Week 11 Final Project: Project & Resource Management For Hea

Week 11 Final Project: Project & Resource Management for Health Services Organization

What is strategic improvement, and how is it related to overall management in HSOs? As you have examined throughout this course, health care administrators face a very challenging task when managing the business needs and necessary operations to propel an HSO forward in the marketplace. Responding to both internal and external factors, health care administrators must consider the effects of implementing necessary projects or resources not only as a response to these factors but also to contribute to organizational sustainability.

Thus, health care administrators must assess, evaluate, and execute those strategies that most align to the business needs required by the HSO. This week, you examine strategic improvement as you develop evaluation plans for accountable care organizations (ACOs) for your Final Project. You consider implementation for ACOs as part of a process evaluation plan and reflect on how evaluation plans are related to the business strategies of ACOs.

Paper For Above instruction

Introduction

Strategic improvement is a fundamental component of effective management within Health Services Organizations (HSOs). It involves systematically analyzing, planning, and executing strategies aimed at enhancing organizational performance, quality of care, and financial sustainability. In the evolving landscape of healthcare, particularly with the advent of value-based care models such as Accountable Care Organizations (ACOs), strategic improvement becomes vital for organizations aiming to adapt and thrive (Longest & Darr, 2014). This paper explores the concept of strategic improvement, its relationship with overall management in HSOs, and specifically its application to developing evaluation plans for ACOs.

Understanding Strategic Improvement in HSOs

Strategic improvement in HSOs is a continuous process of aligning organizational resources, processes, and objectives with overarching goals such as patient outcomes, cost containment, and regulatory compliance (Chassin & Loeb, 2013). This process encompasses identifying gaps between current and desired performance, implementing targeted initiatives, and evaluating their effectiveness (Nolan, 2007). Importantly, strategic improvement is not a one-time activity but an ongoing cycle that requires leadership, data-driven decision-making, and stakeholder engagement.

The relationship between strategic improvement and overall management in HSOs is symbiotic. Effective management provides the foundation for strategic initiatives, ensuring they are integrated into operational routines (Porter & Lee, 2013). Conversely, strategic improvement efforts inform management decisions, leading to organizational agility and responsiveness to external pressures such as policy changes, technological advancements, and patient expectations (Clark et al., 2013).

Strategic Improvement and ACO Development

Within the context of ACO formation, strategic improvement involves designing and implementing evaluation frameworks that assess the impact of the ACO on organizational performance. Developing an evaluation plan includes establishing clear objectives, selecting appropriate measures, and determining data collection methods that align with both the organization’s strategic goals and the requirements of the ACO model (Long or et al., 2014).

For example, if an HSO aims to reduce hospital readmissions as part of its ACO strategy, the evaluation plan must specify metrics such as 30-day readmission rates, patient satisfaction scores, and total cost savings. These measures serve as feedback mechanisms, guiding management to refine care coordination strategies, enhance provider engagement, and optimize resource utilization (Porter & Lee, 2013).

Implementation of Evaluation Plans

Implementing an evaluation plan for an ACO involves systematic data collection, analysis, and reporting. Data sources may include electronic health records, claims data, patient surveys, and provider feedback. The selection of measures should prioritize validity, reliability, and relevance to strategic objectives (Longest & Darr, 2014). The timeline for implementation typically encompasses initial setup, ongoing data monitoring, and periodic review phases (Nolan, 2007).

Challenges in adherence to timelines include data interoperability issues, resource constraints, and resistance to change among staff. To address these, organizations can adopt strategies such as phased implementation, stakeholder training, and leveraging health IT systems for real-time data collection (Clark et al., 2013). Opportunities include identifying early wins and fostering a culture of continuous improvement.

Contribution to Management Feedback Loops

An effective evaluation plan functions as a feedback loop, enabling management to assess whether strategic initiatives are achieving desired outcomes. This iterative process supports data-driven decision-making, fosters accountability, and facilitates course correction when necessary (Porter & Lee, 2013). For example, if evaluation indicates persistent high readmission rates, management can implement targeted interventions, reassess their effectiveness, and adjust strategies accordingly, ensuring alignment with the organization’s mission of improving patient care and reducing costs.

Alignment with Organizational Mission

Aligning the evaluation plan with the ACO's mission is essential for ensuring that strategic improvement efforts support core organizational values and goals. This alignment ensures that performance measures not only reflect clinical and financial metrics but also embody the organizational commitment to quality, equity, and patient-centered care (Chassin & Loeb, 2013). To achieve this, the evaluation framework should incorporate stakeholder input, policy considerations, and benchmarks aligned with the organization’s strategic vision.

Conclusion

Strategic improvement represents a dynamic approach to managing and advancing HSOs, especially amid changes brought about by models like ACOs. Developing comprehensive evaluation plans that are tightly integrated with organizational strategy is critical for monitoring progress, making informed adjustments, and ultimately ensuring organizational sustainability. When management continuously assesses and refines their strategies based on rigorous evaluation, they foster a culture of learning and adaptability, securing long-term success in a competitive healthcare environment.

References

  • Chassin, M. R., & Loeb, J. M. (2013). High-reliability health care: Getting there from here. The Milbank Quarterly, 91(3), 459–490.
  • Clark, J., Singer, S., Kane, N., & Valentine, M. (2013). From striving to thriving: Systems thinking, strategy, and the performance of safety net hospitals. Health Care Management Review, 38(3), 193–204.
  • longest, B. B., Jr., & Darr, K. J. (2014). Managing health services organizations and systems (6th ed.). Baltimore, MD: Health Professions Press.
  • Nolan, T. W. (2007). Execution of strategic improvement initiatives to produce system-level results [White paper]. Institute for Healthcare Improvement.
  • Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care. Harvard Business Review, 91(10), 50–70.
  • Rouse, M. J., & Daudelin, M. W. (2019). Strategic management of health care organizations: Concepts and cases. Jones & Bartlett Learning.
  • Vogus, T. J., & Rothschild, J. (2019). Healthcare high reliability organizations. BMJ Quality & Safety, 28(12), 1120-1124.
  • Weiner, B. J., & Alexander, J. A. (2018). Toward a theory of organizational readiness for health care improvement. Implementation Science, 13(1), 1-13.
  • Desai, R. J., & Grand, D. A. (2020). Evaluation of health interventions. JAMA, 324(5), 459–460.
  • McConnell, K. J., et al. (2014). Evaluating implementation and ongoing use of health IT. Medical Care Research and Review, 71(4), 400–417.

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