Provider Magazine – covers nursing homes – assisted living - memory care – rehab - policy



What Long Term Care Professionals See as the Greatest Operational Risks<p><img src="/Articles/PublishingImages/740%20x%20740/0820_News2.jpg" class="ms-rtePosition-2" alt="" style="margin&#58;5px;width&#58;200px;height&#58;200px;" />Recently, I polled a number of professionals in the long term care industry to find out what operational risks are the most pressing and concerning. The poll provided a list of commonly voiced concerns divided into six parts&#58;<br></p><ol><li>Employee and employment issues.</li><li>Regulatory and political risks.</li><li>General insurance concerns.</li><li>Specific insurance lines concerns.</li><li>Financial and litigation concerns.</li><li>Property and safety.</li></ol><p>Each part also contained subsections. For example, (3) general insurance concerns had subsections of&#58;<br></p><ul><li>Cost of insurance (how much coverage is needed, proper deductible/retention, etc.). </li><li>Difficulty getting coverage regardless of costs (capacity).</li><li>Gap in coverage (E.g., your coverage did not cover the type of cost or deductible was so high that it will create a significant problem if a loss occurs or concern that the upper limit is too low).</li><li>General concern due to lack of understanding of insurance coverage.</li><li>Other.</li></ul><p></p><p>All responses were sent to me privately, which was surprising. No one wanted to publicly share their concerns. This is concerning because if we are not comfortable discussing risk, we as stakeholders, facility managers, and as an industry are not able to address the threats that could shutter our doors. </p><p>Many of the comments that accompanied the responses acknowledged the interdependence of risk. By example, one respondent tied regulatory/political risk (changes in laws/compliance with regulations) and cyber-risk pointing out that cyber breaches in medical data crosses over both risks. It also incorporates reputational risk and directors &amp; officer insurance risks. Several respondents confided that they had not thought about all the different risks until they saw the list. </p><h3>Cyber Threats</h3><p>The top concern is the same as in most industries&#58; cyberattacks. The few comments accompanying this concern voiced a feeling of helplessness and a lack of control. Respondents felt that they could manage their safety issues, physical property exposures, and general liability concerns, but that cyberattacks were beyond their control.</p><p>One person stated that they “foolishly” hope that they are too small to be a target. But, this makes you a great target for cyberattack. Chances are that you are too small to have a mature defense in place and have an inadequate response plan. You are the perfect target for a quick payout, and that attack could close your doors overnight.</p><p>Gallup often surveys employees to gauge job satisfaction. Willis Towers Watson analyzed the intersection of job satisfaction and cyberattacks. What it found was amongst organizations who had engaged the Gallup survey and later were breached, the breach occurred in those locations or departments where job satisfaction was lowest in the organization.</p><p>Constant training such as having internal spam email tests and proper security management activities start to give organizations real control of this risk. Without employee engagement, you are a ripe target. Although the world of cybersecurity is constantly evolving, its prevalence has resulted in a lot of companies entering the marketplace with solutions. This in turn has led to more affordable options to protect yourself. As a warning, some service providers are better than others. It can be difficult to assess who is good. Do your homework.</p><h3>Litigation and Insurance</h3><p>Litigation and insurance issues remain a perennial concern. Respondents appear to have a clear understanding of workers’ compensation claims but less of an understanding of the general liability, professional liability, and directors &amp; officers liability breakouts. This in turn appears to elevate the insurance coverage concerns beyond what was expected.</p><p>Within the insurance coverage responses, the comments indicated a lack of understanding of insurance in general. The basic understanding was there but comments as to how to decide deductibles and concern that your losses won’t be covered means that insurance coverage issues are not easily bucketed. The confusion can, and often does, result in gaps in your coverage.</p><p>The take-away from this result is that your leadership team needs to have ongoing conversations with their risk managers and broker(s) to understand the distinct types of exposures that not only your facility faces, but also those experienced in the industry. You may not be aware of emerging exposures and therefore may miss the opportunity to address them until they are realized.</p><p>As an example of a potential coverage gap that could be catastrophic, if a fire in your facility destroys the kitchen, will your standard general liability policy cover it, or should you have had a business interruption policy? If you have a business interruption policy, does it kick in immediately or is there a waiting period? How do you address feeding the residents during the time until the policy kicks in?</p><h3>Reputational and Financial Risks</h3><p>Reputational and financial risks got less attention than I expected. Prior to the advent of cyberattacks, reputational risks were a perennial chart-topper. Reputational risk is always the secondary risk to anything such as cyberattacks, general security issues, food-borne illness issues, work conditions, and accusations of regulatory or financial irregularities. Conversations that I have had with brokers indicate that inquiries in obtaining reputational risk insurance is as strong as it has ever been. Perhaps it did not score higher because leaders may, at some level, realize that if they can get the issues that can attack their reputations under control—such as building a good cyberattack defense, instituting safety measures, etc.—it will mitigate the reputational exposures. It is no different than reducing your general liability exposures by making sure your facility is safe for residents and visitors. It is no different than mitigating your property loss exposures by performing roofing inspections, repairing uneven and cracked walkways, and checking fire suppression systems, to name a few. </p><h3>Identification Is Key</h3><p><img src="/Articles/PublishingImages/2024/Jeff-Marshall.jpg" class="ms-rtePosition-1" alt="Jeff Marshall" style="margin&#58;5px;width&#58;125px;height&#58;155px;" />The takeaway from this exercise is that facilities may not be able to identify their risks and therefore are not able to develop plans for addressing those risks. Even when they are able to either clearly identify the risk or sense the outlines of a risk exposure, they are unable to articulate the concerns and get the proper guidance for addressing them. This, in turn distorts their understanding of their exposures.</p><p>The good news is that whatever your risk exposures are, you are not alone. Other facilities have experienced them too. Now what is needed is tapping into the collective industry knowledge to identify these risks and their solutions. </p><p><em>Jeff Marshall is a risk and claims management consultant focusing on nursing homes and assisted living facilities. He can be reached at <a href="mailto&#58;" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank"></a>.</em><br></p>2024-06-20T04:00:00Z<img alt="" src="/Articles/PublishingImages/740%20x%20740/0820_News2.jpg" style="BORDER&#58;0px solid;" />ManagementJeff MarshallThe good news is that whatever your risk exposures are, you are not alone. Other facilities have experienced them too. Now what is needed is tapping into the collective industry knowledge to identify these risks and their solutions.
The (Over) Reliance on the CMS Five-Star Quality Rating System<p>​In March, I had the privilege of presenting a session titled “Rethinking Five-Star&#58; From Consumer Rating System to Industry Driver” to an engaged audience comprising primarily external stakeholders. These stakeholders, while not directly involved in the day-to-day operations of nursing homes, hold a significant interest in the outcomes and trends within our health care segment.</p><p>Reflecting on the session several weeks later, I am struck by the pervasive influence and widespread acceptance of the Five-Star rating system in our industry. Five-Star began in 2008 as a well-intentioned initiative by the Centers for Medicare &amp; Medicaid Services (CMS) to help consumers make choices. Today, it is one of the most potent influencers of nursing home profitability. Hospital discharge planners, lenders, real estate investment trusts, attorneys, politicians, and the media all use Five-Star to make decisions, direct patients, and reward or penalize nursing homes. <br></p><p>In preparation for the session, our analytics team conducted a comprehensive study delving into the relationship between Five-Star ratings and financial performance. We utilized metrics such as occupancy rates, Medicare and private-pay ratios, and Medicaid proportions as indicators of profitability. Our analysis segmented the industry following the most recently available Five-Star Overall ratings, from one to five stars.</p><p>This segmentation was quite telling, given the industry's reliance on Five-Star performance for critical decisions regarding patient referrals, financing, and other investments. Nursing homes with higher Five-Star ratings have different occupancy experiences and payor mixes. Chart 1 demonstrates the differences.<br><br><strong>Chart 1</strong><br><img src="/Articles/PublishingImages/2024/Chart1.jpg" alt="" style="margin&#58;5px;width&#58;700px;height&#58;396px;" /><br><br>CMS policies motivated the achievement of a three-star rating to access desirable benefits, partnerships with accountable care organizations (ACOs), and other CMS Innovation initiatives, and the private sector has eagerly followed suit. Some markets (Medicare Managed Care and other alternatives) make four-star status a prerequisite for membership in preferred networks. Consequently, nursing homes maintaining a three-star rating or above are more likely to secure partnerships and networks conducive to profitability, while those falling below face challenges with lower occupancy and revenue but higher Medicaid populations.</p><p>Holly Harmon, RN, MBA, LNHA, FACHCA, senior vice president of quality, regulatory, and clinical services, American Health Care Association (AHCA), was not surprised by these findings and went further. “It has been understood for years that higher quality leads to overall improved performance, not only financially, but also in areas such as customer experience measures,” she said.</p><p>What motivates CMS to tie Five-Star ratings to Affordable Care Act (ACA) initiatives? Despite diligent scrutiny, we have yet to establish a clear correlation between Five-Star ratings and the triple aim of the ACA. In our initial exploration, we examined rehospitalization rates and observed that discrepancies between lower- and higher-rated facilities diminish when adjusted for case mix. This suggests that financial stakeholders (in this example ACOs) who rely on Five-Star ratings for network decisions are receiving a minimal return on their investment.</p><p>Survey and certification performance is the driver of the Five-Star Overall rating. Across the nation, 60 percent of nursing homes’ overall rating is equal to their Health Inspection rating (see Chart 2). Where survey results are best understood in the context of their local survey office, they have consistently proven to be far from an objective measurement of quality. Add to that the significant delay in survey, and most nursing homes’ current Five-Star rating cannot be seen as representative of the care they are delivering.<br><br><strong>Chart 2</strong><br><img src="/Articles/PublishingImages/2024/Chart2.jpg" alt="" style="margin&#58;5px;width&#58;400px;height&#58;428px;" /><br><br>Jay Gormley, chief investment officer and chief operating officer at Zimmet Healthcare Services Group, shared this about Five-Star&#58; “A few years ago, a large segment of the lending community was using Five-Star Overall rating as a proxy for overall quality and in some cases as a mortgage contingency. For some providers, if ratings dropped below a certain threshold, the loans would be in technical default.”</p><p>Gormley continued, “Due to the recent changes in Five-Star and the apparent lack of longitudinal validity, utilization and perception of the Five-Star metric has changed for many lenders. Lenders are now focused on the specific quality and performance data that underlies the Five-Star ratings rather than the Five-Star overall score. This change reflects a growing realization that Five-Star is a much more subjective measure than originally perceived.”</p><p>It's evident that stakeholders—broadly defined—must seek alternative metrics for decisions on patient placement, financial investment, lending/refinancing, and network inclusion. The “predictive power” of Five-Star ratings for profitability is waning, prompting a shift toward more robust evaluation frameworks. As well, some CMS initiatives, such as <a href="https&#58;//" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Risk-Based Surveys,</a> show great promise for shortening the length of days between Cycle 1 and Cycle 2 assessments (see Chart 3 for how those lengths vary between states).</p><p><strong>Chart 3</strong><br><img src="/Articles/PublishingImages/2024/Chart3.jpg" alt="" style="margin&#58;5px;width&#58;700px;height&#58;413px;" /><br><br><img src="/Articles/PublishingImages/2024/Steven-Littlehale.jpg" alt="Steven Littlehale" class="ms-rtePosition-2" style="margin&#58;5px;width&#58;126px;height&#58;164px;" />While Five-Star ratings have served as a valuable benchmark in the past, their relevance in predicting profitability and driving industry decisions is diminishing. As stakeholders navigate evolving health care landscapes, it's imperative to embrace a multifaceted approach that transcends simplistic rating systems.<br><br><em>Steven Littlehale is chief innovation officer at Zimmet Healthcare. He is a gerontological clinical specialist with more than 30 years of experience ranging from direct nursing care to education, research and analytics, quality assurance/improvement, and consulting. </em><br></p>2024-06-18T04:00:00Z<img alt="&lt;a href=&quot;https&#58;//;&gt;Icons Vectors by Vecteezy&lt;/a&gt;" src="/Articles/PublishingImages/740%20x%20740/5Stars.jpg" style="BORDER&#58;0px solid;" />QualitySteven LittlehaleThe “predictive power” of Five-Star ratings for profitability is waning, prompting a shift toward more robust evaluation frameworks.
Being Intentional About Reporting Leads to Better Quality<p>​<strong class="ms-rteForeColor-2">ADVERTORIAL</strong></p><p><img src="/Articles/PublishingImages/2024/Sound-LTCM.jpg" class="ms-rtePosition-2" alt="" style="margin&#58;5px;width&#58;200px;height&#58;153px;" />When <a href="https&#58;//" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Sound Long-Term Care Management (SLTCM)</a>—an accountable care organization (ACO) focused on caring for Medicare beneficiaries who are residents of long term care facilities—launched on January 1, 2023, it was faced with the challenge of determining the best approach for reporting quality metrics. <br><br>“We knew as an ACO that we didn’t want to pursue a reporting mechanism like web interface reporting that would go away in a year,” said Mike Camacho, president of SLTCM, which is part of Sound Physicians. SLTCM had a critical decision to make regarding options on how best to collect and report quality data.<br><br>As part of the Medicare Shared Savings Program (MSSP), Medicare offers multiple ways for providers in the ACO to report quality metrics to the Centers for Medicare and Medicaid Services (CMS). The three submittable measures for an MSSP ACO are HbA1C Poor Control, Screening for Depression, and Follow-Up and Control of High Blood Pressure. These measures can be satisfied by one of the three pervasive models for ACOs for quality reporting&#58;<br></p><ul><li>eCQM&#58; Electronic clinical quality measures are measures that track the quality of health care provided by using data from electronic health records and health information technology. eCQMs are collected from electronic medical record (EMR) data and calculated using technology certified through the Office of the National Coordinator for Health Information Technology.<sup>1</sup></li><li>MIPS CQM&#58; Merit-based incentive pay system clinical quality measures take into account quality, improvement activities, promoting interoperability, and cost. MIPS CQMs offer more flexibility because there are multiple options to collect the quality data, including EMR data, that will then be reported via a qualified registry.<sup>1</sup></li><li>Web-Interface reporting&#58; In this model, CMS requires 10 quality metrics to be reported on a randomized percentage of the total assigned ACO population.</li><ul><li>CMS will sunset the web interface after the 2024 performance year, so this will no longer be a data submission option going forward for ACOs. Beginning in 2025, ACOs participating in the MSSP will be required to report on eCQM/CQM MIPS.<sup>2</sup></li></ul></ul><h3>Keys to Successful Quality Reporting</h3><p>In the first year of quality reporting, SLTCM reported in the 95th percentile or higher for quality metrics. During the formation of the ACO, it became evident in partnership with post-acute providers and facilities that many post-acute EMRs lacked the ability to export structured data in the format required to do eCQM reporting. SLTCM decided to pursue MIPS CQM reporting for its ACO. Below are the keys to success pursued by SLTCM to report quality for a post-acute ACO in 2023.<br></p><p>1.&#160;&#160; &#160;Select the right vendors. </p><ul><li>SLTCM selected Mingle Health as our reporting registry for MIPS CQM. Mingle Health brings multiple years of experience with data aggregation and reporting along with a plan to support the ACO through the entire reporting process.</li><li>The ACO also contracted with MarMacKee Consulting, which assists with educating the provider groups about the required quality metrics and assesses each group’s reporting capabilities. <br></li></ul><p>2.&#160;&#160; &#160;Create a plan to collect quality data. </p><ul><li>Our clinical leadership team headed by Dr. Thomas Kim, chief medical officer, established a biweekly reporting cadence back with the clinical leadership teams within the participating ACO groups. </li><li>SLTCM has dedicated account managers who work closely with Mingle and MarMacKee to provide a wraparound support team for each provider group. </li><li>In instances where there are several different provider groups using the same EMR vendor, SLTCM represents the provider participants to work directly with those vendors to receive data directly from the EMR. &#160;</li></ul><p><span></span></p><h3><span></span></h3><img src="/Articles/PublishingImages/2024/Mike%20Camacho.jpg" class="ms-rtePosition-2" alt="" style="margin&#58;5px;" />3.&#160;&#160; &#160;Track performance.<br><p></p><ul><li>Toward the fourth quarter of the reporting period, SLTCM established a biweekly check-in call to work with providers and facilities to review collected data and pending quality gaps. Some groups preferred to send the data directly to SLTCM and others allowed dedicated ACO team members to help collect the data from various systems such as the provider EMR, facility EMR, billing files, etc. </li><li>A performance dashboard was created for each participating group to monitor progress on quality reporting weekly to ensure targets were met. </li></ul><p>“As a first-year ACO, we needed to bring in experts in MIPS quality reporting as a resource and sounding board,” Kim said. “Based on their feedback, we quickly realized the need for a dedicated internal team focused on quality reporting. This team serves as the quarterback to coordinate and analyze the data exchange needed to ensure that our partners receive the credit they deserve for the high-quality care they provide.”</p><h3><span></span><img src="/Articles/PublishingImages/2024/Tom-Kim.jpg" class="ms-rtePosition-2" alt="" style="margin&#58;5px;" />A Focused Approach for 2024</h3><p>The good news is that CMS has simplified reporting MIPS CQMs from all payers and now offers CQM MIPs on just the Medicare beneficiaries. SLTCM is excited about this new focused approach and believe it’s well positioned to report quality in 2024 with the new MIPS CQMs Medicare pathway. &#160;<br><br><em>Mike Camacho is the president of Sound Long-Term Care Management. Tom Kim, MD, is chief medical officer at Sound Long-Term Care Management.</em><br></p><h4>References<br>1 See 42 C.F.R. § 425.512(a)(4).<br>2 See 42 C.F.R. § 414.1305 (defining “collection type” to include the CMS Web Interface through the CY 2024 performance period for APMs reporting through the APM Performance Pathway).</h4>2024-06-13T04:00:00Z<img alt="" src="/Articles/PublishingImages/2024/Sound-LTCM.jpg" style="BORDER&#58;0px solid;" />QualityMike Camacho and Tom Kim, MDMedicare offers multiple ways for providers in the ACO to report quality metrics to the Centers for Medicare & Medicaid Services.
Why Directors of Nursing Need a Mentor<p><img src="/Articles/PublishingImages/740%20x%20740/nurses.jpg" class="ms-rtePosition-2" alt="" style="margin&#58;5px;width&#58;200px;height&#58;200px;" />Nursing has undergone several changes since I first stepped into the field nearly three decades ago, parting ways with the era of white uniforms and caps. Yet, amidst these changes, the core tenets of what makes a good nurse and good leader remain steadfast.</p><p>Reflecting on my journey from aide to mentor, with various roles in between, I’m reminded of the skillsets needed by nurses at every stage, including practicing empathy, communicating clearly, and learning to work alongside different personalities and temperaments, just to name a few.</p><p>However, when a nurse reaches the level of director of nursing (DON), the perspective changes, and sometimes not in the most comfortable of ways. Suddenly, you’re not just a member of the orchestra; you’re the conductor, composing the harmony of care delivery, staff management, and organizational objectives such as regulations, audits, and surveys. It’s a unique role that demands a strong understanding of the field, a clear vision, and the ability to inspire team members at every turn.</p><p>You are being looked at as the person with the answers, but who is there to help you when you have a question?</p><p>An outside mentor can help you navigate these new waters. Here are six reasons for engaging with a mentor&#58;</p><p><strong>1. Addressing Staffing from a Recruitment and Retention Viewpoint.</strong><br>The number one concern of DONs is staffing. Of course, there’s the pressure to be fully staffed or minimize agency usage. But there’s also the question of how to put the right people in the right roles. A mentor can offer invaluable tips and an objective perspective in this area and help identify strengths in the staff already by your side.</p><p><strong>2. Managing the Pressure to “Know it All.”</strong><br>When I was elevated to the DON role at a senior living community for the first time, I felt like I needed to have all the answers. It wasn’t that I felt I was the smartest person in the organization, but I knew that my team was counting on me. I felt constant pressure of “I should know this; I should know how to do this.”</p><p>Still, isn’t it one of the tenets of leadership to surround yourself with people who know the things that you don’t? You don’t need to know all the answers, but you need to have a handle on where to go when you simply don’t know.</p><p>Think about creating a space for a peer who has walked in the shoes of a DON role. It opens a door to someone who isn’t there to evaluate you and isn’t looking to you for answers. Rather, it provides a person to listen, bounce ideas off of, and help find solutions.</p><p><strong>3. Staying Ahead of Regulatory Items.</strong><br>For registered nurses (RNs) new to the DON role, keeping up with regulations is one of the biggest challenges. Knowing what’s changing, or what’s new, and how it impacts your community or facility is hard. Knowing how to operationalize those changes can be challenging. Initially, your mentor may provide you with the resources you need and help you implement them. Eventually, and more importantly, they will enable you to find the answers yourself.</p><p><strong>4</strong><strong><strong>. </strong>Understanding How to Network and Partner.</strong><br>One of the biggest shifts from an RN supervisor to a DON role is changing focus from solely leading nursing staff and overseeing patient care, to working with non-clinical areas.&#160; Now, your focus has widened. How do you work with maintenance, culinary, life enrichment programs, and more? How do you develop networks with DONs in other organizations?&#160; How do you network with other healthcare facilities, like area hospitals and short-term rehab providers?&#160;</p><p>These roles and responsibilities can be cumbersome without guidance. A mentorship program helps you navigate these added responsibilities and sets you up for success.</p><p><strong>5. Learning How to Establish Goals.</strong><br>In the busy day-to-day of a DON role, the opportunity to set goals can easily get passed over.&#160; In previous roles, goals may not have included operational aspects or areas that impacted other personnel. With increased responsibilities and oversight, those areas need to be defined and nurtured.</p><p>By working with a mentor, you will have the opportunity to make sure that goal-setting is an intentional process that helps you be successful. Questions that your mentor will help you ask include&#58; How do I establish goals? How do I get my staff to identify their goals? What are my goals for my organization? And how do I keep those goals on track?</p><p><strong>6. Transitioning Smoothly from Peer to Supervisor.</strong><br>It’s a tricky transition from staff to supervisor. One day you’re sitting at the lunch table across from a peer, and the next you’re supervising them. This transition is one of the areas I spend the most time with my mentees. It’s important to know how to work and grow within a team you’re overseeing, especially if that team brought you up to this leadership role. Working with a mentor can help make this transition smoother. A mentor can provide you with a neutral sounding board to identify, discuss, and address strategies to make that step to supervisor and leader.</p><h3>Finding a Mentorship Program</h3><p><span><em><img src="/Articles/PublishingImages/740%20x%20740/Donna-Starliper.jpg" alt="Donna Starliper" class="ms-rtePosition-2" style="margin&#58;5px;width&#58;200px;height&#58;200px;" /></em></span>Having walked in these shoes, I recognize the immense pressure that DONs face. I also know there’s a better path than doing it alone.</p><p>Find a mentorship program in your state or industry and take advantage of the support systems around you. It is important that your mentor is a good match for you. Not only will you benefit, but those in your care and those that you supervise will as well. <br><br><em>Donna Starliper, RN, CNDLTC, NHA, RAC-CT, brings nearly three decades of operational and nursing experience in the healthcare industry. She previously served as the director of nursing (DON) at a continuing care retirement community in Pennsylvania. Currently, she runs a DON mentorship program at Friends Services Alliance, in Blue Bell, Pennsylvania, which provides services to more than 115 nonprofit organizations in 16 states predominantly in the aging services sector.</em><br></p>2024-06-11T04:00:00Z<img alt="" src="/Articles/PublishingImages/740%20x%20740/nurses.jpg" style="BORDER&#58;0px solid;" />Management;WorkforceDonna Starliper, RNWhen a nurse reaches the level of director of nursing (DON), the perspective changes, and sometimes not in the most comfortable of ways. You are being looked at as the person with the answers, but who is there to help you when you have a question?


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Experience an EHR That Can Transform Your Entire Business<p>​​<a href="https&#58;//;utm_medium=bnr&amp;utm_campaign=FAC-2024&amp;utm_term=prov-mktplace-more-than-ehr" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">​</a><a href="https&#58;//;utm_medium=bnr&amp;utm_campaign=FAC-2024&amp;utm_term=prov-mktplace-more-than-ehr" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">​</a>&#160;<a href="https&#58;//;utm_medium=bnr&amp;utm_campaign=FAC-2024&amp;utm_term=prov-mktplace-more-than-ehr" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083"><img src="/Marketplace/PublishingImages/BNR_MC_MoreThanEHR_340x340_r3.jpg" alt="" style="margin&#58;5px;" />​</a><br></p><p>Are you facing daily operational challenges? Looking for ways to improve efficiency and resident well-being? Experience an EHR that goes beyond traditional EHR functions, offering a comprehensive suite of solutions tailored to meet the unique needs of your entire business.</p><p> <br>Our EHR offers robust features that help reduce administrative burdens, boost operational efficiency, and improve care coordination and resident outcomes—helping to ensure connectivity for all out-of-hospital systems. But that's just the beginning.<br> <br>MatrixCare offers you more than what you'd expect from an EHR solution, helping you achieve significant enhancements across several key areas of your business&#58;</p><ul><li>Clinical excellence&#58;&#160;Enhance clinical excellence through specialized features to improve resident care and outcomes</li><li>Smooth transitions of care&#58;&#160;Simplify the care journey with efficient care coordination and engagement</li><li>Proactive resident care&#58;&#160;Leverage advanced AI tools to deliver informed preventive care</li><li>Regulatory compliance&#58;&#160;Alleviate the complexities of regulatory compliance with automated features</li><li>Seamless data exchange&#58;&#160;Access a fully integrated, unified healthcare ecosystem across the entire continuum of care, including hospital systems</li><li>Staff efficiency and retention&#58;&#160;Simplify daily tasks to help increase productivity and satisfaction, so staff can focus on resident care</li><li>Business growth&#58;&#160;Maximize operational efficiency and optimize occupancy rates and census management</li><li>Financial performance&#58;&#160;Streamline billing processes, revenue cycle management, and cost-saving functionalities</li></ul><p>Find out more about MatrixCare's seamless constellation of solutions and discover the difference of an EHR that does more. <br></p>2024-06-13T04:00:00Z<img alt="" height="340" src="/Marketplace/PublishingImages/BNR_MC_MoreThanEHR_740x740_r3.jpg?Width=340&amp;Height=340" width="340" style="BORDER&#58;0px solid;" />EHRFacing daily operational challenges? Improve efficiency and resident well-being with an EHR offering a comprehensive suite of solutions tailored for your entire business.
Meet CMS's Minimum Staffing Standards with Ease Using VitalLink <p>​​​​​​​<img src="/Marketplace/PublishingImages/AHCA_Marketplace_(740%20x%20740%20px)_JuboHealthTech.png" alt="" style="margin&#58;5px;" />&#160;</p><p>​Staff shortages, outdated systems, frequent readmissions, and scarce resources increase the challenges for Skilled Nursing and Long-Term Care providers. This situation leaves less time for direct care, with over 60% of caregivers' time spent on indirect or administrative tasks.&#160;</p><p>​​F​​​urther, the Centers for Medicare &amp; Medicaid Services (CMS) <span style="text-decoration&#58;underline;"><a href="https&#58;//" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">recently emphasized its commitment</a></span> to ensuring nursing homes provide safe, high-quality care to nearly 1.2 million residents in Medicare — and Medicaid certified facilities by issuing Minimum Staffing Standards for Long-Term Care (LTC) Facilities, setting a nurse staffing standard of 3.48 hours per resident day (HPRD).&#160;</p><p>​To tackle these challenges, providers are turning to innovative solutions like <a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a> — a connected vitals monitoring solution designed to lighten care teams' workload without compromising care quality.&#160;</p><h2>​What is <a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a>?&#160;​​​<br></h2><p><span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a></span> is an All-In-One Vitals Monitoring Solution — its purpose-driven tech ensures data accuracy with Bluetooth, precise documentation, and seamless integration with your existing EHR system, saving caregivers 57% more time taking resident vitals. More than vitals, <span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a></span> also manages assessments, protocols, and progress notes and monitors pain, blood glucose, weight and more.&#160;​<br></p><h2>Top 5 Features That Set <a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a> Apart&#160;</h2><p><strong>1. Quick and Accurate Measurements&#160;​​​​</strong></p><p><span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a></span> utilizes Bluetooth device precision for quick and accurate data, streamlining the management of vital sign measurements with real-time alerts for improved clinical outcomes.&#160;</p><p><strong>​2. Personalized Pain Evaluation</strong></p><p> With <span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a></span>, you can measure dis​comfort on a scale from 1 to 10, giving residents the power to express their pain clearly. You can also utilize the PAINAD scale, providing caregivers with the necessary resources to precisely assess and meet the needs of individuals who cannot voice their pain.&#160;<br></p><p><strong>​​3. Easily Monitor Weight Changes&#160;</strong></p><p>Effortlessly track resident weight changes and early health risk indicators with Bluetooth wheelchair scales. <span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a></span> automates variance analysis from the last record, eliminating manual calculations and increasing precision.&#160;</p><p><strong>4. Proactive Health Monitoring&#160;</strong></p><p>Stay proactive in managing health crises by implementing personalized health check protocols and receiving real-time alerts to prioritize your care team's daily to-do tasks. This will ensure your residents' safety and enhance your community's readiness.&#160;</p><p><strong>5. Streamline Care Assessments&#160;</strong></p><p>Streamline early and follow-up neurological evaluations for Head Injury Routine (HIR) assessments for your residents, enhancing the efficiency of the post-fall care protocol for caregivers.&#160;</p><p>​​Maintaining a personal connection between caregivers and their charges is crucial in senior care. As AI and digital health technologies advance, there's a big chance to boost care quality and efficiency. The goal is to use these technologies to support, not replace, caregivers, ensuring care remains warm and human. Senior care leaders must find a balance where technology empowers caregivers for more personal​ized and compassionate care.&#160;</p><p>​Solutions like <span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a></span> show how technology can enhance caregiving, strengthening the bonds between caregivers and residents. By blending high-tech with a high-touch approach, these innovations aim to improve outcomes for everyone in the care ecosystem.&#160;</p><p>​​Take a <span style="text-decoration&#58;underline;"><a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">3-minute online product tour​</a></span> to discover ​how <a href="https&#58;//;utm_medium=marketplace_banner&amp;utm_campaign=product_tour&amp;utm_content=content" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">VitalLink</a> can transform your senior care quality today.​<br></p>2024-05-16T04:00:00Z<img alt="" src="/Marketplace/PublishingImages/AHCA_Marketplace_(340%20x%20340%20px)_JuboHealthTech.png" width="340" style="BORDER&#58;0px solid;" />Health Information TechnologyNavigating the challenges in Long-Term Care and Skilled Nursing facilities, providers are examining staffing, technology, and quality of care, seeking innovative solutions like VitalLink.
Special Report - Empowering Nonprofit Communities through Entertainment<p><img src="/Marketplace/PublishingImages/DTV-COMM_LI_K117790_2024_April_ProviderMarketplace_Tile_4R%20(002)%20(002).jpg" alt="" style="margin&#58;5px;" />&#160;</p><p>​Television holds a unique place in our lives, offering not just entertainment but also serving as a powerful medium for fostering connections and building communities. Beyond its role in providing entertainment, television acts as a unifying force, bringing people together to share experiences and forge bonds.</p><p>In nonprofit settings, where community is paramount, TV becomes a vital tool for strengthening relationships and promoting solidarity among individuals facing similar challenges. Whether it's families finding solace in shared viewing experiences or TVs offering a sense of stability and familiarity when life feels uncertain, television cultivates a sense of belonging and connection, and provides a comforting routine and a source of distraction from the chaos. For nonprofits striving to support individuals through difficult times, incorporating TV into their programs can offer a much-needed sense of normalcy and routine.</p><p>For nonprofits that prioritize attention to detail and seek to enrich their services, television may indeed be the missing piece of the puzzle, unlocking new avenues for engagement and support. Read on to learn how three organizations have built community through the power of entertainment.</p><p>Download now.</p><p><a href="https&#58;//" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083">Empowering Communities through Entertainment (</a> ​<br></p>2024-04-18T04:00:00Z<img alt="" src="/Marketplace/PublishingImages/DTV-COMM_LI_K117790_2024_April_ProviderMarketplace_Tile_4R%20340.jpg" width="340" style="BORDER&#58;0px solid;" />Learn how three nonprofit organizations have built community through the power of entertainment.