Webinar Recording: Connecting Clinical Insight with Quality Oversight

Turning Clinical Insight Into Real Improvement Starts Here

Most home health organizations already have the data. They have reports, dashboards, and audits in place, yet turning that information into consistent improvement across clinicians, branches, and quality programs remains a challenge. Insights are often identified too late to influence behavior, and quality oversight is frequently disconnected from what’s happening in real time. As a result, opportunities are missed, improvement is inconsistent, and teams are left working harder without seeing the full impact of their efforts.

This webinar addresses that gap directly. In this session, leaders from Olli Health, QAPIplus, and Interim HealthCare walk through what it actually looks like to connect real-time clinical insight at the visit level with structured, organization-wide quality oversight. The focus is not just on identifying issues, but on creating a system where insight leads to action, and action leads to measurable improvement.

One of the most valuable parts of this session is hearing directly from Michelle Mullins, COO of Interim HealthCare of the Great Lakes & NE Florida, who shares what changed when their organization moved from manual, fragmented processes and retrospective chart review to a more connected, proactive approach. By combining real-time clinical insight with centralized quality oversight, Interim was able to improve OASIS accuracy, achieve an 11% increase in case mix index (CMI) at start of care, and gain consistent visibility into performance across branches. More importantly, they created a structure where clinicians receive timely, meaningful feedback and leaders can act on trends with confidence.

What You’ll Take Away

• How to identify documentation and coding opportunities earlier
• How to connect clinical insight to targeted education and improvement
• How to bring structure, visibility, and accountability into your QAPI programs
• What it takes to move from reactive processes to continuous, measurable improvement

WEBINAR TRANSCRIPT:

Chelsey Heil

Welcome everyone. I’ll let this trickle in for just a minute and then we’ll go ahead and get started. Thank you for being here. Let me go ahead and share my screen.

All right, I think we’ve got everyone started. So welcome again, and thank you for joining us. We’re excited to talk to you about something we hear from almost every organization that we work with. You have the data, you have the reports, but turning that into consistent improvement across clinicians and branches is much harder.

So we’re going to talk about how to connect clinical insight with quality oversight in a way that actually drives results. More importantly, you’ll hear directly from Michelle at Interim HealthCare about how they’ve been doing this in their practice.

So without further ado, I will turn it over to our speakers today to introduce themselves. Jay, thanks for being here.

Jay Banks (Olli Health)

Thanks, Chelsey. My name is Jay. I’m the Head of Sales for Olli Health.

Olli Health is an AI-powered home health ICD-10 coding and OASIS plan of care quality review managed service. We have over 98% accuracy, four times faster turnaround times, and at half the cost.

The traditional models in the marketplace, we serve over 100 customers today, including CommonSpirit Health at Home as well as Interim HealthCare, which Michelle is part of as well. We’re Interim HealthCare’s preferred coding and QA partner, and we support dozens of their franchises.

So great to be with you.

Eric Steege (Olli Health)

All right, I’ll jump in next. Good morning, everyone. I’m Eric Steege, CEO of Olli Health. Jay did a great job introducing us and the company.

Excited to dive in more with Michelle and the QAPIplus team, but really excited to be here. Thank you.

Armine Khudanyan (QAPIplus)

Thank you, Eric. Hi, everyone. I’m Armine Khudanyan. I’m the CEO and co-founder of QAPIplus. I am a nurse by background, and my work focuses on helping organizations really operationalize quality and compliance by building scalable systems that drive improvement.

We really try to focus on decreasing regulatory risk and increasing patient safety. So that’s where our focus is.

Michelle Mullins (Interim HealthCare)

Hi everyone. My name is Michelle Mullins. I’m the Chief Operating Officer of Interim HealthCare of the Great Lakes and Northeast Florida.

In the year of 2025 and into 2026, we adopted both Olli Health and QAPIplus. I think you’ll see throughout this webinar today that we’re going to be able to share some real-time information with you about before Olli Health and QAPIplus and after.

So we look forward to sharing that with you today. Thank you.

Jay Banks

So we want to talk a little bit today about why insight doesn’t always lead to improvement.

Most organizations sometimes have a data problem, sometimes they have an execution problem, and sometimes it’s both.

One of the things that we try to do at Olli Health is to provide really good clinical insight in real time and identify the gaps, especially in documentation quality. And then I think Armine will talk about how, even though we’re providing that information, sometimes it’s not put into a plan for process improvement.

One of the things that happens when that insight is operationalized is that you can really change behaviors and provide direction for consistent action.

Armine Khudanyan

That’s very well said.

Clinical insight, I always think of as bringing in awareness. It tells us what’s wrong. Quality oversight is measurable improvement. It ensures that something is done about what those gaps are and what the risks are that the clinical insights surface.

We find that organizations that really move the needle connect these two pieces intentionally and in an organized, centralized way.

When we think of clinical oversight, it brings structure to what would otherwise be isolated insights. It standardizes how we evaluate performance so we’re not just relying on individual interpretation. It creates a consistent methodology.

It also creates insight beyond that individual clinician visit or that one-off finding. Clinical oversight, in an organization-wide method, allows patterns to be seen across teams, across branches, across service lines.

That’s how we move from a specific patient issue or a specific clinician issue into identifying and correcting systemic risk, which is what we want to find. We want to know across the organization where the gaps are beforehand, before they translate into an event.

And also, with accountability, this is the most important part. It drives accountability and answers who owns the process and how we’re tracking it.

Michelle Mullins

Okay, I think I’m going to jump in here.

At Interim, I want to talk a little bit about what Interim was like before Olli Health. From an OASIS perspective, plan of care review, and coding, all of that was handled internally across our teams.

When we handled that internally, we also saw that we needed a considerable number of staff members to really manage that business. So we had high staffing costs and, of course, we were seeing inconsistent results. It really depended on the quality of the team members, their coding experience, and overall that led to variability.

We also saw coding opportunities that we were missing. Comorbidities were not being coded properly. We weren’t capitalizing on other drivers within OASIS to improve case mix weight. Those opportunities were often missed or identified too late.

We also had limited visibility into how our clinicians were performing. We weren’t able to act in real time because of that lack of visibility.

And again, improving case mix weight consistently was a challenge.

Before QAPIplus, we had a quality program, but it looked different across our home care and hospice agencies. It felt different and was very manual and fragmented.

Our leaders were inconsistently executing their QAPI plans and PIPs across branches and teams. We had very limited insight not only into chart audits and supervisory visits, but also into the depth of QAPI plans and adverse events.

We didn’t have a clear understanding of how those events trended or what the real output was. It was difficult to react in real time.

Gathering data was very labor-intensive. Pulling reports and trying to aggregate data into something actionable took a significant amount of time.

Even then, it was difficult to track progress across our QAPI plan.

Jay Banks

Good call. Thank you.

One of the areas I want to touch on is the difference between Olli Health and legacy coding or QA service vendors.

In the legacy model, what we often see is that it’s human-based. And what that results in is inconsistent compliance and accuracy. As you can imagine, the more individuals you have touching the chart, the more variability you’re going to have.

It’s also often a very slow process. We sometimes see customers with turnaround times anywhere from 48 hours to even weeks. And those models are extremely expensive.

Whether the individuals doing the coding and QA are internal or outsourced, those are common issues.

In fact, I had a call earlier today with a prospective customer who is doing a great job, but their QA staff is overwhelmed. They’re in a state where they have a lot of audits and chart reviews, and it’s becoming unmanageable.

What we see is that by having Olli Health supplement or replace that process, we use AI plus certified coders, which provides consistent results. It doesn’t get tired, it works 24/7, and what that results in is faster turnaround, sometimes four times faster than traditional models, and about half the cost.

We’re really there to augment clinicians, standardize performance at scale, and do it at a level that exceeds human-only accuracy.

Eric Steege

Thanks, Jay.

At the end of the day, when you’re generating coding, OASIS recommendations, and plan of care updates, accuracy is the product.

We’re very focused on the rigor behind that. We have internal QA processes where we continuously measure and benchmark our outputs.

For example, we recode a subset of charts and compare what our AI plus certified coders produce against what our internal expert QA team produces. We score those charts and track performance over time.

We’re validating that the primary diagnosis aligns with the reason for home health, capturing all relevant comorbidities, enforcing proper sequencing and coding guidelines, and ensuring documentation supports the plan of care.

We also ensure ICD-10 specificity is at the highest level and that all diagnoses are clearly supported.

The standardized scoring system allows us to benchmark across all customers and track performance consistently.

We also look at sequencing, misdiagnosis, and what might be missing, not just what was included.

Additionally, we feed this information back into the organization. We show trends over time, highlight which OASIS items are consistently scored incorrectly, and help support targeted clinician-level education.

Jay Banks

That’s critical.

One thing we often see is missed comorbidities. That can happen for many reasons, including time constraints or documentation gaps.

We’re also working toward having external validation of our quality, not just internal benchmarks.

Security is also very important. We are SOC 2 aligned, HIPAA compliant, and from day one we’ve had certified clinical reviewers and OASIS specialists.

We’re built as an enterprise-ready solution that supports not just clinicians, but IT, compliance, and governance requirements.

Now let’s talk about clinical insight.

Our goal is not just to provide accurate charts, but to identify opportunities for improvement in real time, not retrospectively.

We’re improving OASIS accuracy before submission, identifying trends at both the clinician and organizational level, and enabling education teams to act on those trends.

We’re looking at case mix index impact and clinician performance across all key OASIS areas.

All of this feeds into a meaningful QAPI process so that organizations can act on the data and improve over time.

Eric Steege

And training is a big part of this.

One of the things customers really value is the ability to see clinician-specific insights down to the OASIS item level.

For example, if a clinician consistently scores a specific item incorrectly, we can show exactly where that’s happening and how often.

That allows for targeted education. Instead of retraining the entire OASIS, you focus on specific areas that need improvement.

Jay Banks

We also tie documentation directly to the plan of care.

We can identify gaps in problems, goals, and interventions in real time, helping ensure consistency across clinicians and compliance with survey expectations.

Plan of care is consistently one of the top deficiencies cited across accrediting bodies.

We want to reduce risk and support clinicians by providing plan of care recommendations based on documentation and referral information.

Michelle Mullins

I want to add to that.

When you think about consistency across clinicians and agencies, it’s critical to consider what happens from intake through documentation and then through coding.

The quality of documentation at every step directly impacts your ability to code accurately and achieve the level of specificity you need.

Olli can only work with the information provided, so you have to think about that operationally across the entire workflow.

Now, after implementing Olli, this is where things get exciting.

We can now see data in real time and drill down to the clinician level. The granularity of the reports allows us to pivot quickly.

We use this data in one-on-one meetings, monthly meetings, and coaching sessions.

We have immediate visibility into coding, documentation gaps, and opportunities for improvement.

We’ve shifted from manual processes to a data-driven educational approach, and that’s driving improvement in our clinicians.

We’re seeing consistent coding, better documentation, and stronger performance across our clinical groupings.

Our case mix improvements reflect that:

• Start of care case mix improved significantly

• Resumption of care improved

• Recertification improved

And what’s important is understanding both the input and output. You have to know your baseline and track performance over time.

We review this data monthly and continue to refine our approach.

The biggest shift has been moving from retrospective review to real-time insight. 

Armine Khudanyan

Thank you, Michelle.

With everything we’ve heard so far, it’s very important to recognize that organizations often already have strong clinicians and very dedicated teams. They are doing audits, and they care about quality.

The issue is that the work is happening in different places and in different formats, so there is no real connection across the organization.

There are often gaps between clinical leadership and frontline clinicians. Sometimes frontline staff don’t have visibility into quality initiatives or the metrics the organization is tracking. That creates inconsistency in how quality oversight is executed.

What QAPIplus does is bring all of that together. It connects operations, execution, and action directly into the data.

Audits don’t just identify issues. They connect directly into PIPs. That means you have clear actions, clear ownership, and defined deadlines.

You also have dashboards that show patterns as they are happening. You don’t have to wait until the end of the quarter to understand performance. As data comes in, it is aggregated automatically, so at any moment leadership has a full view of what’s happening across quality programs.

This is important because many organizations treat quality like a fire extinguisher.

An event happens, a patient is harmed, or there’s an ADR, and then the quality program activates. The goal with QAPIplus is to move away from that model and instead weave quality into daily operations.

So now, through audits, pre-bill audits, ADR reviews, and other workflows, organizations are proactively evaluating themselves before someone else does.

At any given time, a clinical leader can identify their top opportunities for improvement.

Everything starts with data capture.

QAPIplus digitizes and standardizes how organizations capture data. This systematic approach is critical.

As a clinician, I always say one of the most powerful ways to improve patient safety is through proper incident management at the bedside.

This is something Michelle has done very well, really driving adoption of structured data capture within her organization.

Capturing data in a meaningful way often requires involving the patient directly.

I understand it can be challenging to ask clinicians to use another system or application, but this is where organizations gain significant value.

One example is severity tracking.

When a clinician reports an incident, they can assign a severity level, which automatically notifies the appropriate leadership team. That ensures events don’t fall through the cracks and follow-up happens immediately.

Even small actions during documentation can have a large impact.

For example, during medication reconciliation, a clinician may confirm that the medication list says two tablets and the bottle says two tablets. But if the patient says they only take one tablet and sometimes take the second later, that behavior may not seem critical at the moment.

However, in certain cases, that behavior could lead to a serious event.

Capturing that information in real time reinforces correct behavior for the patient and allows the organization to intervene early.

That is why data capture is so important. It drives both patient awareness and organizational awareness.

Once the data is captured, analysis happens.

And this is where we see a major shift.

Many organizations spend most of their time compiling data. They’re pulling reports, building spreadsheets, and preparing presentations.

That means their time is spent organizing data instead of interpreting it.

QAPIplus changes that.

All of the analysis is automated. Data from incidents, audits, KPIs, and other sources is aggregated in real time.

When teams come together for QAPI meetings, the data is already there.

Instead of starting with “what happened,” the conversation starts with “what are we going to do about it.”

That’s a fundamental shift.

It moves organizations from reporting mode to decision-making mode.

The most important part of any quality program is turning insight into action.

With QAPIplus, we’ve introduced AI-supported Performance Improvement Plans.

Instead of starting from scratch, the system analyzes your goals, your performance, and where gaps exist, and then generates suggested interventions.

Teams can review those suggestions, modify them, remove what they don’t need, and add their own.

But the key is what happens next.

Each action is assigned to someone. It has a deadline. It is tracked.

The system sends reminders when actions are due.

When teams come back together, they can clearly see:

• What was completed

• What was not completed

• What impact those actions had

This is where accountability happens.

Improvement is no longer a discussion. It becomes a managed process.

And because everything is visible, nothing gets lost.

From action, we move into improvement.

QAPIplus strengthens compliance across all programs, not just QAPI, but infection control, emergency management, and more.

When data is centralized, organizations can see risk across the entire system.

For example, something as simple as an incorrect patient address might seem like a minor issue, but when similar incidents appear across multiple departments, patterns emerge.

That’s where true risk mitigation happens.

Organizations can identify trends, understand root causes, and allocate resources where they are needed most.

This is where leadership should be spending their time.

And this is also where the mindset shift happens.

Quality oversight should not feel like extra work. It should feel like the work that protects the organization, protects clinicians, and protects patients.

The cost of not doing it is always higher than the time invested upfront.

With that, I’ll turn it back over to Michelle to share what this looked like after implementing QAPIplus.

Michelle Mullins

After implementing QAPIplus, our quality program became much more structured.

The data is continuous and visible across all of our branches.

We now have what I would describe as a connected ecosystem across the organization.

From a process perspective, everything is centralized and easier to manage.

Before a survey, organizations typically scramble to prepare. With QAPIplus, we are ready at all times.

Our data is organized, accessible, and easy to present.

Surveyors have responded very positively to this structure.

Visibility has been one of the biggest improvements.

Instead of digging through data, our leadership team can see dashboards and scorecards in real time.

This allows directors and managers to act immediately and make adjustments within operations.

QAPI is the heart of the organization. It defines how you deliver care.

With QAPIplus, we can respond in real time without spending time aggregating data manually.

Consistency has also improved significantly.

Workflows for audits, supervisory visits, and adverse event tracking are now standardized.

We’re not just performing audits because we have to. We’re performing audits that are meaningful and aligned with areas that need improvement.

We’ve also adopted QAPIplus for adverse event tracking instead of relying solely on our EMR.

The level of detail captured allows us to better understand root causes and improve operations.

We can now respond quickly, reduce risk, and improve patient outcomes.

Efficiency has improved as well.

We’re spending less time gathering data and more time analyzing and acting on it.

Accountability has become much clearer.

Leaders know what they own, what needs to be done, and when it needs to be completed.

And they are using that information to guide education and team discussions.

Trending data is another key improvement.

Instead of manually tracking trends, the system does it automatically, allowing us to pivot quickly when needed.

Overall, QAPIplus has made our organization feel more organized, our education more targeted, and our operations more proactive.

Michelle Mullins

To jump into adoption and change management and what drives real results, I think this is really a team effort.

When we adopted both Olli Health and QAPIplus, I think it’s important to be realistic about what to expect during implementation.

At the beginning, there is a lot of excitement. We were all saying, “This is going to change us. This is going to be amazing.”

And it has changed us. We love that.

But I do want to caution everyone to be realistic about true change management.

There is always an initial dip.

Productivity may decrease. There may be friction as processes change. You’re rethinking how you move a plan of care through your agency, how coding works, how adverse events are documented.

It’s a real change, and it takes time.

You also need to be thoughtful about how you introduce these changes to your clinicians, whether it’s documenting adverse events in a new system or adjusting workflows.

What really helps with adoption is focusing on the outcome.

It’s about being organized. It’s about being ready. It’s about mitigating risk. It’s about coding to the highest specificity.

Those are all critical elements in running a home health or hospice agency.

As teams start working with the system, they begin to understand why the change was made.

We started hearing feedback like:
“Wow, we feel more organized.”
“We have better data.”
“We can see trends in real time.”

Workflows begin to feel easier, and clinicians start to trust the insight and feel supported.

We’ve been live for about eight months with both solutions, and we’re now seeing what that looks like in terms of long-term success.

For us, it’s a partnership.

It’s about how we work with QAPIplus and Olli Health, how we communicate, and how we continue to refine the way we use the solutions.

We’ve had great collaboration with both teams.

For example, we worked with Eric on refining reporting, and the team responded quickly to improve that functionality.

That continuous feedback loop is one of the most valuable parts of the partnership.

Armine Khudanyan

That’s really great, Michelle.

I want to reinforce the idea of normalizing that initial dip.

It’s important to expect that there may be a temporary slowdown in productivity.

Leadership needs to anticipate that and protect time for adoption.

One of the most important strategies for successful implementation is not overreacting to early friction.

Friction is expected. Change is uncomfortable.

I’ve heard from many organizations that initially struggled with adoption, and then six months or a year later they say:

“I don’t even remember how we used to do this before.”

They would not want to go back.

That’s because once the system is integrated and the value is realized, it becomes part of how the organization operates.

When leadership supports that transition and sets expectations, it creates psychological safety for teams.

It allows clinicians to work through the discomfort of change instead of abandoning the process too early.

Jay Banks

I completely agree.

Having been on both the provider side and the technology side, I’ve seen this firsthand.

I was there when organizations transitioned from paper to electronic medical records.

The biggest skeptics at the time are now the biggest advocates.

You couldn’t take those systems away today.

That’s why leadership communication is so important.

At Olli Health, we often use a pilot process to help organizations get comfortable with the solution, build trust, and understand how it fits into their workflow.

We also maintain ongoing communication with our customers to share data, identify opportunities, and continue improving together.

Technology is not plug-and-play.

It requires leadership, alignment, and reinforcement to deliver results.

This final slide really represents what we’ve been talking about.

This is how insight becomes improvement.

We’re providing real-time clinician-level feedback and identifying trends at both the clinician and organizational level.

That information is then used by Michelle and her team to take action.

That might be targeted education, process improvement, or broader organizational initiatives.

In some cases, it may be focused on a specific group of clinicians. In other cases, it may be organization-wide.

That’s how insight feeds into QAPIplus and drives continuous improvement.

Armine Khudanyan

That’s very well said.

When organizations can identify clinical gaps in a proactive way, they are able to protect both their clinicians and their patients.

That’s ultimately the goal.

Improvement should flow from leadership to clinicians to patients, creating a cycle that continuously reinforces itself.

Jay Banks

We want to thank everyone for your time today.

If you have any questions, feel free to submit them.

Otherwise, we will follow up with all attendees.

We appreciate the opportunity to talk more about quality improvement and how Olli Health, QAPIplus, and Interim HealthCare are working together.

Armine Khudanyan

Thank you, everyone, and thank you so much, Michelle, for sharing your experience.

Michelle Mullins

Thank you, everyone. Thank you so much for inviting me. This was really great.

Eric Steege

Thank you, Michelle.