5. Provider of choice in the market
In an increasingly competitive healthcare environment, organizations must earn their position as the provider of choice in their communities. This means delivering high-quality care, offering services that align with market demand, building brand recognition and fostering trust with patients, residents and the broader community.
Achieving this status requires more than strong clinical performance. Organizations must differentiate their services, deliver consistent value and invest strategically in marketing, branding, patient experience and community outreach.
Building brand loyalty and public trust is essential, not optional. Organizations that neglect their reputation risk losing market share and long-term relevance, which can ultimately threaten financial sustainability.
6. Positive workplace culture
Culture drives performance. Healthcare organizations thrive when they foster environments that attract and retain mission-driven, compassionate professionals. A positive workplace culture improves retention, reduces burnout and enhances both employee and patient and resident satisfaction.
This culture starts at the top and is reinforced by every leader across the organization. It includes transparent communication, recognition of staff contributions, support for well-being and a shared sense of purpose.
Organizations with toxic or indifferent cultures will struggle to compete for talent, maintain service quality or fulfill their mission. Investing in people should be a top priority for all organizations.
7. Consistent investment in physical plant
Facilities are more than buildings; they are reflections of an organization’s values and readiness. Successful healthcare providers consistently invest in their physical plant to maintain safety, functionality and aesthetic appeal.
This includes both maintaining existing infrastructure and planning for future needs. A 5- to 10-year rolling capital plan is essential to ensure funding is available for maintenance, upgrades or expansion.
Organizations that defer maintenance or ignore capital planning risk creating unsafe environments, losing patients and residents to competitors or incurring unexpected costs. Routine assessments and long-term planning will help avoid surprises.
8. Productive communication between finance and operation
Finance and operations must work hand in hand. In high-performing organizations, these teams collaborate on budgeting, forecasting, performance tracking and operational decision-making. This ensures that resources are used effectively and that financial insights inform real-time action.
When finance and operations are siloed, disconnects emerge, budgets aren’t followed, forecasts are off and decisions are made in a vacuum. Productive communication ensures alignment and enables a more agile, data-informed organization.
Shared dashboards, regular cross-functional meetings and mutual accountability are keys to success and help organizations stay aligned and responsive in a dynamic environment.
9. Proactively monitoring financial performance
Strong organizations don’t wait for month-end reports to spot trouble. They monitor key financial and operational indicators in real time, identify variances quickly and take corrective action early.
This requires robust financial reporting systems, clearly defined metrics and a culture that values data-driven decision-making. Dashboards, KPIs and real-time alerts empower teams to act timely and with confidence.
Organizations that rely on delayed or incomplete financial data risk falling behind and deteriorating margins. Being proactive protects margins, supports growth and ensures sustainability.
10. Appropriate level of patient and resident engagement
Healthcare organizations broadly:
Achieving meaningful patient engagement across the healthcare continuum is essential for improving health outcomes, enhancing satisfaction and ensuring timely and efficient care delivery. But fostering engagement is complex. The more actively patients and their families or caregivers participate in care and decision-making, the more likely they are to experience better results.
Clear, consistent and compassionate communication is foundational. High-performing organizations prioritize transparency and patient education, ensuring individuals understand their care plans, options and responsibilities. This supports shared decision-making, builds trust and empowers patients to take ownership of their health.
Technology can further support these efforts. Tools such as telehealth, mobile apps and patient portals improve access, convenience and transparency. At the same time, organizations must address barriers such as low health literacy and digital gaps. Leading organizations implement thoughtful communication strategies tailored to the diverse needs of their patient populations.
Senior services organizations specifically:
For senior services providers, resident engagement is equally critical and must be calibrated to fit the organization’s structure, culture and resident population. High-performing organizations strike the right balance: offering opportunities for resident input, maintaining open communication and being transparent about changes that impact daily life or services.
When resident engagement is too limited, trust erodes and satisfaction declines. When it is too broad or unmanaged, leadership decisions can be delayed or derailed. The key is finding an engagement model that fits your organization’s mission, population needs and governance structure.
Whether through advisory councils, town halls, surveys or direct outreach from leadership, strong organizations provide residents with meaningful ways to share feedback and stay informed. When residents feel heard and respected, organizations benefit from higher satisfaction, stronger mission alignment and a more resilient community culture.
