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12 steps to QAPI: Step 5: Develop your QAPI plan

April 21, 2014
by Nell Griffin, LPN, EdM
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Editor’s note: This article is fifth in a series describing the 12 steps to implement Quality Assurance Performance Improvement (QAPI) in long-term care organizations.

As people, we plan for everything we do in life. A plan is a project or a scheme. It’s the extent of an idea in writing, in the spoken word or in thought. Even when a person declares that he or she will do nothing all day, that’s a plan.

In humans, planning begins with the most basic accomplishments from infancy. As soon as a child realizes something as simple as how to make his or her parent’s smile, on a subconscious level that child begins planning the next occasion to experience that pleasing outcome. When a toddler begins to pull up on furniture, the environment is prepared for the unplanned falls and tumbles the toddler will experience. Parents plan for toddlers to fall while navigating the wonders of ambulation. This analogy spotlights the fifth step of the 12 Quality Assurance Performance Improvement (QAPI) implementation steps—Develop Your QAPI Plan.

Healthcare is founded and dependent on the completion of prerequisites, which requires planning to be integrated into every healthcare component. Physicians examine before prescribing treatment. Nurses assess before administering care. Physical and occupational therapists evaluate before determining a therapeutic course of action.

The same is true for nursing homes (NHs). The prerequisite for writing the QAPI plan is to develop a vision, mission, purpose, guiding principles and scope of QAPI. Articulating these prerequisites provide the foundation to help NHs integrate these components into the staff’s behaviors and into the written QAPI plan, which guides the quality efforts and supports QAPI implementation.


One of the fundamentals of QAPI is to gather staff, resident and family input on all aspects of care and care processes from planning through sustainment. NHs that revert to complacency and have leadership write the plan without this input are delaying the embedding of this concept. NH leadership tends to focus on meeting the requirements of the regulation, while staff, family and residents focus on the practicalities of day-to-day tasks. Their input increases compliance by bridging the chasm between the idea and the reality. With all-inclusive input, the written plan is more likely to be known, accepted and practiced by all, meeting the requirements of the QAPI regulation.

Writing the QAPI plan is a function of the QAPI Steering Committee. As stated in Step 1, this Steering Committee must learn to use system thinking. Representatives from direct care staff, residents and family, should actively work with leadership on this steering committee.

The implementation guide, QAPI at a Glance, states: “The written QAPI plan guides the nursing home’s quality efforts and serves as the main document to support implementation of QAPI.  The plan describes guiding principles that will be used in QAPI as well as the scope QAPI will have based on the unique characteristics and services of the nursing home.”

NH organizations and corporations may have a QAPI plan for the collective. To meet the essences of QAPI, however, each NH must have a plan that works for its unique services and residents.  In the appendix of QAPI at a Glance the Centers for Medicare & Medicaid Services (CMS) has included a “Guide for Developing a QAPI Plan.”

Like all the CMS-provided tools, this downloadable guide is intended to lead NHs through their performance improvement efforts and the writing of their QAPI plan


There are nine sections in the “Guide for Developing a QAPI Plan.” This tool builds on the prequel, the “Guide to Develop Purpose, Guiding Principles and Scope for QAPI.” The written plan details how the NH will achieve the purpose, guiding principles and scope identified in that prequel tool. Here’s is an overview of the nine sections to refer to when developing your plan: