For CFOs in healthcare, navigating today’s environment means balancing immediate financial pressures with the long-term need for sustainability. Rising labor costs, shifting reimbursement models and demands for greater transparency are forcing financial leaders to look more closely at how every investment results in better financial outcomes.
A recent report from the National Association for Healthcare Quality, an organization where I proudly serve as CEO, brings renewed attention to one area that has often been under-leveraged in financial strategy: the healthcare workforce. We call this the ROI-Q Report—the title is spot on.
NAHQ’s ROI-Q report presents a detailed analysis of how structured workforce alignment around quality and safety functions can lead to measurable gains—not only in care outcomes but also in financial performance.
I’ll make it simple.
The key takeaway for finance leaders is that quality-related investments, when approached programmatically and supported by clear workforce strategies, can deliver returns beyond compliance or risk mitigation. The data proves this.
Historically, many quality initiatives in healthcare have been approached as individuals, tackling one issue at a time, often without integration into systemwide operations or financial planning. While these efforts have value, they often fail to generate broad impact or long-term savings. The ROI-Q report shares that systems may benefit from a more strategic, scaled approach, one that defines workforce roles and competencies related to quality, aligns staff training accordingly, and tracks improvement across clinical and operational metrics.
From a financial perspective, this approach offers several advantages:
- Resource Optimization: By clarifying roles and responsibilities related to quality, organizations can reduce duplication, target learning investments and better utilize staff.
- Reduced Variability: Standardized workforce practices help decrease performance variability across departments, which in turn improves consistency in care delivery and can reduce costly errors or inefficiencies.
- Demonstrated ROI: There were multiple examples of organizations reporting quantifiable returns from quality-focused workforce alignment, including reductions in avoidable harm and lowered operational waste.
This isn’t a model that only works at large systems. Systems of all sizes have applied structured workforce development approaches to support broader financial goals. In smaller settings, even incremental changes—such as clearer role expectations or more targeted upskilling—can help stretch limited budgets and staff capacity further.
The key consideration is not just whether to invest in quality and the workforce, but how to do so with intention and accountability. With a clearer view of how these areas intersect, leaders can more confidently evaluate quality initiatives based on measurable impact rather than assumptions or external mandates.
In a time when every dollar is scrutinized, aligning workforce strategies with quality goals may offer one of the most underutilized paths to improving both care outcomes and financial health. For leaders focused on sustainable performance, this alignment is not just operationally sound—it’s fiscally responsible.
Stephanie Mercado is CEO, National Association for Healthcare Quality.