As long-term care providers face many changing industry regulations, we have seen a growing number of them invest in new technology to improve their processes and get ahead of requirements.
Engaging in an ethical dialogue has to be done with authentic intent by leaders.
Your mind can be your biggest bonus, or something that subconsciously gets in the way of success.
I was struck by today’s thought for the day: “The butterfly gets all of the glory, but it is the caterpillar that does the work.” It took me back to a conversation I once had with a master gardener. Know that I rarely have conversations with master gardeners, as I am not a gardener. But…
The Centers for Medicaid & Medicare Services outlined its priorities and goals in its quality and strategy plan. Translating its goals into leadership actions, however, is another matter.
He answered with confidence and insight. He had fought in one of the wars and knew his history on the others. I shamefully could only answer one or two questions.
In the first two articles of this series, the CMS Quality Strategy Goals were discussed. While those quality and strategic goals are audacious, the other half of the plan is the Mount Everest of Healthcare. Few will get there, but those who do will be on top of the world.
The Centers for Medicare & Medicaid Services has clearly stated a pathway for change including health literacy, true partnerships and moving the focus of care into a self-management model.
Many times as leaders we feel that our actions are prescribed by entities beyond our immediate needs of those we serve.
Establishing processes to utilize root cause analysis for quality improvement is necessary, but it takes discipline. One of the first steps is to challenge your own beliefs about safety and quality failures.
