280
Hello, I will be your host.
00:00:17.440 --> 00:00:19.280
My name is Deanna Fi.
00:00:20.239 --> 00:00:23.359
I am a registered nurse and healthcare analyst.
00:00:24.079 --> 00:00:25.600
Let's get started.
00:00:26.879 --> 00:00:36.560
The views or opinions expressed in this podcast are for informational purposes only, not intended as legal or professional advice, and may not represent those of Verity Consulting.
00:00:37.039 --> 00:00:48.320
Although we make strong efforts to make sure our information is accurate at the time the podcast episode was recorded, Verity Consulting cannot guarantee that all information in this podcast is always correct, complete, or up to date.
00:00:48.719 --> 00:00:52.079
All information in this podcast is subject to change without notice.
00:00:54.079 --> 00:01:12.239
In today's episode, I want to talk about what you you've heard these words, systems-based approach to managing and improving health care quality and compliance.
00:01:12.560 --> 00:01:13.760
I know that's a mouthful.
00:01:14.079 --> 00:01:27.519
So what I'm saying is having a system in place, a system that helps to manage health care quality and ultimately compliance.
00:01:27.840 --> 00:01:35.200
So when you have a system in place that everybody can follow, they know what everybody's supposed to do.
00:01:35.359 --> 00:01:38.640
So what I'm going to do is kind of break that down a little bit.
00:01:39.439 --> 00:01:48.319
And I will just say essentially that we're talking about shifting the focus from an individual to having a system.
00:01:49.040 --> 00:01:53.599
So, you know, again, everybody knows who's do what we're doing.
00:01:53.760 --> 00:01:54.799
We have a system.
00:01:54.959 --> 00:02:04.079
Okay, so I know this sounds really simple, very elementary in many aspects, but I'm going to kind of break this down a little bit more.
00:02:04.799 --> 00:02:10.159
So a facility, a nursing home has many, many systems in place.
00:02:10.319 --> 00:02:10.639
Okay.
00:02:10.960 --> 00:02:19.840
But I'm talking about some systems that keep things going on a day-to-day basis, communication systems, for example.
00:02:20.000 --> 00:02:22.560
So I'll use some illustrations with that.
00:02:22.800 --> 00:02:25.840
So let's use this example.
00:02:26.080 --> 00:02:44.479
On a day-to-day basis, the nursing home administrator, the director of nursing will have generally Monday through Friday, daily meetings where the interdisciplinary team comes together and has morning meetings.
00:02:44.719 --> 00:02:57.599
They might call them stand-up meetings, clinical meetings, different kinds of meetings where everyone comes together to talk about what's going on in the facility, what's going on with resident care.
00:02:58.080 --> 00:02:58.400
Okay?
00:02:58.960 --> 00:03:00.159
So there's a system.
00:03:00.319 --> 00:03:01.360
We have a system.
00:03:01.520 --> 00:03:03.599
We gather at a certain time.
00:03:04.159 --> 00:03:10.639
And part of that is we have tools, we have worksheets.
00:03:10.960 --> 00:03:13.520
So just to be clear, we have a system.
00:03:13.680 --> 00:03:19.759
We know when to show up, who should show up, we have tools, we have maybe worksheets.
00:03:19.919 --> 00:03:22.159
So we already have some kind of a system in place.
00:03:22.319 --> 00:03:22.879
That's good.
00:03:23.120 --> 00:03:26.400
So we're already, we're already moving in the right direction.
00:03:26.639 --> 00:03:27.120
All right.
00:03:27.360 --> 00:03:38.719
So that helps keep everybody focused, and we have a reliable process that is easily rep, we can replicate that, and it's consistent.
00:03:38.879 --> 00:03:40.319
And that's really important.
00:03:40.560 --> 00:03:45.919
Everybody knows what to expect, who's doing what, and we all are used to that process.
00:03:46.080 --> 00:03:52.800
Everyone comes prepared, is organized, and is ready to go through that process.
00:03:53.120 --> 00:04:00.000
Because when that occurs, the process moves quickly, efficiently, and that's the overall goal.
00:04:00.159 --> 00:04:03.520
Because then that means the system is working, okay?
00:04:03.840 --> 00:04:21.920
With the ultimate goal of making sure we touch upon the important issues that address resident health care quality and safety, and ultimately to maintain compliance with the facility goals.
00:04:23.040 --> 00:04:32.959
So we do need to have a well-designed tool that really brings, you know, interconnects all of the different processes.
00:04:33.120 --> 00:04:39.360
So each discipline that comes together has different areas of focus, okay?
00:04:39.680 --> 00:04:45.920
So let's see, physical therapy, for example, or the therapies, they come with different focuses.
00:04:46.240 --> 00:04:56.160
They they bring different areas that they want to talk about, whether that be regulatory, uh resident care goals, they have different things that they're going to bring.
00:04:56.240 --> 00:04:56.560
Okay.
00:04:56.959 --> 00:05:01.519
The nursing home administrator has very different things that they are going to be bringing.
00:05:01.600 --> 00:05:04.079
Uh, they want to know about, okay.
00:05:04.639 --> 00:05:18.720
So we know that there are several interconnecting points of information that need to be uh brought together in a meaningful worksheet or tool, okay?
00:05:18.959 --> 00:05:27.199
And that document needs to be meaningful and followed and uh utilized consistently.
00:05:27.439 --> 00:05:31.279
Otherwise, really, what value is it to have it at all?
00:05:31.519 --> 00:05:35.759
Why, because people will start to devalue it if it's not used.
00:05:35.920 --> 00:05:40.079
And they'll they'll be disengaged, they they won't follow it.
00:05:40.160 --> 00:05:46.319
And then next thing you know, folks just won't come to the meeting, or if they do come to a meeting, they're not prepared.
00:05:46.560 --> 00:05:53.439
And that further that can contribute to the erosion of you
Load full transcript
know, a very cohesive team.
00:05:53.680 --> 00:06:01.279
And that that certainly isn't good for the facilitation of good resident care knowledge sharing.
00:06:02.160 --> 00:06:06.800
Now, we do know sometimes we have to tweak a process.
00:06:07.199 --> 00:06:16.399
So sometimes other processes will change that will affect the process we've been doing all along.
00:06:16.720 --> 00:06:20.720
So let's say, for example, we have a daily meeting every day at 10 a.m.
00:06:20.959 --> 00:06:26.639
It's our, let's say, clinical meeting, and that's when we're talking about actual resident care issues.
00:06:26.879 --> 00:06:31.920
The director of nursing runs that meeting, and we we've had that down.
00:06:32.079 --> 00:06:36.959
That's a well-oiled machine, and everybody knows what you're supposed to do, comes well prepared.
00:06:37.519 --> 00:06:39.759
But now we've had an interference.
00:06:39.920 --> 00:06:42.879
Something else came up that interferes with that.
00:06:43.120 --> 00:06:51.920
Oh, let's say the medical director is making rounds at that, let's say at uh 9.30, and that's the best time for the physician to make rounds.
00:06:52.079 --> 00:07:02.240
So it's throwing off the time now for that clinical meeting, has to get pushed to 11, but that then throws other things off.
00:07:02.639 --> 00:07:10.560
So sometimes those things do happen, and that in an in a busy organization, those things can occur.
00:07:10.800 --> 00:07:19.360
So when that does happen, this is a good time for the team to say, okay, let's not, let's not worry.
00:07:19.519 --> 00:07:38.720
There are ways we can tweak things, we can make some modifications, and we can adapt and maybe change our tools to collect our information a little bit differently, but still be as prepared as always, but just change things a little bit.
00:07:38.959 --> 00:07:43.680
Because there will be processes that impact what we do.
00:07:44.079 --> 00:07:48.480
And that that's such a common common thing in healthcare.
00:07:49.120 --> 00:07:54.000
So there will be times when you have to tweak to keep things moving forward.
00:07:54.160 --> 00:08:00.480
But we don't want to stop doing what we're doing, just have to modify it a little bit.
00:08:00.959 --> 00:08:01.120
Okay?
00:08:01.759 --> 00:08:09.040
If you cannot modify what's contributing to changing what you've been doing.
00:08:09.360 --> 00:08:22.240
So it is important to be flexible and to tweak when you have to, because then that resiliency will help keeping the pro help keep the processes moving in the right direction.
00:08:22.560 --> 00:08:22.800
Okay.
00:08:23.680 --> 00:08:38.720
And it's also important that the team recognizes that, hey, we can solve problems, we can make things work, we can stay on track, we can work this out, you know, we we can find other ways to share information.
00:08:39.679 --> 00:08:48.559
Because at the end of the day, we really want to make sure we move in the in a the right direction to share information to help our team.
00:08:48.879 --> 00:08:49.200
Okay.
00:08:51.279 --> 00:09:00.720
We also want to create a culture where individuals feel that they can speak up and say, this process really isn't working.
00:09:01.120 --> 00:09:14.480
Or some members don't seem to be following it, and that's impacting the information that I'm getting, or the information that I'm getting, I can't move forward in my own work.
00:09:14.720 --> 00:09:20.000
I I bring this up because sometimes people don't always feel comfortable speaking up.
00:09:20.240 --> 00:09:38.799
And for an organization to be very successful and have a meeting that have processes that are built to have a system that is effective and a team comes together well prepared.
00:09:38.960 --> 00:09:43.440
We have to have a culture of people willing to say, wait a minute, this just isn't working.
00:09:43.679 --> 00:09:59.519
And I feel safe to say that, and there's not going to be implications for that, or you know, you're really not maybe you have you lack an understanding, or maybe I have a lack of understanding, and to create that culture of safety and speaking up.
00:09:59.919 --> 00:10:15.840
Because sometimes it's not so much that the person isn't doing something right, but maybe the system, there's something in the system that's throwing off that person, or another system is impacting that person from getting what they need.
00:10:16.159 --> 00:10:23.039
So it's really important for people to feel comfortable speaking up and saying, wait a minute, something isn't quite right here.
00:10:24.000 --> 00:10:32.320
Now, ultimately, there are times when we do need to hold people accountable to adhere to really the ground rules.
00:10:32.879 --> 00:10:49.120
We need to come prepared and be ready to report on whatever the issues are, whatever our role is to report on, because ultimately we're there for, we're all there for the same reason to provide the highest level of resident care, quality of care.
00:10:49.440 --> 00:10:54.080
And we we want to maintain compliance with our organizational goals.
00:10:54.639 --> 00:10:58.960
Okay, I'm not pulling, I'm not pulling my part, I'm not doing my part.
00:10:59.120 --> 00:11:03.840
So yeah, there are going to be times when the leadership needs to hold accountable people.
00:11:04.000 --> 00:11:18.480
And that's really important because we know to for a well for a system to work well, we need to know that part of that system is that the leadership team will step up and say, hey, wait a minute.
00:11:18.799 --> 00:11:22.399
By you not doing your part, you're affecting the system.
00:11:22.960 --> 00:11:24.960
You're holding us all back.
00:11:25.360 --> 00:11:35.039
So accountability is a big piece to that because we want to have a successful uh organization with good systems in place.
00:11:35.919 --> 00:11:36.000
Okay.
00:11:36.960 --> 00:11:57.519
So just to go over this one more time, you hear a lot in our healthcare system about a systems-based approach to improving health care quality and maintaining compliance, regulatory compliance with all of the different requirements.
00:11:57.919 --> 00:12:03.279
And there are so many interconnecting components in healthcare.
00:12:03.759 --> 00:12:13.759
So if you have a really good system that's focusing on well-built processes, not the persons, people will know what to do.
00:12:13.919 --> 00:12:18.960
They'll be able to pick up the quote playbook and they'll know what to do.
00:12:19.120 --> 00:12:21.600
And anybody can just step into place.
00:12:21.840 --> 00:12:29.200
So, say I'm the nursing home administrator and I need to step out for a meeting, or I need I'm on vacation.
00:12:29.600 --> 00:12:51.759
Someone can step in for me and pick that right up and take it from there in my place, because it's a well-built system, it's a well-built tool worksheet, it's a system that's going to be sustainable and it can be replicated, and it'll be one that we've worked the bugs out and it works well.
00:12:52.080 --> 00:12:56.480
So that is what I wanted to convey today in this episode.
00:12:56.720 --> 00:13:17.200
Now, the next episode, what I want to talk about are those cases where there are organizations that are part of a chain, and uh there's the corporate component where a corporation will come in and look to determine are the corporate systems in place.
00:13:17.360 --> 00:13:20.480
So I'll talk a little bit about that in the next episode.
00:13:21.120 --> 00:13:25.200
Thank you for listening and stay tuned for the next episode.
00:13:28.240 --> 00:13:29.600
Thank you for listening.
00:13:29.759 --> 00:13:31.759
Your time is appreciated.
00:13:32.080 --> 00:13:38.879
We hope you enjoyed this episode of Vital Compliance Insights and found this to be informative.
00:13:39.679 --> 00:13:52.159
Please feel free to reach out to Verity Consulting at VerityTeam.com if you'd like further assistance with your healthcare compliance needs.
00:13:52.799 --> 00:13:55.519
Stay tuned for the next episode.