Healthcare Quarterly

Healthcare Quarterly 13(2) March 2010 : 44-48.doi:10.12927/hcq.2013.21668
Managing Smarter

Strategic Implementation and Accountability: The Case of the Long-Term Care Alliance

Al Seaman, Maria Elias, Bill O'Neill and Karen Yatabe


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.



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