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Safeguard Against Supply Chain Issues that Jeopardize Safety and Operations<p><strong class="ms-rteForeColor-2">ADVERTORIAL</strong></p><h3>Safety First </h3><p>For health care organizations, especially those in aging services, the supply chain is indicative of how we steward our resources, how prepared we are for emergencies, and our ability to keep patients, residents, and staff as safe as possible. <br></p><p>Before the COVID-19 pandemic took root, supply chain had challenges, but the pandemic put the supply chain under a microscope, exposing existing vulnerabilities that were amplified by the pandemic. These amplified vulnerabilities resulted from increased demands for multiple product lines; lack of transparency about sourcing of raw materials; a dependence on a variety of foreign sources; and lean inventory models that depended on just-in-time delivery. <br></p><p>The shift called attention to a care-critical truth&#58; the supply chain is intrinsically tied to, and supportive of, patient, resident, and staff safety.<br></p><p>Case in point regarding safety&#58; a George Washington University Milken Institute School of Public Health study of 1,200 health care workers asked about challenges faced during the COVID-19 pandemic, and found a wide-ranging list of concerns including infection control, employee and patient safety, and high stress. Some 87 percent of nurses reported needing to use of single-use PPE multiple times, while 53 percent reported feeling unsafe due being forced to reuse and decontaminate single-use PPE. <br></p><p>This study helped to demonstrate the direct connection of supply chain to patient and staff safety, and highlighted our challenge&#58; to do better by our patients, residents, and our staff on the frontline of care. Additionally, even prior to COVID, staff burnout was a significant concern, and increased cases of burnout are considered pandemic collateral damage. The pandemic has now forced a reckoning with health care workers’ mental health needs. In fact, ECRI named international supply chain disruptions number eight on its list of 2022 Top Ten Patient Safety concerns. </p><h3>Supply Chain Resiliency</h3><p>Supply chain resilience, a term we now hear frequently, includes creating an unfiltered view into the many the moving parts of your supply chain. Health care organizations must develop a robust program to address daily operational supply chain needs, integrated with the ability to anticipate and prepare for the next big emergency, be it a health care crisis, a global manufacturing slowdown, a strained budget, or other challenge that can ultimately impact care and safety. <br></p><p>Creating an unfiltered supply chain view helps your organization to diversify your field of suppliers to increase purchasing flexibility; decrease potential and impact of disruptions, and identify possible vulnerabilities in a supplier’s supply chain. These steps will allow you to have greater input and engagement when trying to compensate for unavailable products and strengthen your negotiating power.</p><h3>Operations and Stewardship</h3><p>Economic pressures on skilled nursing facility provider organizations is great, with key drivers creating operating margin challenges. Slow post-pandemic recovery has resulted in occupancy rated ranging from 76 percent to 81 percent, and operating margins with -3 percent to -8 percent. Stewardship of resources plays an important role in provider survival. Strengthening of procurement functions and supply chain resilience can help provider organizations improve operating margins and use savings for other care-critical functions, such as workforce challenges. </p><h3>Functional Equivalents </h3><p>Shortages of health care supplies such as drugs, PPE, intravenous fluids, as well as durable medical equipment, including wheelchairs and beds, can disrupt routine resident care—threatening care quality and patient safety. A key strategy that helped many organizations survive the worst of the pandemic was learning to identify and procure functionally equivalent products. By vetting and documenting suppliers, and the quality and availability of supplies during the height of the pandemic, ECRI served as a resource and trusted source for health care organizations seeking to procure functional equivalents. </p><h3>Action Recommendations to Promote Supply Chain Resilience</h3><p>With manufacturers still having difficulty accessing raw materials needed to produce health care products and ongoing delivery disruptions and logistical challenges, it is vital that health care organizations reach beyond their usual partners and identify collaborators among peer institutions, suppliers, government agencies, manufacturers, and others to promote a resilient supply chain. ECRI recommends that such preparation be twofold&#58; prepare to address current supply chain issues, and prepare for future emergencies. <br><br>ECRI recommends seven areas where health care organizations can take steps to prepare for supply chain issues that can impact patient and staff safety as well as care. With planning, preparation, communication, flexibility, and cooperation with outside collaborators, your organization can improve its ability to safely navigating supply chain disruptions.<br>1.&#160;&#160; &#160;Identify supplies and drugs critical to your organization and identify domestic and international alternatives for each <br>2.&#160;&#160; &#160;Monitor drug shortages using information from the American Society of Health-System Pharmacists, the U.S. Food and Drug Administration (FDA), wholesalers, manufacturers, and other health care organizations<br>3.&#160;&#160; &#160;Demand transparency from distributors and manufacturers regarding minimum inventory levels, product and raw materials country of origin, and surge capacity plans<br>4.&#160;&#160; &#160;Maintain communication with local, state, and federal government agencies to determine available stockpiles <br>5.&#160;&#160; &#160;Re-examine sole-source, dual-source, and multisource agreements. If there are supply disruption related to these agreements, reassess the partnership, insist on specific improvements, and terminate relationships, if necessary<br>6.&#160;&#160; &#160;Follow the recommendations in <a href="https&#58;//4751140.fs1.hubspotusercontent-na1.net/hubfs/4751140/ECRI%20Self-Assessment%20Vetting%20Nontraditional%20Suppliers.pdf" target="_blank">Self-Assessment&#58; Vetting Nontraditional Suppliers</a><br>7.&#160;&#160; &#160;Establish initial and routine quality control protocols for products from nontraditional suppliers.<br></p><p>Health care organizations also need to support clinician resilience and be available to staff; use transparent, two-way communication channels; and support practitioner wellness effectively. These recommendations can be read in full detail by accessing ECRI’s 2022 Top 10 Safety Concerns at <a href="http&#58;//www.ecri.org/" target="_blank">www.ecri.org</a>. </p><h3>Collaborating to Improve Safety Across the Care Continuum</h3><p>Approximately 3,000 U.S. hospitals and health systems are members of ECRI’s strategic sourcing and supply chain programs. ECRI has analyzed nearly $50 billion in supply and capital spend and has provided guidance on COVID-19-related personal protective equipment. <br></p><p>ECRI invites your organization to get to know the depth and breadth of our experts, our medical technology databases that enable us to benchmark pricing on nearly 2 million supplies and more than 100,000 capital equipment items, our exclusive content, membership resources, and tailored-to-you consulting services.&#160; ECRI's experts are ready to help you protect safety with a better supply chain and are reachable at <a href="mailto&#58;AgingServicesRM@ecri.org" target="_blank">AgingServicesRM@ecri.org</a>.<br></p>2022-05-20T04:00:00Z<img alt="" src="/Topics/Special-Features/PublishingImages/2022/ECRI.jpg" style="BORDER&#58;0px solid;" />ManagementBefore the COVID-19 pandemic took root, supply chain had challenges, but the pandemic put the supply chain under a microscope, exposing existing vulnerabilities that were amplified by the pandemic.
Old People Are Cool<p>​May is Older Americans Month; and after two years of a pandemic, this year’s celebration has taken on new meaning as more people are able to enjoy in-person events and activities. For example, in Washington, D.C., nursing homes and assisted living communities, along with their staff and residents, physically and symbolically connected in a city-wide relay run held May 12. This event, the second annual D.C. Longevity Fun Run, honors elders—especially those over the age of 100—and celebrates the resilience and strength of those who live and work in senior living. </p><p>“It reunites us as a community beyond our walls and reminds us that we have more in common than that which has kept us apart. Each older American participating has a lifetime of wisdom to share,” says Tina Sandri, chief executive officer of Forest Hills of D.C. (FHDC).<br><br><img src="/Topics/Special-Features/PublishingImages/2022/AgeMyWay.jpg" class="ms-rtePosition-1" alt="" style="margin&#58;5px;" />The theme this year was Old People Are Cool, in connection with a project by the same name launched by Linked Senior. The initiative is designed to confront harmful ageism that may prevent communities from reaching their maximum potential. People can go online and take the <a href="http&#58;//oldpeopleare.cool/oath/" target="_blank">Old People Are Cool Oath.</a> Charles de Vilmorin, chief executive officer and co-founder of Linked Senior and an avid long-distance runner, coordinated the relay race’s logistics; he also ran in the event.<br><br>To kick off fun run D.C. Council member Mary Cheh delivered a proclamation declaring that May is Old People Are Cool Month in D.C. The D.C. Council had voted the previous week to approve this proclamation. </p><h3>Ready, Set, Go!</h3><p>The relay started with Cherrie Neville, an FHDC resident. During the event, senior living residents throughout the city passed the baton to health care workers. The run closed with Judith O’Hara, Resident Council President at FHDC, receiving the baton from the last runner. Originally from Oak Park, Ill., O’Hara spent her career as an attorney specializing in estate planning and as an advocate for poor and marginalized people. <br><br>“The residents living in our collective senior living communities have rich stories to tell, and this was a wonderful opportunity to recognize them and give them a chance to share their insights and experiences,” said Sandri. <br><br>A total of 11 communities and their residents and staff participated in the relay. In addition to FHDC, these included Stoddard Baptist Homes, The Marigold Assisted Living, Serenity Rehabilitation and Health Center, Stoddard Baptist Global Care, Carroll Manor, Jeanne Jugan Residence/Little Sisters of the Poor, Knollwood Life Plan and Retirement Community, Forest Side of D.C., Lisner Louise Dickson Hurt Home, and Sunrise on Connecticut Avenue. <br><br>The race also had Isabella Firth Shycoff, FHDC board chair; Sithembile “Thembi” Chithenga, MD, MPH, an epidemiologist and team lead, HCF Investigations, Epidemiology and Surveillance Branch, D.C. Department of Health; and Salamawit Iemma, a certified nursing assistant at Sunrise of Connecticut Avenue all running together. <br><br>“It was so wonderful to see so many people united by their love for our residents and older people everywhere,” said Sandri. <br><br>Older Americans Month was established in 1963. Historically, it has served as an acknowledgement of the contributions of past and current older people to the country. Every President since John F. Kennedy has issued a formal proclamation asking the nation to pay tribute to older people in their communities. Each year the celebration has a different theme. The 2022 theme is Age My Way.<br><br><em>Joanne Kaldy is a freelance writer and communications consultant based in New Orleans.</em></p>2022-05-19T04:00:00Z<img alt="" src="/Topics/Special-Features/PublishingImages/2022/OAM_2022.jpg" style="BORDER&#58;0px solid;" />Caregiving;QualityJoanne KaldyMay is Older Americans Month; and after two years of a pandemic, this year’s celebration has taken on new meaning as more people are able to enjoy in-person events and activities.
The Rewards of Being a Quality Champion<p><em>​<img src="/Topics/Special-Features/PublishingImages/2022/JanetSnipes.jpg" alt="Janet Snipes" class="ms-rtePosition-1" style="margin&#58;5px;width&#58;160px;height&#58;160px;" />Janet Snipes, LNHA, has worked at Holly Heights Nursing Center for over 45 years and is currently serving as an Executive Director Consultant. She was Chair of the Colorado Health Care Association for 10 years and has been on their Board of Directors for more than 20 years, currently serving as Immediate Past Chair. She served on the AHCA Board of Governors for 4 years and is currently serving as the Immediate past Co-Chair of the AHCA Quality Cabinet. She was appointed to the 2020 White House Coronavirus Commission on Safety and Quality in Nursing Homes and to the White House Conference on Aging. In 2018, under her direction Holly Heights received the AHCA Malcolm Baldrige Gold Quality Award, and in 2019, Snipes was awarded the AHCA National Champion of Quality Award. </em><br>&#160;<br><em><strong>Provider</strong></em><strong> magazine&#58;</strong> <strong>How did you become interested in the health care industry, specifically long-term care?</strong></p><p><strong>Janet Snipes&#58;</strong> I became interested in long term care through my mother in 1976. She was an RN and was returning to her career after a long break. She chose to work at Holly Heights Nursing Center. She called one summer day and asked me to answer phones at the nursing home as the receptionist was out and the nurses were extremely busy. I absolutely loved the atmosphere, the staff, the residents, the families—I felt a connection. The trajectory of my life changed. My mother moved on to hospital work, but I got my NHA license in 1980 and my passion for quality began.<strong><br></strong></p><p><strong>PM&#58; </strong>You’ve dedicated your career to Holly Heights Care Center. What has changed in that time?</p><p><strong>JS&#58;</strong> Changes have been numerous&#58; increased scrutiny, increased regulation and enforcement, and increased expectations of residents, families, and public partners. They expect and deserve higher quality of care and increased attention to quality of life.</p><p>Maya Angelou said, “Do the best you can until you know better, then when you know better, do better.” We have all learned to do better as evidence-based medicine brings us new initiatives that improve the quality of life and quality of care for our residents. <br>&#160;<br><span><strong>PM&#58;</strong></span> What has stayed the same?</p><p><span><strong>JS&#58;</strong></span> My relationships with residents and staff have stayed the same. I genuinely enjoy the relationships I have built and find great joy in becoming a friend or confidant. It is so easy to bring happiness to our residents&#58; a cup of hot coffee, a favorite pastry, just sitting down and spending time with them, learning about their lives. The ability to impact our staff in a positive way is also steady, creating a culture of respect and kindness. None of this has changed through the years. We are a long-stay Medicaid facility, and both our staff and residents are with us for many years. With that, we have such an opportunity to bond and develop these relationships that improve all of our lives. <br>&#160;<br><span><strong>PM&#58;</strong></span> You have been devoted to driving quality improvements and reshaping federal policy to improve national quality outcomes. What tactics have been most successful at the state level and at the national level?</p><p><span><strong>JS&#58;</strong></span> I believe a large part of my success in driving quality outcomes and reshaping federal policy at both the state and national level is in becoming an early adopter of quality initiatives. I jump in feet first, and I learn from my own experience what worked and what was extremely challenging. Then, when I figure it out and taste success, I am ecstatic with the positive outcome achieved and I can’t stop talking about how we (our staff) made such a difference in the resident’s quality of life.</p><p>I speak from my heart and enjoy explaining the changes our facility made that resulted in a positive outcome for our residents. My enthusiasm is heartfelt and personal, and I am so inspired to do better. If one facility was able to make such a difference in a few lives, can you imagine the tremendous possibilities at a state and national level to improve hundreds of thousands of lives when we all collaborate to implement these quality improvements? Working together we have had success in a number of areas, such as anti-psychotics, antibiotic stewardship, and reducing or eliminating restraints. The list of improvements we have all made through the years is amazing!</p><p><span><strong>PM&#58;</strong></span> The COVID-19 pandemic is fading, and we are returning to a new normal. What changes from the pandemic will stick around for the long term?</p><p><span><strong>JS&#58;</strong></span> Unfortunately, I think the staffing shortages that were exacerbated by the COVID-19 pandemic will be with nursing homes for a long time. We lost more than 400,000 employees throughout the pandemic and we are struggling to recover. We need to look at staffing beyond ratios and develop a comprehensive approach to finding solutions. AHCA’s Cares Act is a platform to move us forward. Enhanced infection control standards for nursing homes will stay in place and improve over time. I believe that nursing homes will be prioritized by our federal partners for testing, PPE, etc. in the next pandemic. The total lockdown of family visits causing social isolation of our residents will most likely never occur again. As a nation, we learned of opportunities for improvement from this pandemic, and again, when we know better, we do better.<span><br></span></p><p><span><strong>PM&#58;</strong></span> You and Holly Heights have won quality awards. What do you tell other people and organizations when they begin a journey to improve quality?</p><p><span><strong>JS&#58;</strong></span> I tell everyone that my passion for quality shaped my life and my career. The journey is never-ending, and each step of the way is worth every effort. I’ve experienced success and failure, and I have learned more from each failure than I have from success. The Malcolm Baldrige Quality Awards are not easy to achieve, but the most rewarding part of the journey is improving lives of the residents and staff we serve. Making a positive impact on another person’s life is a joy that never goes away. My career is winding down, but it has been such a rewarding career. I am so happy that my mother called that summer in day in 1976.</p><p><span><strong>PM&#58;</strong></span> You have been involved with AHCA for many years. What is the most valuable part of your partnership with AHCA? <br></p><p><span><strong>JS&#58;</strong></span> There are so many valuable aspects of my partnership with AHCA that I can’t pick just one. The leadership that Mark Parkinson provides for our long term care community is amazing, and the Board of Governors is strategic in developing initiatives to provide solutions so those of us who are “boots on the ground” can continue improving our resident lives. One of the current strategic initiatives is AHCA’s Care for Our Seniors Act which provides a comprehensive set of solutions that will help us tackle the crisis we are in as a result of the pandemic. The staff I have worked with at AHCA provide tools and inspiration so I can enhance the lives of the residents and staff I serve. AHCA works with our federal partners to achieve common ground, resulting in needed changes to federal policy. I have been actively involved with AHCA for more than 20 years because I believe in their mission. </p><p><em><span style="font-size&#58;10.5pt;font-family&#58;montserrat;color&#58;black;">Hear more from Janet Snipes at the 2022 AHCA/NCAL Quality Summit, May 16-18 in Kissimmee, FL. For more in​formation and to register,&#160;</span></em><span style="font-style&#58;normal;font-weight&#58;normal;letter-spacing&#58;normal;text-align&#58;start;text-indent&#58;0px;text-transform&#58;none;white-space&#58;normal;word-spacing&#58;0px;background-color&#58;#ffffff;text-decoration&#58;none;font-size&#58;10.5pt;font-family&#58;montserrat;color&#58;black;"><a href="https&#58;//www.ahcancal.org/Education-Events/Quality-Summit/Pages/default.aspx" target="_blank" style="color&#58;#00a1b1;text-decoration&#58;underline;"><em><span style="color&#58;#1565c0;text-decoration&#58;none;">click here</span></em></a><em>.</em></span><br></p>2022-05-06T04:00:00Z<img alt="" src="/Topics/Special-Features/PublishingImages/2022/JanetSnipes.jpg" style="BORDER&#58;0px solid;" />CaregivingJanet SnipesI genuinely enjoy the relationships I have built and find great joy in becoming a friend or confidant. It is so easy to bring happiness to our residents.
Five Stars is No Longer the Bar<p><strong class="ms-rteForeColor-2">​ADVERTORIAL</strong></p><p></p><p>As competition for funding, staffing and resources grows at a breakneck pace, providers find it difficult to prioritize their efforts in a manner that effectively impacts their care and efficiently uses the minimal resources they have. </p><p>While accreditation may be the last thing providers want to consider, it may be one of the most strategic and valuable endeavors providers can achieve to effectively improve their outcomes and enhance their financial outlook. <br></p><h3>The Spotlight is Bigger, The Demand is Greater</h3><p></p><p>Since the pandemic, aging care providers have seen a progressive shift in the focus and demand for customized care. Not only are people living longer but these and other circumstances have presented new challenges, including&#58;<br></p><ul><li>ability to serve individuals with higher acuity needs,</li><li>variations in state regulations and oversight,</li><li>increased competition within the industry, and</li><li>greater scrutiny by residents, caregivers, regulators, payers, and healthcare partners.</li></ul><p></p><h3>Providers Need Guidance to Match Today’s Complex Care Needs</h3><p></p><p>This shift has highlighted the need for assessing and standardizing practices around all levels of care for patients and residents living in nursing homes and assisted living settings.</p><p>Joint Commission accreditation addresses the functions and processes necessary to deliver high-quality care, such as&#58; <br></p><ul><li>infection prevention, </li><li>patient and resident rights, </li><li>medication errors, </li><li>hand-off communications, and </li><li>health care acquired infections. </li></ul><p>And unlike punitive CMS certification inspections, the Joint Commission provides guidance through collaboration, feedback, and coaching to drive ongoing improvement over time and across all sites and services.</p><h3>The Joint Commission Difference</h3><p>Among CMS certified organizations, those that were also Joint Commission accredited excel. A JAMDA study<sup>1 </sup>revealed Joint Commission-accredited organizations outperformed their non-accredited counterparts on all five short-stay measures, key long-stay measures, and the four areas tied to the star rating&#58; health inspections, quality measures, staffing, and RN staffing. <br></p><p>Beyond CMS certification, a 2021 study<sup>2</sup> found, when compared to Joint Commission accredited organizations, non-accredited nursing homes had significantly more variability in COVID-19 case rates and a larger proportion of non-accredited nursing homes had higher than expected COVID-19 case rates. <br></p><h3>It’s About Your Residents&#58; Give Them What They Want</h3><p>When it comes to choosing an extended care facility, accreditation can play an important role in the decision-making process. Research<sup>3</sup> indicates that potential assisted living community residents and their caregivers are more likely to visit and tour a facility that is Joint Commission accredited. </p><h3>Inspire Your Staff </h3><p>Today’s employees are mission driven. While salary is important, quality residential care is a top priority and staff are dedicated to organizations that advance the care of their residents. Having the Joint Commission’s Gold Seal of Approval<sup>®</sup> demonstrates your commitment to providing optimal client care. Our program also gives you the framework to establish and verify staff qualifications, provide training, and evaluate staff competency. Finally, job satisfaction is critical to staff retention. The Joint Commission helps organizations develop strong business policies and processes to provide safe, collaborative care whether across shifts, departments, or settings. </p><h3>Finding New Revenue Streams </h3><p>Accreditation can facilitate partnerships with organizations that share your commitment to high-quality through referrals, contractual relationships, and more. Also, new value-based incentive programs continue to emerge that reward quality efforts, including accreditation. Used as an indicator of quality by states and third-party payors, Joint Commission accreditation can lead to greater reimbursement, ability to participate in networks, bonus points on value “scorecards,” and more. </p><div class="ms-rteElement-BlockQuoteRight">“It has improved our regulatory survey preparedness. Compared to other surveys, the Joint Commission is far more collaborative. You understand why you’re putting processes in place rather than merely meeting a standard.”<br>Lori Pearson<br>Vice President of Clinical Excellence<br>Consulate Management Company</div><h3>Profitability in Cost Savings</h3><p>The accreditation framework helps organizations overcome operational inefficiencies. Joint Commission accreditation can be used in lieu of state licensure surveys to reduce the burden of additional inspections. It can also prevent inadvertent harmful events before they become costly problems. Research1 has shown that Joint Commission accredited nursing homes saved an average of $5,480 in CMS certification fines compared to their non-accredited counterparts. </p><h3>Rise Above with Distinction in Quality</h3><p>Accreditation can enhance your credibility and set you apart from your competitors. To enhance your marketing, the Joint Commission offers free publicity assistance including suggestions for celebrating your accreditation, sample news releases, and downloadable The Gold Seal of Approval<sup>®</sup> artwork. </p><h3>Showcase Care Specialties with Post-Acute and Memory Care Certifications</h3><p>To help you promote unique programs that meet the distinct needs of your community, the Joint Commission offers Post-Acute Care Certification and Memory Care Certification. To address the growing need for dementia care, the Joint Commission is collaborating with the Alzheimer’s Association to enhance its Memory Care Certification requirements as well as to provide future education programs and presentations. The initial program re-launch will take place July 2022.</p><h3>Accreditation on Your Terms</h3><p>Joint Commission offers you flexibility and a process that’s built to fit your needs. Access to the application is available 24/7 with the option to designate blackout dates. And the requirements, while comprehensive, are not prescriptive so you can meet the intent of the standard based on your goals, resources, and capabilities. The Joint Commission also offers tailored survey options to streamline the application and survey process. Whether offering specialized services within your nursing home (memory care, post-acute care) or delivering multiple disciplines across a larger network (assisted living, home care, behavioral care, etc.), we offer efficient survey options that cater to your unique needs and services. </p><p>You will have access to a range of professionals to help with the day-to-day accreditation activities, and we also offer a robust array of programs and resources vetted by industry experts to help you prepare and stay ready for accreditation.</p><p>To discover how Joint Commission accreditation and certification can elevate your organization’s performance, please contact us at 630-792-5020 or email <a href="mailto&#58;ncc@jointcommission.org" target="_blank">ncc@jointcommission.org</a>. You can also visit <a href="https&#58;//www.jointcommission.org/ncc" target="_blank">www.jointcommission.org/ncc</a><br><br><em>Gina Zimmermann is the executive director for business development for Nursing Care Center and Assisted Living Community Services at the Joint Commission. In this role, she oversees the strategic direction and performance of the Nursing Care Center Accreditation Program and Assisted Living Community Accreditation Program.</em><br></p><p><span class="ms-rteFontSize-1">Reference</span><br class="ms-rteFontSize-1"><sup class="ms-rteFontSize-1">1 </sup><span class="ms-rteFontSize-1">“Comparing Public Quality Ratings for Accredited and Non-accredited Nursing Homes”, </span><em class="ms-rteFontSize-1">JAMDA</em><span class="ms-rteFontSize-1"> 18 (2017) 24e29 D </span><a href="https&#58;//www.jointcommission.org/-/media/tjc/documents/accred-and-cert/ncc/jamda-pdf.pdf%20" target="_blank"><span class="ms-rteFontSize-1">https&#58;//www.jointcommission.org/-/media/tjc/documents/accred-and-cert/ncc/jamda-pdf.pdf%20</span></a><br class="ms-rteFontSize-1"><sup class="ms-rteFontSize-1">2 </sup><span class="ms-rteFontSize-1">“A Multistate Comparison Study of COVID-19 Cases Among Accredited and Nonaccredited Nursing Homes“, Policy, Politics, &amp; Nursing Practice (2021) 1-6</span><br class="ms-rteFontSize-1"><sup class="ms-rteFontSize-1">3</sup><span class="ms-rteFontSize-1"> Research commissioned by The Joint Commission and conducted by Directions Research, Inc., 2018</span><br></p>2022-05-02T04:00:00Z<img alt="" src="/Topics/Special-Features/PublishingImages/2022/GinaZimmerman.jpg" style="BORDER&#58;0px solid;" />Policy;CMSGina ZimmermannWhile accreditation may be the last thing providers want to consider, it may be one of the most strategic and valuable endeavors providers can achieve to effectively improve their outcomes and enhance their financial outlook.