2017 ANNUALQUALITY REPORT

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Healthcare is in a constant state of change. In 2017, a mandate from the new administration was to repeal the Affordable Care Act, which was partially successful with the passing of the American Health Care Act of 2017 (H.R. 1628). The Avamere Family of Companies will continue our nimble response to these changes ensuring the continued success of our businesses, delivering of quality care and outcomes, and advancing our mission to enhance the life of every person we serve.

In addition to adjusting to the political winds, our services are beginning to feel the impact that Baby Boomers will have on the post-acute continuum. The Avamere Family of Companies has taken many steps to prepare for and meet the change in demands and needs of this unique demographic. We deployed advanced care delivery models and succeeded in innovative reimbursement models such as Bundled Payments for Care Improvement and Comprehensive Care for Joint Replacement Model, moving our businesses from volume-based care to value-based care.

Two of our companies, Avamere Living and Infinity Rehab, partnered with IBM on a cutting-edge research project that lays the groundwork for installing and leveraging the internet-of-things (IoT) in post-acute care centers and senior living facilities, and using machine learning for predictive patient care. This project continues our commitment of utilizing technology and upgrading our systems for more precise care and smarter post-acute solutions. Most importantly, the leadership of Avamere spent a significant amount of time and resources in 2017 re-engaging with our most important resource — our employees. A central pillar to our operations is our people. It is my personal mission that over the next few years, Avamere will become the sought-after employer for caregivers, CNAs, RNs, social workers and the many other careers that make our sector of the healthcare industry a dynamic, impactful and fulfilling place to work.

Gary Wart, CEOAvamere Family of Companies

AVAMERE FAMILY OF COMPANIES

MISSION

To enhance the life of every person we serve

CORE VALUES

Integrity above all elsePassion for the quality of people’s livesQuality that is obviousInnovation, not emulationA culture of trust and respectReaching to learn, grow and embrace changeTeamwork, camaraderie and fun!

MISSION and CORE VALUES

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Patient Days and Visits

Senior Care and Living Options Across the Continuum

Dedicated Employees

States Where Our Services are Available

YOUR LIFE. OUR COMMITMENT.The mission of the Avamere Family of Companies is to enhance the life of every person we serve. Founded in 1995, we began as a single nursing facility in Hillsboro, Oregon. Today, the Avamere Family is comprised of Avamere Living, operating independent living, assisted living, memory care, skilled nursing, and transitional care facilities; Signature Healthcare at Home, specializing in home-based services and primary and palliative care; and Infinity Rehab, providing contract rehabilitation and outpatient therapy.

AVAMERE FAMILY OF COMPANIES

8,1093.39M

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SILVER BRONZE

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AVAMERE LOCATIONS

INFINITY REHABCONTRACTS

SIGNATURE AGENCIES

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1,301,406Patient Days in 2017

Avamere Living is a leader in advancing post-acute care practices and health care management services. Our innovative, nimble approach to care delivery allows us to strategically respond to the evolving needs of America’s seniors.

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AVAMERE LIVINGFounded in 1995, Avamere began as a single nursing facility in Hillsboro, Oregon. Today, we operate 33 skilled nursing facilities, 15 assisted and independent living communities, and three free-standing memory care buildings across four states.

Using an interdisciplinary team approach to healthcare promotes an organized, competent, and compassionate continuum of care. We have established strong relationships with our healthcare and community partners for improved communication and transitions across care settings for patients we serve. It is through this team approach to healthcare that we promote and sustain healthier communities.

BY THE NUMBERS

4,606 93.4%97%Clinicians and Support Staff

Avamere Living is a leader in advancing post-acute care practices and health care management.

Customers Rated Our Services as Good or Excellent

Avamere Living is a leader in advancing post-acute care.

Employees RecommendAvamere as a Good Place to Work

Post-acute care practices and health care management.

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In early 2017, Avamere, Infinity Rehab, and IBM announced a research partnership focused on applying advanced analytics to Avamere patient and resident data to generate new insights into reducing unnecessary hospital readmissions, create predictive interventions, and gain deeper understanding of therapy practice outcomes.

De-identified data for the project was collected from over two years of historical Electronic Medical Records (EMR) and claims data across 33 skilled nursing facilities as well as five months of data from hundreds of ambient sensors installed in Avamere skilled nursing and independent living facilities. Wearable sensors were integrated into therapy sessions. These multi-point sensors collected over three million data points covering areas of interest such as movement, air quality,

gait analysis, factors that could lead to fall risk, and daily activities, including personal hygiene, sleeping patterns, incontinence and trips to the bathroom.

The greatest value in the data collected lies in the insights to be gained by connecting the dots between data sets to create a high-resolution view of the patient experience and its effect on outcomes. The more information that is captured and analyzed, the better prepared Avamere can be to improve outcomes for residents and patients.

For instance, by analyzing data collected around someone’s sleep patterns, we could see that on a specific day the patient did not sleep their normal amount, and therefore might be at a

COGNITIVE ELDER CARE RESEARCH

CMS 5-STAR RATING

AVAMERE’S OVERALL RATING INCREASED IN 2017 TO 3.44 COMPARED TO 3.03 IN 2016.

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COGNITIVE ELDER CARE RESEARCH

Room Movement

Right Care and Resources at the Right Time

Predictive Care Delivery

Improved Quality of Daily Life

Room Temperature

Therapy Activity

IBM Analysis

PATIENT INFORMATION OUTCOMES DATA

AVAMERE ACHIEVED A 75% INCREASE IN TOTAL 5-STAR BUILDINGS IN 2017.

greater risk of falling. Knowledge such as this can help us intervene before an adverse event. Adding an additional layer of non-invasive patient and resident monitoring will help us bridge an information gap that exists in almost every healthcare setting.

The research project continues as Avamere and IBM data researchers make sense of the information gathered. This could pave the way for precision delivery of post-acute care by making connections between seemingly disparate patient data and activities of daily living and applying the learnings to current models of care.

75%

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ALTERNATIVE PAYMENT MODELS: PREPARED FOR THE FUTUREThe Avamere Family of Companies predicted significant changes to the health care operating environment more than 15 years ago. Adopting a continuum of care model and building community-centered care networks has fostered alignment between consumer expectations and our products and services. Our predictions and early planning efforts aligned with the Institute for Healthcare Improvement’s Triple Aim – improving outcomes, controlling costs, and improved patient experience.

In June 2014, Avamere Living was selected by the Centers for Medicare and Medicaid, becoming one of few post-acute care providers in the Pacific Northwest and Western/Mountain regions to join Bundled Payment for Care Improvement (BPCI). Healthcare providers participating in BPCI assume financial risk for entire episodes of care, compelling providers to work more closely with community health partners to coordinate care to produce quality and cost-effective outcomes.

As an Awardee Convener, we agreed with CMS to coordinate care for Medicare patients in the BPCI Initiative. Avamere spent four years developing care tools designed to improve outcomes, enhance patient care quality, improve the patient experience, and lower Medicare costs. Through a financial reconciliation process with CMS, we have to date assumed financial risk for over 3,500 Medicare patients for a broad array of clinical conditions for 90-day episodes beginning with the initiation of post-acute care services after an acute care hospitalization.

Avamere skilled nursing facilities (SNF) who entered BPCI did so to practice bearing risk, develop insights and competencies in managing post-acute episodes, and earn financial incentives for successful care innovations. These SNFs are now better prepared for CMS surveys tracking 100-day re-hospitalizations, controlling Medicare Spending Per Beneficiary, and strengthening patient referral relationships based on demonstrated accountability and efficiency.

OVERALL 30-DAY REHOSPITALIZATION RATE

OVERALL SUCCESSFUL DISCHARGE TO COMMUNITY

AVAMEREAVAMERE PEERSPEERS

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15%

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13.9%70%

17.3%

54%

Compared to our peers, Avamere’s rate of successful discharges to the community means more of our patients are able to return home after a post-acute episode.

Compared to our peers , more Avamere patients are able to achieve their healthcare goals and remain stable after returning home.

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BETTER, FASTER, MORE COST-EFFECTIVEAvamere’s investment in quality and care re-design showed significant results in 2017. Compared to our peers, Avamere transitional care facilities are more efficient – costing less to payors, and more effective – patients maintaining results after discharge. Among select Avamere short-stay buildings, e discharged 24 percent more patients to the community than our peers, while our potentially preventable 30-day post-hospital discharge readmission rate was 13.9 percent compared to the national average of 17.6 percent. The biggest surprise is that our overall Medicare spending per beneficiary is approximately $12,500 less than our national peers. All this, despite a rise in acuity and medically complex patients entering our services.

We achieve this through coordinated discharge planning, leveraging our partnerships across the continuum of care, and adherence to Quality Assurance and Performance Improvement (QAPI) protocols. Our process improvement measures also include standardizing data collection to help us gain insights into trends across the patient population we serve. By studying these trends, we develop advanced care practices promoting faster recoveries for reduced risk of re-hospitalization at a lower cost to Medicare.

OVERALL MEDICARE SPENDING PER BENEFICIARY IS

APPROXIMATELY $12,500 LESS THAN

OUR NATIONAL PEERS.

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360,000+Patient Visits by Signature in 2017

Signature Healthcare at Home is a leader in home-based care services. Our comprehensive team approach allows patients to live, heal, and transition in the comfort of their home.

SIGNATURE HEALTHCARE AT HOME Since 2006, we have broadened our services from just home health to include hospice, home care, palliative care, in-home provider services, and now in some locations, pediatric care. It has been challenging to convey our collective strength and breadth of home-based care services using different brand names.

Beginning in 2018, Signature Hospice, Home Health and Home Care will continue to deliver the same quality, coordinate care our clients and community partners know so well under the new name Signature Healthcare at Home. This captures the core of our business: to deliver quality care and outcomes wherever our clients call home. Our new slogan, Care Where You Are, takes our purpose a step further because it reinforces that Signature Healthcare at Home cares deeply about

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BY THE NUMBERS

1,176 96%10,500+Clinicians and Support Staff

Patient Hours Provided by Hospice Volunteers in 2017

Employees Recommend Signature as a Good Place to Work

where our clients want to receive quality care and where they want to be in their health.

Signature Healthcare at Home offers five lines of personalized services to help people stay in the place they call home. Signature Hospice provides compassionate services for individuals at the end of life at home, or in a care facility. Signature Home Health serves individuals in need of temporary rehabilitation

and nursing care who want to live as fully and independently as possible. Signature Home Care services support individuals who need help managing daily activities like bathing, dressing, and housekeeping as well as more complex levels of care for people with medical concerns. Signature House Calls relies on the training and skills of Nurse Practitioners to deliver primary and palliative care services when and where appropriate.

OUR QUALITYSIGNATURE PROVIDER PROGRAM

Signature’s nurse practitioner program provided over 16,000 in-home primary care visits during 2017 across Idaho, Oregon, Utah, and Washington – many in rural areas. Through our Signature Provider Program, we have entered agreements with specific physician clinics to serve patients that due to geographical location lack adequate access to primary care services. Signature Nurse Practitioners collaboratively co-manage geriatric patients to help them remain in their preferred setting, reduce anxiety around healthcare decisions, and promote healthier communities. Our primary and palliative care models focus on a personalized aging experience designed

to deliver the necessary care when and where the patient needs it most. Through this progressive model, Signature is invested in providing patient advocacy, on-going support, education and disease process monitoring in the community and home to keep people out of the hospital and keep them in their home.

For example, 80 percent of our primary care patients are discharged back to their home or senior living community. In 2017, our re-hospitalization rates under our provider program where we had a nurse practitioner present four days a week was a stunningly low seven percent for 30-day all cause readmissions.

www.signaturehch.com

VALUE BASED PURCHASING: THE FUTURE OF CARE DELIVERY

By 2022, CMS plans to make value-based purchasing (VBP) mandatory for all home health agencies. VBP is a new care evaluation and payment system administered by CMS designed to provide better patient care and outcomes at a reduced cost. Intended to move agencies from the traditional fee-for-service model to an outcomes-based model, the VBP scoring system incentivizes agencies to do better while also sharing risk. The highest scoring agencies will receive the maximum payment reward of eight percent. Low-scoring agencies face eight percent penalties. Nine states are currently piloting this program, one of which Signature has operations – Washington. The VBP scoring system is comprised of 20 specific measures divided into four sections: Outcome measures, process measures, home health CAHPS survey start ratings, and agency-reported measures.

VBP impacts our Washington operations, but Signature has taken the value-based principles and applied them to our entire organization. All Signature agencies focus on the same quality, outcomes, process and survey measures even though we are not being reimbursed for it (except in Washington). The business case for this is because VBP will become the nationwide standard.

The patient case for adopting VBP company-wide is much more important: it helps us achieve consistent and quality outcomes for the populations we serve. The heavy focus on outcomes and process are patient-centered, which aligns with our approach to home-based care. Signature is excelling within VBP not because it will be the rule. We do it because it s the best are for patients.

We have exceeded VBP benchmarks not just in Washington but on a national level. For example, according to publicly reported data, Signature is a 4-star rated organization overall.

QUALITY OF PATIENT CARE

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PATIENT SYMPTOMS ASSESSMENT

HOSPICESignature continues to be a sought after home-based solution to post-acute care for many reasons, but mainly for the quality outcomes and compassionate bed-side care our clinicians, and support staff provide. Additionally, Signature Hospice volunteers provided over 10,000 hours of bedside companionship during 2017.

Hospice quality scores show we do really well with symptom control when patients enter hospice. According to quality metric data, 85 percent of the time we provide more requent bedside care in the last seven days of life, far exceedng our regional and national peers. These visits from Signature social workers, chaplains, and aides are important to reducing patient and family concerns, ensuring comfort, and alleviating anxiety as the patient transitions.

Most of Signature Hospice agencies rank in the 99th percentile in discussing preferences

for life-sustaining treatments. Preferences for life-sustaining treatments include prehospital do-not-resuscitate orders and the use of CPR, medical interventions, antibiotics, and medically administered nutrition and hydration during end-of-life care.

Honoring preferences for life-sustaining treatment is an important quality measure we report to the public and CMS. Achieving good control for pain and other symptoms of end of life process is validation that we honor and respect each individual and do all we can to provide care where the patient wants to be and when they need it. The actions we take are proven in our nationally benchmarked patient symptom assessment scores.

Preparation, planning, and a comprehensive team approach to bedside Hospice care helps everyone involved to normalize events, routines, and promote autonomy so each participant can focus on what is important.

PATIENT METRIC

SIGNATURE HOSPICE

NATIONAL

Pain 99.9% 51.2%

Nausea 99.4% 28.5%

Shortness of Breath 99.3% 39.7%

Anxiety 99.5% 34.5%

Words

NO ONE DIES ALONE

SIGNATURE HEALTHCARE AT HOME

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OVER 200 NODA HOSPICE VOLUNTEERS IN 2017

In addition to Signature’s Hospice volunteer program, we also support None One Dies Alone (NODA), which serves hospice patients throughout the country. NODA is founded on the simple idea that no one is born alone, so in the best of circumstances no one should die alone. For 14 years NODA has provided the reassuring presence of a volunteer companion to dying patients who would otherwise be alone.

Jim Pfiefer, NODA Program Director for Signature, has led the program in the Portland

metro area since 2008. He oversees over 200 volunteers that provide approximately 500 hours of compassionate bedside care for Hospice patients without family or friends in 2017.

NODA is a program we support because of its vital importance to the communities we serve and beyond. The program is available to all and is not dependent on the participation in a particular Hospice. We look forward to helping Jim expand the reach of the program throughout the Portland Metro in 2018.

As Signature continues to grow, both in the services we offer and in the number of communities we serve, it is increasingly important that our referral sources and clients have a clear understanding of who Signature is.

We are excited to continue to deliver quality care and outcomes as Signature Healthcare at Home. Signature is bringing healthcare home so people can heal, live, and transition in the comfort of their home surrounded by the people they love.

1,724,505Patient Visits in 2017

Vision Statement – Infinity Rehab will lead a post-acute care revolution by relentlessly pursuing unparalleled quality, value, and patient, customer, and employee experience. We will create an irresistible culture that inspires individuals to grow as leaders, clinicians, and innovators.

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www.infinityrehab.com

BY THE NUMBERS

2,327 98.9%99%Clinicians and Support Staff

Customers Strongly Agree or Agree that Infinity Rehab Always Delivers on what we Promise

Employees Would Recommend Infinity as a Good Place to Work

INFINITY REHABTRUE TO OUR ROOTS

Infinity Rehab is a leading provider of clinically intensive, comprehensive physical, occupational and speech therapy in sub-acute and long-term care environments. Founded and led by a team of therapists, we know firsthand what it takes to run a successful rehabilitation department. Our clinicians treat patients in over 220 facilities across 14 states that cover the entire post-acute care continuum, which includes inpatient, outpatient, home-based care, long term acute care, assisted living and independent living.

For nearly 20 years, Infinity Rehab has worked to improve the health of patients and the efficacy of precision-delivered therapy systems. Combining a data-driven, analytical approach with practical, clinical experience we make smart clinical and operational decisions o help manage risk across the continuum of care.

Infinity Rehab is driven by a simple saying: Be true.

• True to our patients: provide them with knowledge, control, and encouragement as they journey through a transformation into strength and resilience.

• True to our business partners: share risk, reward and resources to achieve success. • True to our employees: promote a collegial atmosphere that encourages innovative

thinking, continuous learning and intelligent assessment and growth of our clinical talent

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TRUE TO OUR PATIENTS: PHYSICAL THERAPYBy 2018, at least 50% of U.S. health care reimbursement payments will be linked to quality and value. A growing body of evidence suggests that the amount, intensity, and variability of high intensity practice and ambulation exercises are important factors that contribute to improvement in walking function. Improved walking function can result in decreased re-hospitalizations, falls, and even improvements in non-walking tasks such as standing balance, and transfers.

Throughout 2017, the Infinity Rehab Quality and Clinical Outcomes team, operational leadership, and therapy clinicians continued implementing

evidence-based interventions, such as the Six Minute Walk Test and Gait Speed trials, designed to increase the intensity of rehabilitation and promote enhanced movement for better patient outcomes.

New to our growing cache of standardized interventions is High Intensity Stepping (HIT). HIT promotes maximal repetitions of stepping practice, maintains high aerobic intensity, and walking activities under challenging conditions. Variability in task, environment, and movement are incorporated throughout the intervention.

A typical HIT treatment session targets three to five variable walking tasks each lasting less than five minutes, with less than 25 percent of time devoted to fast forward walking and less than 25 percent of total therapy activity during the week devoted to stair training. While HIT does not require a harness system for body weight support or fall-catch, it is recommended as it allows us to progressively challenge participants and ensure safety during training. During initial tests, therapists utilized the LiteGait in over 75 percent of HIT therapy sessions.

The HIT pilot used broad inclusion criteria, with goals not to find the ideal candidates, but to assess safety and feasibility in Infinity Rehab’s larger complex patient population. Greater than 80 percent of participating patients had a secondary cardiac diagnosis, 80 percent had at least mild cognitive involvement, and greater

than 70 percent had a history of orthopedic surgery, degenerative arthritis, or sciatic pain. Therapy staff encountered common barriers such as patient refusals or lack of patient engagement, physical deconditioning, frequent pain reports, infection or illness, and many other issues familiar to daily practice. The rehabilitation team found creative solutions to deliver HIT doses of walking practice within the constraints of normal practice setting.

Practicing challenging activities, such as HIT, in large doses increases the biomechanical demands of walking and leads to positive changes in walking outcomes without devoting large amounts of therapy time to transfer training or standing balance activities. Using therapies such as HIT can lead to better outcomes and the patient’s ability to walk independently in the community.

GAIT SPEED vs HIT

EVALUATION DISCHARGE CHANGE

3.02.52.01.51.00.5

0.98 1.03

2.01

0.85

1.87

2.73

The HIT group started from a comparable baseline to the average Infinity Rehab patient. At discharge, the HIT group is over two minimal clinically important differences (MCID).

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INFINITY NORMS

HIT

INFINITY NORMS

HIT

SPPB vs HIT

EVALUATION DISCHARGE CHANGE

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In looking at Short Physical Performance Battery (SPPB), with similar baseline evaluation scores, the HIT group is two MCIDs over company averages at discharge and places the group well over the established falls risk cutoff of six points.

TRUE TO OUR PATIENTS: SPEECH-LANGUAGE PATHOLOGYMentorship is central to the longevity and success of Infinity Rehab therapists. For the past seven years, a group of seasoned Speech-Language Pathologists (SLP), along with operational leaders within Infinity Rehab codified and expanded a very successful mentorship program that supports Speech-Language Pathologist Clinical Fellows (SLP-CF). The American Speech-Language-Hearing Association (ASHA) has a set of requirements that each SLP-CF needs to meet to transition from student to practitioner. Requirements include 1,260 hours of clinical experience, 80 percent of which is spent in direct clinical contact, and mentoring by an ASHA certified SLP.

Infinity Rehab took the ASHA SLP-CF mentorship framework and ran with it. Over 100 touchpoints and 30 milestones between mentor and mentee are tracked over a coordinated 9-month calendar. SLP-CFs are guided on everything from proper documentation to the latest in evidence-based interventions such as trialling meta-cognitive strategy interventions. Telesupervision plays

an important role in connecting mentors with SLP-CFs serving in rural locations. The program allows for a structured yet personalized SLP-CF experience, which in turn reassures participants that they have ready access to supervision and expertise. This has helped patients in remote locations to gain access to speech therapy that they otherwise would have been without.

The goals of the Infinity Rehab SLP-CF Mentorship program are to provide strong and available support to CFs while meeting state and ASHA guidelines as well as meeting CF goals. Other goals include encouraging clinical strength, strong documentation skills, and professional independence. Upon completing the program, SLP-CFs immediately add value to their teams and are further encouraged to grow as leaders within their speech programs. Ultimately, participants gain a heightened awareness of the profession, the care settings they serve, the dedicated culture of Infinity Rehab, and are inspired to deliver quality care.

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TRUE TO OUR PATIENTS: OCCUPATIONAL THERAPYA component of Infinity Rehab’s overall clinical strategy is to help patients be more active and involved with their own care. Patients who are more engaged have better outcomes and an improved quality of life. Developing a clinical initiative focused on patient self-management begins with figuring out how to successfully measure the concept of self-management.

The Quality Innovations Team, with input from key clinicians throughout the organization, created the Patient Self-Management Assessment scorecard. Used by Occupational Therapists, this tool is a series of three, eight-item, patient report measures that focus on the patient’s perceived confidence (self-efficacy) with daily activities and medication management and their ability to participate in social roles and responsibilities.

Some patients overestimate their abilities, and their confidence is higher than is safe for them given current medical diagnosis. Information gathered through the scorecard helps occupational therapists to quantify the mismatch between the patient’s perception and their actual ability. The standardized test provides a framework for setting patient goals.

Through this tool, engaged patients will maintain a stronger attachment to their therapy, and experience greater value, trust and quality in their care – which leads to higher satisfaction and empowerment and an improved patient experience.

TRUE TO OUR BUSINESS PARTNERSAs healthcare reform expands, more providers are impacted by the urgent need to achieve the triple aim – managing healthcare costs, producing better patient outcomes and creating better patient experiences. This evolution continues to accelerate as CMS expands innovative value-based reimbursement programs such as Bundled Payments for Care Improvement (BPCI) and Comprehensive Care for Joint Replacement (CJR).

As an experienced partner of the largest BPCI post-acute provider Awardee Convener, Infinity Rehab developed care redesign strategies to close gaps in care, accelerate and sustain functional outcomes, and reduce re-hospitalizations and avoidable adverse events. As a result, Infinity Rehab helped our post-acute partners achieve sustained financial success under BPCI. We also work closely with our partners helping them turn market intelligence into actionable data. Infinity Rehab positioned them as preferred post-acute providers within their networks, which allows them significant gain sharing opportunities.

Our therapists’ willingness to adopt improved standards of care and our collective drive toward standardizing outcomes measures positions our organization for success in bundled payment environments. As more of our customers enter into these arrangements, Infinity Rehab therapists and operational leadership are prepared to meet even higher expectations regarding patient outcomes.

INFINITY REHAB PARTNERS BENEFIT FROM:

• A Clinical Intelligence model with advanced treatment approaches that provide predictive analytics and accelerated, sustainable outcomes.

• Care coordination to reduce adverse events by improving patient transitions and closing known gaps in care.

• Data management, data analytics, and opportunity analysis for optimal gain sharing and market position.

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TRUE TO OUR EMPLOYEESSince 2014, the leadership team at Infinity Rehab has worked to prepare its workforce to change from volume-based care to value-based care. Driven to remain the employer of choice in post-acute care rehab, Infinity Rehab has progressively advanced our people strategy to adapt to dynamic business needs with great success. Infinity Rehab conducted research with Bersin by Deloitte that demonstrated best-in-class practices among mid-market companies for talent development in the areas of Alignment between Leadership and Strategy, Learning Culture, Critical Talent Development, Front-Line Manager Development, Succession Management Conversations, and Performance Management.

Infinity Rehab’s effort started by creating a formal leadership academy program based on the notion that clinicians are experts in their field, are approachable, effective communicators and when empowered, are able to act as role models, motivating peers toward clinical greatness. We expanded from the academy’s original focus on training highly qualified managers to offering leadership skills development to all employees. Employees are now required to document real-time examples of how they are deploying the five practices of exemplary leadership in their day-to-day work. Managers are expected to offer regular feedback, effectively creating a sustained loop to assure that each employee is truly supported in their efforts.

These insights and strategies have uncovered talent emerging throughout the organization, allowing us to challenge individuals in real-time to develop their own leadership skills in a way that is most meaningful to them while exposing them to real-life business and clinical challenges to solve. It is a win-win-win for the employee, the organization, and the patients and customers we serve.

The greater health care industry is beginning to take notice of our people success; Infinity Rehab was invited to present on the topic of “High-Impact People Development” at the Institute for Healthcare Improvement (IHI) National Quality Forum in December 2017 and the American Physical Therapy Association (APTA) Combined Sections Meeting.

A COMPANY OF LIFE-LONG LEARNERS

For 12 years, Infinity Rehab has hosted thousands of clinicians at our annual Continuing Education Symposiums. Attendees learn from industry leaders about cutting-edge clinical practices, develop key leadership skills, earn contact hours, and network with peers. In addition to the Symposiums, our clinicians have free access to hundreds of courses through CEU360. We are dedicated to growing leaders, clinicians, and innovators.

486 OTs353 COTAs

585 PTs 476 PTAs

335 SLPsOT PT SLP

THERAPIST MIX

COMPLIANCE LEADS TO CLINICAL QUALITYThe Avamere Family of Companies Compliance Program is committed to continuous quality improvement. Its purpose is to assist the organization in spotting errors in processes and prevent small problems before they become large ones. Our compliance team works with operations leaders and support staff to identify, prevent, detect and mitigate compliance risks as we pursue clinical quality.

One of the primary objectives is to provide direction, guidance, and resources to each business line. The Avamere Family of Companies bases the program on a framework that includes the Seven Elements of an Effective Compliance Program -- factors that help to prevent, detect and deter potential compliance risks across the system.

The seven elements are:

1. Standards and Procedures 2. Oversight 3. Education and Training 4. Monitoring and Auditing 5. Reporting 6. Enforcement and Discipline 7. Response and Prevention

In 2017, Avamere Rehabilitation of Eugene was honored by the Oregon Patient Safety Commission for their strong patient safety work. The skilled nursing facility was recognized for having made an outstanding commitment to transparent communication with patients and families, actively engaging with Oregon’s Patient Safety Reporting Program, and dedicating time and resources to addressing healthcare-associated infections through ongoing quality improvement work.

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TWITTER: @SIGNATUREHCH

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TWITTER: @AVAMERE

INFINITY REHAB

SIGNATURE HEALTHCARE AT HOME

AVAMERE

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25115 SW PARKWAY, SUITE BWILSONVILLE, OR 97070503-570-3405

AVAMERE FAMILY OF COMPANIES