This case study illustrates how one facility discovered how to utilize QAPI processes to overcome their specific ADL and customer satisfaction challenges.

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Sunny Cove Nursing Home was informed by the state ombudsman that they had a reputation for discharging residents who have been unhappy with their care and overall outcomes. To address this, Jane Doe, DON, had her administrative nurses begin an investigation to determine if this allegation was credible.

When the management team of Sunny Cove discovered this, they devised a plan that included implementing interventions to reduce hospital readmissions. This included increasing positive outcomes from both rehabilitation and restorative therapy services and facilitating development of a new customer satisfaction survey.

In order to successfully implement this plan, Sunny Cove had to ensure everyone in the facility was educated and aware of facility’s goals to increase ADLs at the time of discharge and increase customer satisfaction. The facility trained staff on all shifts regarding the new hospital discharge process, including the INTERACT process. The Activities Department shared the new plan with the Resident Council. A letter was also sent out to all residents and families outlining the new plan. Lastly, the QAPI Committee implemented strategies with the goal to see significant reduction in ADL decline on discharge and a significant increase in customer satisfaction over the next quarter.  

The QAPI Committee was then able to use the same decline in ADL measures that the nursing team had identified in order to pull its data and monitor results. This same process was used to maintain success once the intended results were achieved. Sunny Cove continues to monitor this data indefinitely even after it had achieved a positive outcome.

QAPI was a process for Sunny Cove, and continues to be. But it’s also a journey, and following the right path can help your organization realize significant benefits from top to bottom.