Michigan CCRC Develops a QF State of Mind

Your name:		Melanie H. Roenigk
Your title:		Corporate Operations Director
Organization:		Vista Grande Villa and Life Care Services, LLC
Location:		Jackson, MI
Phone:		(517) 787-0222
E-mail:		Roenigk@lcsnet.com

What was the "spark" that got your organization involved in QF?
We were already doing many of the things that exemplify Quality First. We signed the Covenant as a result, and we plan to use this as part of our operations and governance strategic planning. In addition, Michigan had started its own public education program called Gentle Hands, Powerful Voices, and Quality First was based on the same premise that positive, proactive education of the public, and at the same time strengthening each of our organizations through a consistent approach and definition of quality, would impact the public trust and awareness of quality senior housing options in the nation. We decided we felt compelled to help others strive to the level of excellence that Vista Grande and LCS strive to achieve, and QF provided a great foundation to do so.

Where/how did you learn about QF?
As a member of the AAHSA House of Delegates and MAHSA board.

Describe the process of getting your Board's support for QF.
Well, it was quite easy for us. We had been telling our great stories to the board for a long time. We had also been conducting strategic planning directed at influencing regulators in Vista's favor, and gaining public trust and understanding and respect for Vista through positive media relations. What sparked the board's signing of the Covenant was my bringing the information before them, and since it corresponded so well with what we were already doing, and the board knew this, they were unanimously in favor of signing it. They felt they were already doing those things, some better than others, and that it fit our mission very well.

Have you reviewed the information on the QF Web site? Was it helpful?
Yes. In terms of defining the program, it was very helpful. I think the implementation pieces could be fleshed out a bit more, or the offer for AAHSA staff to help with implementation could be offered. If my organization were not already committed to the process and understood it, I am not certain if I would know where to begin. I don't recall a "step by step" guide included in the tools section.

Does your organization have a Quality First leader? Is it lead by an individual or committee?
I am the quality first leader. For us, Quality First meshes so well with our mission, and our mission and values are well understood by the management team and board and residents, that the implementation is more a matter of monitoring our practices to assure that we are fulfilling our commitment. In an organization that is not functioning this way, I would think the implementation should begin as a strategic planning process with the board, management team and resident representatives.

What has been the involvement of each of the following with QF in your organization? Who, for instance, has been informed about QF? Who has completed the Self-Study/Providers' Checklist? Who has reviewed the results of the Self-Study/Checklist? Who has implemented QF?

CEO/ADMINISTRATOR x
MANAGEMENT STAFF x
GOVERNING BOARD x
RESIDENTS/CLIENTS x

If your organization completed the QF Self-Study, was it helpful? How was it helpful?
It helped me to make sure that the program is well understood.

Has your organization done anything to get public recognition (with your residents/clients; consumers; policymakers; media) for your Quality First accomplishments?
Our residents are actively involved in speaking with the media. We are often featured in local papers and magazines. On one occasion, we had a local reporter in the dining room dining with a resident, and nobody on the staff knew he was there. The residents know how to discuss senior issues, because we have worked very diligently to help them understand what is important to the public to understand about them and their home. They are very proud of VGV, and thus, they like to tell everyone. Staff have also been involved with media. Residents have written to legislators, sent petitions to the governor regarding certain concerns, and I have been actively involved on the MAHSA board of directors and with legislators, giving testimony etc. when I was the chair of the MAHSA board.

What has been the most beneficial aspect of QF for your organization?
It supports our mission. The mission and values of an organization define all of the practices that either breed excellence as an ongoing process, or it sits vacantly silent while events happen TO the organization. It is another method of reinforcing our mission, and supporting it.

What has been the most challenging aspect of QF for your organization?
The idea that it is a very comprehensive, large program content and at times that can be daunting, but the reminder that it is an ongoing, evolving process helps to alleviate much of that thought.

Would you say that you have been able to integrate QF into your ongoing operations? If so, how have you done it?
It supports the mission. An organization would probably view it as another thing to do if they do not have a well established mission and values in practice. They then should first start with strategic discussions regarding how to implement excellence through mission and values, and then Quality First becomes a natural progression or "outspring" from there. It is the perfect foundation for strategic planning, and everybody should make time for strategic planning, forward thinking, proactive approaches to their operations.

Members have voiced several reasons for not signing the QF Covenant , including: We already run a quality organization; we don't want to expose ourselves to greater liability; we can't afford it; we're too busy. What would you say to encourage these members to sign the QF Covenant?
Share your expertise and success, because being a member of our industry means a commitment to ALL seniors and their families and friends in this country, not just your own residents. We are a community, not just an industry, and nobody should be functioning in a vacuum. We need to be teachers and mentors for those who need our help. This ultimately serves the greater good for all involved. As for the other objections, those are contained in my presentation, and I don't think any of those objections are without merit for discussion, but ultimately, are not good reasons to avoid signing the Covenant. As for liability, as an example, I have to laugh. If organizations are afraid of liability, they better run (not walk) out of this business. It is fraught with liability by the nature of taking care of people's lives. We're too busy is not a sound objection, because QF is all about excellence, and that's what we should be busy doing already. As for we can't afford it, that may be true if someone were to desire to add additional staff to achieve the goals of QF, but QF can be accomplished without formal implementation of committees. It is a MINDSET and a guideline to help us do the right things for the right reasons.

Is your organization implementing any Quality First programs?
We are proud of all of our programs.