Q 1 The vital duties offered by the board improve the effectiveness of health management. The responsibilities involve; the board articulates, envisions and focus on implementation of the institution’s objectives, operations and vision. The board ensures high levels of performance in the executive organization. It focuses on the performance of the hospital employees. The board also ensures good care of the patients and statures financial committee equally (Biggs, 2004). The board must ensure vital financial duties for the organization’s fiscal health. Problematic issues arise when the board tries to achieve the break-even instead of making a profit. Profit adds value to the organization.
Nevertheless, the organization goes into a downward spiral without operating capital to invest in the future. The board focus on ultimate duties for itself. The board executes serious work to appraise their performance. The board monitors the quality management in order to offer quality health care services to patients (Biggs, 2004). The health care organization provides quality health care that the regular person can manage to pay for and visit the physician. The board monitors the healthcare through the real practices of competition.
Q 2 The board needs to know that the joint commission improves quality health care to the public. The board also needs to know that the accreditation and certification of the joint commission tops in health care organization countrywide. This symbolizes quality health care delivered by the organization. The organization shows commitment to meet certain activity values. The joint commission is vital in reviewing institution’s activities in reaction to sentinel events. The process of accreditation allows the joint commission to deliver accreditation reviews and unplanned announcement reviews (Biggs, 2004). Unplanned activities including severe mental injury, death or disasters define a sentinel event. The phrase involves all the process disparity where the reappearance carries an important opportunity of serious adverse results.
Q 3 In my opinion, the board should involve in financial management to make a profit. This is because over the past couple of years, an increased number of patients and different chronic diseases have developed. The board needs to purchase equipment and skills to treat the patients. Financial management provides the opportunity for better health care. This decreases the number of deaths and better education offered to the patient to reduce the diseases. Today, the direct competition between physicians and hospitals turns to absolute warfare. The increase in retaliation by the hospital against physicians brings the idea of the market, which determines the future of health care.
The future involves profit ambulatory medical centers, clinical hospital and agency ancillary facilities. These centers require technology obtained from the market; therefore, capital adds value in health care (Biggs, 2004). The board should limit the hospital free cash flow and bottom line, which increases dependence on clinical specialties. The board should also limit physicians who wait in line for their turn at clinical service improvements. The hospital capital budget should have a strategic way of accessing. The board should access governance events beyond financial issues to involve the quality of patient health care.
Q 4 There are trends that drive revenue and profit as well as donate development to sense of restlessness among physicians and their will to venturing profit. The ratio analysis of physician evaluates the financial performance (Biggs, 2004). An increase in the number of doctors delays and denies managed care repayments and increased pressure and costs of managing business. The continuing costs of misconduct coverage premium result to strong negative influence in health care. In the past two years, medicines, advanced technology and procedures control the change from inpatient and outpatient medical process.
The trends add profit for both physicians and for profit organizations. These alarms profit and non-profit hospitals that compete for long-term financial practicality. The Congress and agencies track industries’ concern of the long-term capability of non-profit healthcare organizations to offer good-quality services. Agencies have a long-term horizon, whose moratorium considers a relatively short-term event (Biggs, 2004). The agencies wait for opportunities in the hospital. Nevertheless, non-profit hospitals consider this opportunity and appraise practical outreach to their doctor communities.
Biggs, E. (2004). The governance factor: 33 keys to success in healthcare. Chicago: Health