| 11 Steps to Improve Discharge Planning | <p><img src="/Articles/PublishingImages/740%20x%20740/dr-clipboard.jpg" class="ms-rtePosition-2" alt="doctor discharge" style="margin:5px;width:350px;height:350px;" />One aspect of nursing home operations that I have seen that could be
improved is discharge planning. It seems that once a discharge is being
initiated, we do that quickly in an effort to reduce workload. Discharge
planning represents many opportunities that many facilities do not take
advantage of in many different aspects. With that in mind, I would like
to offer or share the following points you may want to consider in your
discharge planning process.<br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">1.</strong> First, your interdisciplinary
team (IDT) should be conducting an IDT discharge meeting with the
resident and their responsible party ahead of the actual discharge date.
A specific date and time should be set ahead of time that everyone can
agree on. I also encouraged the IDT whenever possible to plan discharges
right after breakfast. Keep in mind that the business office bills for
date of admission but does not bill for day of discharge. Many
facilities wait until late into the afternoon to facilitate discharges.
When this happens, you are essentially providing free care throughout
that day. These expenses add up over time and include staff time, food,
supplies, rental equipment, etc. that you will not be able to bill. I
know in some cases this may not be possible, but our IDT would make
every effort to discharge residents after breakfast.<br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">2. </strong>Another
area that I would focus on is keeping a precise record of all rental
durable medical equipment (DME) that you are using to meet patient care
needs. I have seen many instances where accurate records are not
maintained and equipment gets lost or misplaced, which then you become
responsible for. I have walked by many resident rooms several days after
a discharge, and there is rental equipment still left in the room. All
rental equipment should be immediately removed from the room after a
discharge has occurred. From a financial standpoint, you are better off
purchasing this equipment rather than leasing. The lease costs will add
up considerably, and you can avoid this expense by purchasing this
equipment. <br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">3.</strong><span class="ms-rteForeColor-8"> </span>Before the resident leaves the facility, make sure
you have some boxes and plastic bags to pack up their belongings. Your
staff should be using a Resident Belongings Inventory to check off the
resident’s items that were brought in at admission. I would also highly
recommend purchasing a hotel luggage cart to transport the resident’s
belongings to their vehicle. <br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">4. </strong>For skilled nursing admissions, I
would recommend a follow-up call by the IDT within 30 days from the
date of discharge. In some situations where a resident may be struggling
at home and needs more care, you can bring that residents back into
your facility without a qualifying hospital stay and continue their
Medicare benefits unless they have been exhausted. I would also ask the
admission and business office to identify a secondary payer source for
short-term admissions in case their stay is longer than expected. This
should be done prior to or at admission. Your social services director,
therapy director or nurse case manager would be appropriate to follow
up.<br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">5.</strong> If you operate a skilled distinct care unit, it is very
important that long term care residents are not occupying these short
stay rooms. I would also encourage keeping private rooms open for
residents with highly complex care. Again, you do not want to tie up
your private and skilled beds with long term care residents. These beds
need to be available for skilled admissions.<br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">6.</strong> One aspect of
discharge planning that is vital in obtaining timely feedback from
residents who are in the process of being discharged is the completion
of a Resident Discharge Satisfaction Survey. I assign my social services
coordinator to initiate this survey during the IDT discharge meeting
with the resident and their family. This feedback evaluates the
resident’s overall stay and whether they would recommend others to your
facility. It also identifies any issues that could be resolved before
the resident leaves your facility. I would also double check to see that
there are no outstanding grievances that may still be unresolved.
Survey teams will ask to see your grievance logs so this should also be a
facility priority at discharge. This can also be a part of your QAPI
process. <a href="/Articles/Documents/discharge_survey_Trangsrud.pdf" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="Resident Discharge Satisfaction Survey">Here is one example of a survey.</a> </p><p><strong class="ms-rteFontSize-3 ms-rteForeColor-8">7.
</strong> When your IDT meets to facilitate a discharge, make sure that a timely a
NOMNOC (Notice of Medicare Non-Coverage) is issued and signed by the
resident or responsible party. I have seen many instances where this was
not done and potentially puts the facility in a liable situation. This
means that the claim could be denied and the facility becomes
responsible for the cost of care for that resident for their entire
stay. Make sure you also have a trained back-up to assist with this
process. <br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">8.</strong><span class="ms-rteForeColor-8"> </span>From a marketing standpoint, I used a facility
newsletter to continue building on the relationship with discharged
residents. Facilities make significant efforts up front to build your
census, but keep in mind that many of the residents you discharge could
become repeat customers. It is vitally important to retain that
relationship that everyone has worked so hard to build. An electronic
quarterly newsletter is easy to do. At the time of admission, I would
ask for resident or family email addresses to build a list to use for
your facility communications. If you are looking to use resident
pictures or testimonials for marketing purposes, make sure you get the
required authorizations beforehand. These newsletters can also be sent
to other referral sources such as discharge planners, case managers,
social workers, and physicians. <br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">9.</strong> One thing to keep in mind,
especially with HMO and insurance payors, is that they will try to
discharge a resident too early, especially if they have Medicaid as a
back-up payor. If this happens, be prepared to file appeals on behalf of
the resident, especially if they are still receiving skilled services
during their stay. If you do not appeal, you will be paid at the
Medicaid rate while providing extensive nursing and therapy services.
You will need the resident’s approval to appeal any inappropriate or
early discharge. <br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">10.</strong> To facilitate a safe and appropriate IDT
discharge, I would also recommend a comprehensive discharge checklist to
ensure a smooth transition. Many long term care software programs have
discharge checklists that can be customized to your facility.<br><br><strong class="ms-rteFontSize-3 ms-rteForeColor-8">11.</strong>
Lastly, I would send the resident or responsible party a thank-you
letter for considering and choosing your facility for their care needs.
This is a good way to build more goodwill and further your relationship
with discharged residents and family members. <br><br><em><strong><img src="/Articles/PublishingImages/headshots/Mark-Trangsrud.jpg" alt="Mark Trangsrud" class="ms-rtePosition-2" style="margin:5px;" />Mark Trangsrud </strong>is
a retired skilled nursing home administrator with over 41 years of
experience. He has been licensed in 8 different states as a nursing home
administrator as well as serving on the South Dakota and Colorado
Health Care Association Boards. He can be reached at </em><a href="mailto:Metrangsrud57@msn.com" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="email Mark"><em>Metrangsrud57@msn.com</em></a><em>.</em></p><p><em><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#212121;"><br></span></em></p><p><em><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#212121;">Provider<em> magazine includes
information from a variety of sources, such as contributing experts.
The views expressed by external contributors do not necessarily reflect
the views of Provider magazine and AHCA/NCAL.<span class="Apple-converted-space"> </span></em></span><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#96607d;"><a href="/About/Pages/Submit-Article.aspx" target="_blank" title="https://www.providermagazine.com/About/Pages/Submit-Article.aspx" data-outlook-id="badae440-b0ce-4219-9c08-f7e349a8e3d6" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" style="color:#96607d;margin-top:0px;margin-bottom:0px;"><em><span style="text-decoration:underline;">Learn how to submit an article.</span></em></a></span></em></p> | 2026-06-04T04:00:00Z | <img alt="" src="/Articles/PublishingImages/740%20x%20740/dr-clipboard.jpg" style="BORDER:0px solid;" /> | Caregiving | Mark Trangsrud | Improve nursing home discharge planning through better coordination, financial management, resident satisfaction, and follow-up care. |
| Telehealth That Works: Protecting the Progress We Make In Care | <p><strong class="ms-rteForeColor-2">ADVERTORIAL</strong></p><p style="text-align:center;"><img src="/Articles/PublishingImages/2026/iStock-1316204932.jpg" alt="" style="margin:5px;width:500px;height:333px;" /> </p><p>My mother is in long term care (LTC).</p><p>When I show up to work every day, I'm not working from theory. I know what it feels like to trust a facility with someone you love. I know what families are watching for. After more than 30 years in health care, from the emergency department to community-based care to where I sit now, I also know how often the system makes that trust harder to earn than it needs to be.</p><p>The core challenges haven't changed much, even as our technology has improved.</p><p>Coordination of care, collaboration among the providers delivering it, and communication of what's happening and when.</p><p>Three things that sound straightforward until you're managing a resident with several chronic conditions, a multitude of specialists adding orders, and a call light going off at 2 a.m. when there’s no clinician in the building.</p><p>That's the reality most skilled nursing teams are navigating, and it's the reality Lumina Care addresses on a daily basis.</p><h3>When Facilities Require the Most Assistance </h3><p>Overnight hours often leave skilled nursing facilities (SNFs) most exposed. There are fewer staff, clinical support can be limited, and the response we see too often is to transfer the resident to the ER.</p><p>This occurs not because it’s the best clinical decision, but because an overnight provider might not know the resident or have access to their complete medical picture.</p><p>The residents most affected are also the most complex. The average LTC resident is managing five to seven chronic conditions. Many are seeing multiple specialists: cardiology, pulmonology, behavioral health, wound care, etc., each with their own care plan. In rare instances, these care plans are well coordinated and well communicated.</p><p>When there is an acute change overnight, on-site staff do their best to deliver coordinated care, but it’s a challenge. </p><h3>What Telehealth Can Actually Do</h3><p>There are still skeptics, and I understand why. "Telehealth" gets used loosely, and passive remote monitoring (data collection and flashy apps with no real-time clinical response) isn't the same thing as delivering actual care via telehealth.</p><p>This distinction matters.</p><p>Telehealth means a clinician on the other end of a screen who can conduct a visual assessment, respond to an acute need, adjust a care plan, and document directly into an electronic medical record (EMR). It means having someone available when a patient needs clinical care and then sharing the information amongst providers.</p><p>I think about a major winter storm we navigated not long ago. Providers couldn't physically get into facilities, but phone lines were up, Wi-Fi was working, and we were there—remotely.</p><p>We managed acute needs, monitored residents, and kept facility teams from worrying about transfers that would have been a logistical nightmare. Telehealth didn’t replace anyone. It made vital care delivery possible during a weather emergency.  </p><h3>The Outcomes That Earned Our Confidence</h3><p>We're careful about the claims we make. What I can tell you is what we've seen and documented.</p><p>In a SNF partnership with a multi-state operator running our After-Hours Telehealth (AHTH) and Transitional Care Management programs, we saw hospitalization rates among facilities come in under 2 percent. That means 98 percent of patients were safely treated in place.</p><p>For context, the industry average for SNF hospitalizations without this kind of coverage runs around 30 percent.</p><p><br></p><p style="text-align:center;"><img src="/Articles/PublishingImages/2026/Lumina_AHTH_Graph.png" alt="[Chart: Hospitalization Rates with AHTH" style="margin:5px;width:450px;height:450px;" /> </p><p> <br>Those numbers reflect something we've come to believe deeply: continuity across settings is what determines whether the progress a resident makes in a facility holds.</p><p>The transition home isn't the finish line. It's the moment that requires the most coordination, the most follow-through, and frankly, the most investment in everything the clinical team worked so hard to build.</p><h3>What Being Part of the Team Actually Looks Like</h3><p>Every Lumina Care partnership begins with a clinical facility assessment. We sit down with leadership at both the corporate and building levels to understand how we can collaborate to assist in care delivery in each facility. That assessment shapes every care plan we develop, so that when we place an order after hours, it can be fulfilled on site. We understand the facility’s capabilities and verify our plans of care align with capabilities and the resident’s goals of care.</p><p>We also work on the operations side to make sure our clinicians have full visibility across EMRs. The EMR access allows our teams to review existing care plans, specialist notes, prior hospitalizations, and goals of care before interacting with any resident. We enter orders directly and have daily follow-up reports that are delivered to the facility and the primary care provider. This way, we’re confident everyone involved in a resident’s care delivery is in the loop.</p><p>Our Lumina360 dashboard gives facility leaders a real view of their residents. At a glance, they can easily see action items that need attention, simplifying compliance and care management.</p><p>I'm often asked whether we're there to replace anyone. The answer is no, and I mean that plainly. We're an additional set of eyes. We are here to help!</p><p>Lumina Care’s goal is to be an extension of the care team, treat residents in their home when able, help primary care providers with their patients, and assist with safe transitions home. Long term care is full of amazing people. We don’t want to replace the people who know the residents and facilities, we simply want to collaborate to assist in necessary care delivery.</p><h3>The Organizations That Will Lead</h3><p>When I think about where skilled nursing is heading, I keep coming back to something simple: the organizations that will continue to thrive will be the ones willing to ask hard questions about how care is delivered and then act on the answers.</p><p>That's especially true in rural areas, where a facility's ability to offer specialty care can come down to geography as much as resources. Telehealth changes that equation without requiring a complete overhaul of staffing or operations.</p><p>My mother is in long term care. </p><p>The people caring for her are working hard and deserve every tool available to do that well. So does everyone else in care delivery, and Lumina Care is here to help with that!<br><br><em><strong>Laura Geiger</strong> is the Chief Medical Officer at Lumina Care. </em><br><br><em>Lumina Care provides virtual clinical care and operational support to skilled nursing and long term care facilities across the country. Programs include After-Hours Telehealth, Chronic Care Management, Behavioral Health Integration, Collaborative Care Model, Telepsychiatry, Talk Therapy, Transitional Care Management, and the Lumina360 Care Analysis Dashboard.</em><br><br>Learn more at <a href="https://www.luminacare.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="Lumina Care">LuminaCare.com</a>.</p> | 2026-06-03T04:00:00Z | <img alt="" src="/Articles/PublishingImages/740%20x%20740/telehealth_woman.jpg" width="740" style="BORDER:0px solid;" /> | Caregiving | Laura Geiger | The biggest challenges in skilled nursing care are not technology gaps, but care coordination, provider collaboration, and communication—especially during overnight hours when staffing and clinical support are limited. |
| 5 Emergency Preparedness Essentials for Summer | <p style="text-align:center;"><img src="/Articles/PublishingImages/2026/be%20prepared.jpg" alt="be prepared" style="margin:5px;width:433px;height:325px;" /><br></p><p><br></p><p>As temperatures rise and summer storm season gets underway, nursing homes face some of the most critical emergency preparedness challenges in the health care industry. The residents in your care — many of whom rely on medical equipment, climate-controlled environments, and round-the-clock assistance — are among the most vulnerable when disaster strikes. From power outages during heat waves to rapid evacuations ahead of a hurricane, the stakes couldn't be higher. Now is the time for administrators, staff, and care teams to review and strengthen your facility's emergency protocols. </p><p>Here are five essential resources to get you started.</p><p><span style="font-size:11pt;"><strong>1.  </strong><a href="/Articles/Pages/How-Aging-Infrastructure-Threatens-Senior-Care-Emergency-Plans.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="How Aging Infrastructure Threatens Senior Care Emergency Plans"><strong>How Aging Infrastructure Threatens Senior Care Emergency Plan</strong></a></span></p><p><span style="font-size:11pt;">Local infrastructure risks may include aging water systems, deteriorating roads, crumbling bridges, and outdated drainage networks, which could undermine even the most carefully developed emergency plans.<br></span></p><p></p><p><span style="font-size:11pt;"><strong>2.  </strong><a href="/Articles/Pages/Fire-and-Life-Safety-Strategies-for-Senior-Living-Facilities.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="Fire and Life Safety Strategies for Long Term Care Facilities "><strong>Fire and Life Safety Strategies for Long Term Care Facilities</strong></a></span></p><p><span style="font-size:11pt;">With an intentional, ongoing commitment to fire and life safety, facilities can overcome these challenges so they are better prepared should an emergency occur.<br></span></p><p><span style="font-size:11pt;"><strong>3.  </strong><a href="/Issues/2022/SeptOct/Pages/Creating-a-Path-to-Emergency-Preparedness.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="Creating a Path to Emergency Preparedness"><strong>Creating a Path to Emergency Preparedness</strong></a></span></p><p><span style="font-size:11pt;">Don’t forget to plan for recovery and restoration. You need
relationships with these types of organizations so you’re not scrambling
later and end up working with companies who take advantage of your
desperation and urgency.<br></span></p><p><span style="font-size:11pt;"><strong>4.  </strong><a href="/Video-Resources/Podcasts/Pages/Emergency-Preparedness-in-Long-Term-Care.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" title="Emergency Preparedness in Long Term Care" target="_blank"><strong>Emergency Preparedness in Long Term Care</strong></a></span></p><p><span style="font-size:11pt;">In this podcast episode, Stan Szpytek discusses emergency
preparedness in long term care facilities. He covers lesser-known
situations that long term care facilities need to prepare for, creating
an all-hazards plan, the importance of communication, training, and
common challenges facilities have when implementing emergency plans. <br></span></p><p><span style="font-size:11pt;"><strong>5.  </strong><a href="/Articles/Pages/The-Complexities-of-Assisted-Living-Fire-Evacuation-Planning.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" title="The Complexities of Assisted Living Fire Evacuation Planning"><strong>The Complexities of Assisted Living Fire Evacuation Planning</strong></a></span></p><p>An assessment of the building design, staffing patterns, and fire protection features should be coupled with an ongoing risk assessment that considers the changing capabilities and needs of the residents.</p><p><br></p><p style="text-align:center;"><a href="https://ahcapublications.org/collections/distaster-emergency-planning" title="Disaster & Emergency Planning" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">More Resources<br><br><img src="/Articles/PublishingImages/Emergency%20Resources.png" alt="" style="margin:5px;width:350px;" /></a><br></p> | 2026-05-26T04:00:00Z | <img alt="" src="/Articles/PublishingImages/740%20x%20740/be-prepared.jpg" style="BORDER:0px solid;" /> | Emergency Preparedness | | As temperatures rise and summer storm season gets underway, nursing homes face some of the most critical emergency preparedness challenges in the health care industry. |
| A Simple Shift That Helps Facilities Get Ahead of Falls | <p><img src="/Articles/PublishingImages/740%20x%20740/fall_risk.jpg" alt="fall risk" class="ms-rtePosition-2" style="margin:5px;width:400px;height:400px;" />In the best-run facilities, the teams that consistently stay ahead of falls and functional decline are not necessarily doing more. They are paying attention to something different, and they are paying attention to it earlier.</p><p>The signal they watch is mobility. Not dramatic changes, not formal reassessments triggered by an event, but the quiet shifts that show up in everyday care. A resident who walks a shorter distance to the dining room. A transfer that needs one more cue than it did last week. A patient who skips an activity she normally enjoys. These observations exist in every building. What separates high-performing teams is that they have found a way to bring those observations together before they add up to something larger.</p><p>The good news is that most facilities already have everything they need to do this. It does not require new technology, new documentation, or additional staff time. It requires a small, deliberate change in how existing information gets used.</p><h3>A Ten-Minute Practice That Changes Outcomes</h3><p>The approach is straightforward. Once a week, during an existing clinical or QAPI meeting, the team takes ten minutes to ask one question:<br></p><ul><li>Who moved differently this week?</li></ul><p>That includes residents who:<br></p><ul><li>Walked shorter distances than usual</li><li>Needed more assistance for transfers</li><li>Declined activities they normally attend</li><li>Shifted from walking to wheelchair use</li><li>Fatigued earlier during routine care or therapy</li></ul><p>Each name that comes up gets one assigned action and one named owner, with a defined follow-up timeframe. That’s it. No new forms, no added meetings, no additional burden on an already stretched team.</p><p>The actions themselves are already part of routine care. A therapy screen. A nursing review of pain or sleep or medication side effects. A conversation about environmental barriers. Reinforced carryover between therapy and the floor. What changes is the timing. These conversations happen days earlier, triggered by a pattern rather than an incident.</p><h3>Mobility as an Operational Asset</h3><p>In many facilities, mobility data lives almost entirely within therapy documentation. It is carefully tracked and clinically meaningful, but it rarely surfaces in leadership discussions until something goes wrong. Bringing it into the weekly operational picture, alongside census and case mix, gives leaders an additional layer of insight that is genuinely predictive.</p><p>Functional trajectory drives nearly every outcome that matters: readmission rates, length of stay, discharge success, skin integrity, continence, and family confidence in the care being provided. Teams that monitor mobility trends proactively are better positioned to intervene before any of those outcomes are affected.</p><p>There is also a meaningful benefit for fall prevention culture. When mobility is treated as a clinical signal worth protecting rather than a liability to be minimized, the approach to safety shifts. The goal becomes keeping residents moving safely and for as long as possible, not simply reducing the opportunity for a fall to occur. That distinction matters more than it might seem. Residents who move more, with appropriate support, tend to maintain the strength, balance, and confidence that reduces fall risk over time.</p><h3>Stronger Communication With Families</h3><p>Families often notice when a loved one is moving less, even before they can articulate what has changed. When care teams are already tracking functional mobility as a routine priority, they are prepared for those conversations. They can explain what has been observed, what is being monitored, and what steps are already underway.</p><p>That kind of transparency builds trust in a way that general reassurance cannot. Families feel the difference between a team that is watching and a team that is reacting, and that difference shapes everything from satisfaction scores to family engagement in the care plan.</p><h3>Building on What Already Exists</h3><p>The practical beauty of this approach is that it does not ask facilities to create something new. The information is already there, surfacing every day in therapy notes, nursing observations, and the small interactions between caregivers and residents. The weekly mobility check simply gives that information a consistent path to the people who can act on it.</p><p><span><h3><span><span><img src="/Articles/PublishingImages/2026/Neha-Sabharwal.jpg" alt="Neha Sabharwal" class="ms-rtePosition-2" style="margin:5px;width:125px;height:154px;" /></span></span></h3></span>Facilities that build this habit tend to find that early intervention becomes part of their clinical culture over time. Decline that might once have appeared sudden becomes recognizable earlier. Teams grow more confident in their ability to spot and respond to functional change. And outcomes, measured across falls, readmissions, and discharge success, reflect that confidence.</p><p>The shift is small, but the impact, for residents and for operations alike, is significant.<br><br><em><strong>Neha Sabharwal, PT, DPT,</strong> is director of rehabilitation at Vintage Faire Nursing and Rehabilitation in Modesto, Calif. </em></p><p><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#212121;"></span><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#96607d;"><a data-outlook-id="f0e4df1e-1ee5-4879-be4a-e6e61a76e0cc" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" style="text-decoration:none;margin-top:0px;margin-bottom:0px;"><em><em><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#212121;">Provider<span class="Apple-converted-space"> </span><em>magazine includes
information from a variety of sources, such as contributing experts.
The views expressed by external contributors do not necessarily reflect
the views of<span class="Apple-converted-space"> </span></em>Provider<em> magazine and AHCA/NCAL.<span class="Apple-converted-space"> </span></em></span><span style="font-family:aptos, sans-serif;font-size:14.6667px;color:#96607d;"></span></em></em></a><em><em><a href="/About/Pages/Submit-Article.aspx" title="Submit an article" data-outlook-id="badae440-b0ce-4219-9c08-f7e349a8e3d6" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank" style="color:#96607d;margin-top:0px;margin-bottom:0px;"><em>Learn how to submit an article.</em></a></em></em></span><br></p> | 2026-05-21T04:00:00Z | <img alt="fall risk" src="/Articles/PublishingImages/740%20x%20740/fall_risk.jpg" style="BORDER:0px solid;" /> | Falls;Caregiving | Neha Sabharwal, PT, DPT | In the best-run facilities, the teams that consistently stay ahead of falls and functional decline are not necessarily doing more. They are paying attention to something different, and they are paying attention to it earlier. |