You Will Fill The Role Of A Newly Hired Quality Executive

You Will Fill The Role Of A Newly Hired Quality Executive At A Midsize

You will fill the role of a newly hired quality executive at a midsized health system. The health system has developed a bad reputation for a lack of quality in the care provided to patients. The board of directors is looking to you to lead efforts in the organization becoming an accountable care organization (ACO). You will begin to prepare for your final project with this unit’s assignment. You are asked to use the scenario described above to create an elevator speech.

Regardless of whether you are a new executive or a mid-level professional, it is always good to have an elevator speech ready. You never know when you need to make professional small talk with the company president in between meetings or in the elevator. The elevator speech is a great way to begin a strategic planning project because it is a simple layout of your plan and on what you are working. Write an elevator speech that answers the following questions: What project are you working on? What immediate goals for strategic planning have you set in this phase, and why are they important? (Be sure that the listeners to your elevator speech understand the benefits of strategic planning.) What internal and external factors have you identified that will help enhance strategic planning?

What do you need from the higher-level executive? (What is your “ask”?) Your response should be a minimum of 500 words. Harris, J. M. (Ed.). (2018). Healthcare strategic planning (4th ed.). Chicago, IL: Health Administration Press.

Paper For Above instruction

As the newly appointed Quality Executive at a midsized health system, I recognize the urgency and importance of transforming our organization into a high-quality, accountable care organization (ACO). Our recent reputation has been marred by perceived lapses in quality care, which directly impacts patient satisfaction, operational efficiency, and financial sustainability. Today, I want to briefly outline the strategic project I am spearheading to address these challenges, our immediate goals, the factors influencing this initiative, and what support I seek from leadership to ensure success.

The core project I am working on involves establishing our health system as a fully accountable care organization. Transitioning to an ACO model aligns with current healthcare trends emphasizing value-based care, patient-centeredness, and cost containment. This strategic shift aims to improve care quality, reduce redundancies, and foster a culture of continuous improvement. Our overarching goal is to enhance patient outcomes while controlling costs, which ultimately restores public trust and strengthens our competitive position in the healthcare landscape.

In this initial phase, our immediate strategic planning goals include conducting a comprehensive assessment of current care delivery processes, identifying gaps in quality metrics, and engaging stakeholders across clinical and administrative departments. These goals are crucial because they establish a clear baseline for measuring progress, foster staff buy-in by involving those on the front lines, and allow us to tailor interventions that are both effective and sustainable. By setting these tangible objectives early, we ensure alignment with long-term vision and demonstrate quick wins that motivate ongoing efforts.

Strategic planning is reinforced by various internal and external factors. Internally, our committed clinical leadership, data analytics capabilities, and existing quality improvement initiatives provide a strong foundation. Externally, the evolving healthcare policy environment, driven by CMS incentives and penalties, increasingly favors ACOs. Patient demographics, including an aging population with complex health needs, and community health priorities also shape our approach. Recognizing these factors allows us to design adaptable strategies that capitalize on strengths and mitigate barriers—transforming challenges into opportunities for improvement.

To ensure the success of this transition, I am requesting support from our executive leadership team. Specifically, I seek your commitment to allocating resources—both financial and human—to support staff training, data infrastructure upgrades, and stakeholder engagement activities. Additionally, your endorsement of this strategic shift will help foster organizational alignment, motivate teams, and overcome resistance. I also need your guidance on establishing accountability for progress monitoring and embedding a culture of continuous quality improvement. Your active involvement and support will be pivotal in driving this transformation forward and realizing our shared goal of delivering exemplary, value-based care.

In summary, this project aims to elevate our health system’s quality standards by adopting a patient-centered, value-driven approach through the ACO model. Our immediate actions focus on assessment, stakeholder engagement, and setting clear benchmarks. Supported by internal strengths and external policy trends, and with your leadership backing, I am confident we can rebuild our reputation, improve patient satisfaction, and achieve sustainable excellence in care delivery.

References

• Harris, J. M. (2018). Healthcare strategic planning (4th ed.). Chicago, IL: Health Administration Press.
• Centers for Medicare & Medicaid Services (CMS). (2023). Accountable Care Organizations. Retrieved from https://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/ACO
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• Shortell, S. M., & Marsteller, J. A. (2010). Developing and implementing accountable care organizations: The experience of the Oklahoma-based Oklahoma Health Care Authority. Health Affairs, 29(5), 877–882.
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