Analysis of a Pertinent Healthcare Issue
Analysis of a Pertinent Healthcare Issue: Develop a 3- to 4-page paper, written to your organization’s leadership team, addressing your selected national healthcare issue/stressor…
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Analysis of a Pertinent Healthcare Issue
Paper details
Develop a 3- to 4-page paper, written to your organization’s leadership team, addressing your selected national healthcare issue/stressor (SEE attached article as reference to this paper) and how it is impacting your work setting. Be sure to address the following:
- Describe the national healthcare issue/stressor you selected and its impact on your organization. Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization).
- Provide a brief summary of the two articles you reviewed from outside resources on the national healthcare issue/stressor. Explain how the healthcare issue/stressor is being addressed in other organizations.
- Summarize the strategies used to address the organizational impact of national healthcare issues/stressors presented in the scholarly resources you selected. Explain how they may impact your organization both positively and negatively. Be specific and provide examples.
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Solution
Analysis of a Pertinent Healthcare Issue
Nurses play a crucial role in running the operations of healthcare organizations. The appropriate number of nurses in a facility improves patient safety, reduces mortality rates, and enhances patient outcomes. However, nurse shortages have been a major health stressor across the United States, affecting us as an organization. Unfortunately, this crisis is set to continue in the years ahead, requiring over 1 million registered nurses by 2030 to meet the rising needs of the patients (America Nursing Association, n.d).
Our organization has experienced a nurse shortage following fewer registered nurses and physicians graduating from learning institutions and an increased number of retiring professionals leaving positions that need to be filled. Specifically, the facility has only hired and recruited 3 nurses last year, while 5 physicians and nurses have left, retired or placed a retirement notice.
Nonetheless, during the Covid 19 pandemic, several employees left the facility following sickness, fear of contamination, and work pressure. While we are still recovering from the effects of the pandemic, the organization has adopted new ways of operation, among them working with inadequate staff members. As of February 2022, the facility had seven specialists, fourteen primary physicians, and 18 nurses, including seven nursing practitioners. While the facility can operate with this number, it is still inadequate, considering it serves approximately 100 patients daily. In this regard, the health providers in the facility are more likely to work inefficiently due to the working conditions.
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One of the main reasons the problem should be addressed is that it increases the healthcare providers’ burnout rates, affecting patient care delivery. According to Broome and Marshall (2021), fewer nurses and physicians are more likely to suffer burnout with more providers leaving their positions. Specifically, the remaining staff is left to pick up the work left which is a burden to their current duties. In some cases, the facility hires another provider who is qualified for the position, which reduces this burden. However, in some cases, the organization does not find qualified personnel in time, creating work overload on the remaining employees.
In the Covid 19 period, the facility reported the highest burnout rates, where 90% of the healthcare providers reported the same. This high burnout rate resulted from an increased number of patients in the facility, where these providers had to work overtime to meet the patients’ needs. Nonetheless, this burnout was associated with overwhelming high levels, especially at the beginning of the Covid 19 pandemic, where they were not well versant with the virus.
Second, the insufficient number of healthcare providers increases the patient’s length of stay in the facility, increasing healthcare costs, holding up resources, and heightening the chances of patients getting hospital-acquired illnesses affecting the patient’s health negatively. As a result, the facility is more likely to readmit patients due to complications arising from their experiences. Nonetheless, it creates more waiting time for patients in need of emergency care, affecting the quality of care provided to the patients. For healthcare providers to meet these demands, they are forced to work for long hours under strenuous conditions, which leaves them tired.
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Suppose these working conditions remain in place for a long time, healthcare providers are prone to chronic fatigue, which reduces their passion for their profession and they feel less motivated to fulfill their duties (Auerbach et al., 2018). It also increases their chances of making errors in diagnosis and treatment, posing a risk to the patients. As a result, the patient care does not meet the required standards. Medical errors, overcrowding in emergency rooms, and death are often a result of nurse burnout, which can be prevented by having a sufficient number of healthcare providers.
According to the World Health Statistics Report, there are 3.9 million nurses in the United States (Norful et al., 2018). Additionally, the American Nurses Association highlights that registered nurse jobs will be the highest throughout 2022, compared to other professions across the United States. These employment opportunities are projected to grow 9% faster than other occupations (America Nursing Association, n.d).
However, despite the increased job opportunities, there is a shortage of professionals with the necessary skills. Approximately 275,000 nurses are needed between 2020 and 2030 to meet the projected increase in patient needs. At a national level, the main issues behind nurse shortage are high turnover rates, inequitable workforce distribution, and a lack of potential educators (American Association of Colleges of Nursing, n.d.)
Norful et al. (2018) highlight higher healthcare demands with the increased number of the aging population. The United States currently has the highest number of people over 65 years than any other time in history. As of 2019, many baby boomers reached the age of retirement, which raised the aged population to 71 million compared to 41 million in 2011. In this regard, healthcare providers may strain while addressing these patients’ multiple, recurrent conditions.
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Additionally, the country’s workforce is aging with an increasingly aged population, including healthcare providers. A report by America Nursing Association (n.d) shows that as of 2019, there were over one million registered nurses who were over 50 years. Approximately one-third of healthcare providers will have retired in the next ten to fifteen years. Nonetheless, nurse faculty will also reduce soon, which means there will be inadequate resources to train nurses and a limitation to the number of nurses an institution can generate.
A high patient-to-nurse ratio reduces the effectiveness of patient care, which is the primary healthcare goal. As a result, different organizations have implemented different initiatives to address the problem. Edward Hospital adopted Telehealth to reduce the number of patients visiting the facility, which reduces the providers’ workload. Specifically, patients with chronic conditions monitor themselves from home and consult the providers on any problem they may have remotely, and only visit the facility when necessary. This initiative has helped reduce emergency visits and free up resources for patients who need urgent care.
Additionally, Advocate Christ Medical Center provides competitive salaries, benefits packages, bonuses, and allowances to their health providers. As a result, they can easily recruit new employees and provide benefits that motivate them to provide healthcare to patients. Although they have long working shifts, they are paid extra hours at a double rate per hour. This initiative has attracted more health providers in the facility and retained the existing ones, making it easier to deliver patient needs. It has also helped address nurse shortages as more providers are employed and a low turnover rate.
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Our organization would benefit from these initiatives. Currently, the facility has implemented Telehealth to address nurse shortage. While it has been effective, it is still not the most suitable solution because the workload is still there. In this regard, nurses and physicians have to address the needs of patients visiting the facility while also addressing the needs of those receiving health remotely.
Nonetheless, while recent changes have been to allocate a few nurses to deal with remote patient care, it has created nurse shortages by reducing the number of nurses in direct care. Therefore, one of the best approaches to this problem is to train nurses on these technologies to enhance collaboration in patient care, reducing workload in the facility (Broome & Marshall, 2021).
On the other hand, providing competitive salaries would help acquire the right talent and reduce the turnover rate, which would help address the nurse shortage in the organization. However, it would lead to increased financial costs to maintain these providers in the facility. As a result, the facility may have to reallocate funds meant for operational purposes to pay these providers, especially during overtime, which disrupts its operations and financial positions.
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References
- America Nursing Association. (n.d.). Nursing shortage outlook. ANA. https://www.nursingworld.org/practice-policy/workforce/nursing-shortage-outlook/
- American Association of Colleges of Nursing. (n.d.). The American Association of Colleges of Nursing (AACN). https://www.aacnnursing.org/Portals/42/News/Surveys-Data/Vacancy18.pdf
- Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
- Auerbach, D. I., Staiger, D. O., & Buerhaus, P. I. (2018). Growing ranks of advanced practice clinicians — Implications for the physician workforce. New England Journal of Medicine, 378(25), 2358-2360. https://doi.org/10.1056/nejmp1801869
- Norful, A. A., De Jacq, K., Carlino, R., & Poghosyan, L. (2018). Nurse practitioner–physician Comanagement: A theoretical model to alleviate primary care strain. The Annals of Family Medicine, 16(3), 250-256. https://doi.org/10.1370/afm.2230
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