Competing Vision of Health Care Administration among Stakeholders - Literature review Example

? Competing vision of health care administration among stakeholders Health care administration is a very crucial aspect in ensuring that the community benefits from quality hospital services (Edwards, 2010). For any health care facility to thrive in satisfying the consumers, its leaders (the health care administration) have to be at the forefront of all its strategic visions. Essentially, health administration acts as the focal point to the day-to-day operations of a hospital or health care facility (Birk, 2010). This paper therefore aims to provide a thorough comparison and contrast of health care administration among stakeholders. Health care entails provision of health services to human beings (Edwards, 2010). Having quality health care services is important for patients and in raising the reputation of hospitals. That is, this subject is highly essential in ensuring that patients get access to the best services (Edwards, 2010). However, as clarified earlier, for the hospitals to achieve this goal, its leaders have to play a huge role in the daily operations of hospitals. It is worth noting that different health care stakeholders in hospital administration share different competing visions, which bring in a subject of great concern in the standards at different hospitals (Edwards, 2010). One of the subjects that the administrators have varied sets of views about is on health care insurance reforms particularly. These reforms are very important in reducing the amount of charity care and Medicaid expenses (Edwards, 2010). The president of the Center for Studying Health System Change, Mr. Ginsburg indicates that there is variable uncertainty on the expected hospital reforms. That is, it is unfeasible to have a simple and fast reform on insurance of health care. Additionally, he says that the aforementioned reforms will vary from state to state and that there are great chances of hospitals experiencing high growth in number of patients that go for Medicaid (Edwards, 2010). However, Ginsburg goes ahead to pointing out that, sooner rather than later, hospitals are going to face significant changes in delivery of care. Precisely, he warns that, with better coordination of care, then, there is a very good chance for hospital care to undergo a decline in the near future (Edwards, 2010). On the other hand, the president and chief executive officer of the American Hospital Association, Umbdenstock’s standing point on the same subject is that, the reforms will aid in accelerating the improved coordination of care. However, the major worry according to him is on whether health care delivery can supply access for the newly insured Americans so that they can benefit from the care at the right place and time (Edwards, 2010). Umbdenstock clarifies that hospitals have highly advanced delivery systems and electronic medical records, which are very crucial in implementation of the insurance reforms (Edwards, 2010). He ascertains that hospitals should not wait for the health insurance reformation projects to develop, instead, they should build out some capabilities that will aid them to adapt into those projects (Edwards, 2010). Ginsburg concurs with this notion and says that it is important for hospital administrators to get a head start and find ways that will aid in meeting the demand for hospitalization of the newly insured people. It is vital to note that there a significant number of areas where the respective stakeholders in health care share conflicting visions. One of these areas is on financing of the health care reform project where Kirkpatrick laments the reduction of the finances from 71 cents before the reforms to the current values of 69 cents on the dollar (Edwards, 2010). In contrast, Ginsburg seems to reside with the current finance offered by the federal government. He says that the country’s fiscal outlook is grim to a state where it is foolish for one to think that public spending on health care will be insulated from it (Edwards, 2010). This conflicting issue reveals itself on the fact that, two years after implementation of the reforms, the budget had rose from 71 cents to 85 cents on the dollar. However, due to those conflicts among different stakeholders, the budget declined 69 cents, which greatly affected the delivery of care. Another crucial subject in the visions of different health care administrators is about accountability on the day-to-day operations of a hospital (Birk, 2010). Particularly, the subject of evidence-based decision-making approach in health care management brings different visions about accountability. Evashwick states that, the government has been raising the need for health care administrators to document whatever is being done in their respective health care centre, along with clarifying why it is done (Birk, 2010). Evashwick contends other health care administrators enhance the subject of accountability for the sake of promoting health status of the society at large (Birk, 2010). Essentially, Evashwick stresses that, in delivery of health care, it is important that the evidence-based concept be infused into community benefit initiatives (Birk, 2010). However, she continues by clarifying that although this is a great idea towards promoting the health standards of the society, there is sincerely no need for major investments. Instead, much more emphasis should be laid on existing data and research materials. This information will play a very huge role in practicing the evidence based health care accountability concept thus lowering the need for using a lot of money in implementing the subject. Generally, Evashwick says that health care centers should focus on going with what they currently know and tap it into the evidence-based learning, which is to offer significant benefits to the society without any major investments (Birk, 2010). Michael Bilton, the co-founder and executive director of the Association for Community Health Improvement of the American Hospital Association agrees with the key concepts brought out by Evashwick (Birk, 2010). He indicates that going with what the health care industry knows, saves not only the energy and resources of hospitals but also guarantees the accountability efforts are not wasted. Inman, the director of the department of Spectrum Health’s Healthier Communities further agrees with the idea behind Evashwick and Bilton. He says that, since we are living in a data driven world, then, instead of investing much on new data, the health care industry can just slice apart the existing one and look and the disparities (Birk, 2010). Drilling down those disparities will aid in focusing on areas that make more sense to the community needs. However, Inman has a contrasting vision as he indicates the need for some dollars to be spent and monitored to guarantee that they are having a positive impact on the community. This contrast has greatly created quality health care delivery to the community needs by the Spectrum Health Community program (Birk, 2010). References Birk, S. (2010). The evidence Based Road: Available data can drive successful community benefit programs. Retrieved from http://content.ebscohost.com.library.gcu.edu:2048/pdf25_26/pdf/2010/HEX/01Jul10/54906489.pdf?T=P&P=AN&K=54906489&S=R&D=bth&EbscoContent=dGJyMNHX8kSeqLI4v%2BvlOLCmr0uep7RSrq%2B4TbWWxWXS&ContentCustomer=dGJyMPGusUuxp7dOuePfgeyx44Dt6fIA Edwards, R. (2010). Access: Reform will boost health care coverage, but the consequences won't be nearly as cut and dried as you might expect. Retrieved from http://content.ebscohost.com.library.gcu.edu:2048/pdf23_24/pdf/2010/HHN/01Aug10/53067812.pdf?T=P&P=AN&K=53067812&S=R&D=a9h&EbscoContent=dGJyMNHX8kSeqLI4v%2BvlOLCmr0uep7RSrqm4SbWWxWXS&ContentCustomer=dGJyMPGusUuxp7dOuePfgeyx44Dt6fIA Read More