Like Lieutenant Columbo, the great TV detective, Long-Term Living
columnist Gary Tetz (Funny You Should Ask) always has one more question. In this bimonthly feature, he talks with long-term care leaders about anything that pops into his mind. He's as surprised as you are that they'll speak to him.
This Month's Victim:
Diane Carter, RN, MSN, CS
President and CEO
American Association of Nurse
Assessment Coordinators (AANAC)
Diane Carter started her career in long-term care more than 30 years ago as a nurse aide, then as a director of nursing in a Denver nursing home. She's seen a lot and knows a lot. And since I have seen very little and know almost nothing, I figured we should talk.
Prior to forming the American Association of Nurse Assessment Coordinators (AANAC), she was the associate director of the Colorado Association of Homes and Services for the Aging, and worked with the Colorado Health Care Association, teaching more than 300 workshops for providers. She also served with the Colorado Department of Public Health.
In a past life, she's been the RAI coordinator for the State of Colorado, a Health Care Financing Administration (HCFA) instructor, and an advisor on quality indicators. Her work with the Center for Health Policy Research in the early 1980s led to the development of the MDS.
When I talked to Diane back in February, the weather was fine outside her Denver office. But it looked bad where she was going.
You're not in a snowstorm, right?
No, but I'm supposed to be going to Baltimore tomorrow for the Pioneer Network meeting. And they are.
I'm no psychic, but I don't think you'll get there.
This could be the first time in 35 years of almost nonstop travel in my job that I'm not going to make it.
And that's ironic, because it's for the Pioneer Network. Do you think the pioneers who built our country would have let a little snowstorm stop them?
(Gasp) You are so right.
Not that I'm advocating unsafe winter travel. I'm not.
And of course, the pioneers were in wagons, so it was a whole different set of travel challenges.
You told me you've had some bad experiences with the media before, and are a little nervous. What happened?
I worked at the Colorado Department of Health years ago. Whenever there was a huge issue with a nursing home, they would call and grill us about our work.
This will not be a grilling. With your suspicion of the lame-stream media, I was thinking perhaps you had served as governor of Alaska.
I haven't. But I've been to Alaska recently on a trip.
Did you see Russia while you were there?
You founded the AANAC. That's a lot of A's-even for me as a Canadian. But what does your organization do for this profession?
We support nursing leaders at all levels, from corporate to facility. We give them the information they need to do their jobs, and do them well. It's very pragmatic-the kind of information that gets you to 5 p.m. and helps you survive. That's what our members tell us. We also have a rather large online discussion group of close to 800 nurses talking about this stuff night and day. It makes you wonder if any of us have a life.
I understand AANAC just completed a needs assessment for nurses. What did you find out?
What I concluded from the research was that the word for this decade is “accountability.” It's increasingly clear that the MDS, which was traditionally seen as a compliance/reimbursement activity, now presents a much greater opportunity to understand accountability for the facility, in terms of survey and quality indicators-all those things that seem to drive nurse leaders crazy.
It's become far more critical to measurement of improved and consistent outcomes for corporate consultants, the DON [director of nursing], and other nurses in the building. When we started 10 years ago, it was sort of, “Well, we have to fill out this form.” Now that's all changed.
Are nurses feeling overwhelmed with this explosion of information and accountability?
If they don't understand the uses of the information and how to roll that into improvement of care, it can be viewed as just one more thing they have to do in the day. But for those who understand the data and the multiple purposes of the MDS, it can be very useful in understanding what's going on with their residents and ensuring better outcomes.
You started your career as a DON, so you've been dealing with this for a long time.
Yes, I started in a nursing home. I remember they ran an ad that said, “Must care, and must know regulations.” Well, I cared, but I certainly didn't know the regulations. And, of course, a state survey team came in immediately. I was standing over their shoulders saying, “What are you all looking at? I wish I'd gotten a playbook on this before you arrived.”
It was frightening. So I think I have a clear understanding of what that feels like to scramble when state surveyors walk in.
You seem to actually like this MDS stuff.
Yes, I don't know what it says about my life, but I've been doing this work for more than 30 years. And I do actually like it. It's scary.
What's most different about being a DON now compared to when you started?