Strategic implementation and accountability: the case of the long-term care alliance

• Published in: Healthcare quarterly (Toronto, Ont.) Vol. 13; no. 2; p. 44
• Main Authors: Seaman, Al, Elias, Maria, O'Neill, Bill, Yatabe, Karen
• Format: Journal Article
• Language: English
• Published: Canada 2010
• Subjects: Community Networks - organization & administration; Efficiency, Organizational; Humans; Ontario; Organizational Case Studies; Quality of Health Care; Residential Facilities - organization & administration; Social Responsibility; Ontario
• DOI: 10.12927/hcq.2013.21668
• ISSN: 1710-2774

A group of chief executives of long-term care homes formed an alliance in order to tap the resources residing within their management teams. Adopting a strategic implementation project based on a framework of accountability, the executives were able to better understand the uncertainties of the environment and potentially structure their strategic implementation to best use scarce resources. The framework of accountability allowed the homes to recognize the need for a strong business approach to long-term care. Communication improved throughout the organizations while systems and resources showed improved utilization. Quality became the driving force for all actions taken to move the organizations toward achieving their visions.