Stakeholder care decisions primarily based what works well

Stakeholder Groups

Reason

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Patients including immigrants and
refugees

Patients are key stakeholders with the most to lose or
gain. They both pay for our health care system and they are also the end-user
of it. Heartland Health Centers organizes numerous programs for immigrants
and refugees. They provide interpretation services for 35 languages. Patients
possess immense knowledge because of their experiences. Hence, they have high
interest. In relation to power, they have a considerable amount of power too
as 51% of the directors are active patients.

Health care policymakers at the
Federal, State, and local levels
 

Each agency makes legislation, policies and programs to administer
health insurance plans and deliver health care. Policymakers in all the three
levels make evidence-based health care decisions primarily based what works well
and what does not. They plan public health programs, design health insurance coverage,
initiate wellness programs etc.
Heartland Health Centers being a federally qualified
center have an ongoing quality assurance program, provide a sliding fee
scale, provide health insurance coverage, treat patients regardless of the
ability to pay or their insurance status, conduct wellness programs and
receive grants based on Section 330. The Health Resources Services
Administration (HRSA) which oversees all FQHCs nationally, evaluating them in
19 areas. In the most recent review the HRSA awarded Heartland 19 points out of
19. They have also been named a Quality Leader by HRSA.

Payers, such as employers, insurers and donors (other than
policymakers)

Health insurance coverage by
public or private insurers play a significant role in influencing an
individual’s decision about his or her diagnostic and treatment choices.
The percentage of patients by insurance at Heartland Health Centers are as
follows: Medicaid at 53%, Uninsured at 32%, Medicare at 10% and Private
insurance at 15%.
The donors at Heartland Health Centers include foundations
such as Blue Cross and Blue Shield of Illinois foundation, CVS Foundation,
McCormick Foundation Cubs Care etc. Contributions from Advocate Illinois
Masonic Medical Center, Weiss Memorial Hospital, Rush University Medical
Center, Chicago Community Development Corporation, Illinois Primary Health
Care Association, Norwegian American Hospital etc.

Health care professionals:
Clinicians and their professional associations

Clinicians are at the heart of medical decision-making at Heartland
Health Center just like most organizations. These stakeholders are frontline
health care workers as they offer health care services directly to the
patients. This group consists of doctors, nurses and other health care providers.
They are regulated by provincial/territorial legislation. The two largest regulated
groups are of doctors and nurses. They have high power especially because of the
demand of health care personnel and the interest is a little bit to the
higher side because of the organization’s effort to motivate them through
intrinsic stimuli.

Partner organizations, such as hospitals and schools

Partnering organizations often have a broad view of what
is causing problems and can help in decision-making to improve health
outcomes. Heartland Health Centers is known for partnering with Advocate
South Suburban Hospital, Thresholds’ mental health center, Trilogy Behavioral
Health, Hibbard Elementary School, Senn High School,
Kilmer Elementary School, Roosevelt High School, Sullivan High
School and Uplift Community High School.

Manufacturers: Pharmaceutical, Medical devices,
Biotechnology, distributor/wholesaler

The
manufacturers often possess unique information about their products and
the price and supply often determines the amount of resources to be used.

 

            All
the above-mentioned stakeholder are active participants in the fulfillment of
the organizational mission and they interact in a collective way such that the
organization provides accessible high-quality care to the communities they
serve. Their power and influence are described in Appendix 1. The stakeholders
can be mobilized to meet the organization’s strategic objectives. The patients
should be encouraged to provide feedbacks based on their experience both good
and bad. The clinicians should be motivated using intrinsic stimuli. With the
collaboration with the partners, the organization can increase their community
involvement, outreach and also be a part of advocacy groups which will have the
power to influence the healthcare policymakers in order to achieve an
affordable, high-value health care system and help the organization to meet its
goals. An apt advocacy plan will
be able to identify needs for political support; it will have the power to raise
awareness in the community and to influence improvement strategies which would include
mobilizing resources for programs conducted by the organization.