Discussion Response: Healthcare Issue/Stressor – COVID-19

Discussion Response: Healthcare Issue/Stressor – COVID-19 – Explain how their chosen national healthcare issue/stressor may also impact your work setting and what (if anything) is being done to address…

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Discussion Response: Healthcare Issue/Stressor – COVID-19

Paper details

I am responding to my colleague’s discussion article titled:

‘The Covid-Discussion 1’ see file in the Additional Materials box.

I also provided my discussion article in the Additional Materials box. A list of resources also in Additional Materials box.

Explain how their chosen national healthcare issue/stressor may also impact your work setting and what (if anything) is being done to address the national healthcare issue/stressor.

I have attached my initial discussion to help with the comparison of my work setting to my colleague’s work setting. Kindly use at least 1-2 of the resources provided in the ‘Additional Materials box’

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Solution

COVID-19 Response

Covid 19 had adverse impacts on healthcare, among other industries. The global pandemic found everyone unprepared and caused crises with rapid infection rates. In our facility, it was at first manageable due to the few infected patients. However, it was still challenging as we were not sure of the virus, and they were several misconceptions surrounding the topic.

However, we received hundreds of patients who needed urgent care with time. As a result, healthcare providers began resigning due to the high pressure, insufficient protective gear, long shifts, and burnout. Other providers got infected with the virus and were required to stay home. With time, our facility reported a shortage of physicians and nurses, which affected patient care delivery.

Our facility developed new strategies to address the situation and keep the operations running with the new normal. One of the strategies that the organization adopted was to allow nursing practitioners to collaborate with physicians to address patient needs. Although NPs are often considered less experienced than physicians, they have the skills to perform different healthcare duties (Auerbach et al., 2018).

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In this regard, the organization created policies that allowed collaboration between different providers to meet the demands of patients. NPs were allowed to treat a patient based on their medical history. Frequent communication, mutual respect, and trust were crucial in delegating tasks effectively (Broome & Marshall, 2021). As a result, the workload of a single provider was reduced significantly, improving their working conditions.

Second, the facility adjusted the staff schedules to enhance their availability. In this regard, all non-essential visits were canceled to allow the providers working in these areas to address the patient care activities in the facility. Patients who had chronic conditions and minor conditions that could be addressed remotely were asked to receive patient care through telemedicine.

This strategy ensured that healthcare providers did not overwork, especially on non-essential procedures. Additionally, telemedicine reduced the risk of other patients being exposed to the virus at the facility.

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The patients with chronic conditions could monitor their health and receive care plans from their homes provided they have the appropriate gadgets. Also, in patients whose symptoms had reduced significantly were discharged to receive care remotely. It reduces the provider’s workload and freed up resources for patients in critical conditions.

Third, the facility worked with other healthcare organizations across the region to provide patient care. Although this strategy was short-term, it helped address the patients’ needs following staff shortage. During the pandemic’s peak, several specialized physicians resigned, and despite having enough nursing practitioners, they were not experienced enough to carry out some of the diagnoses and treatment.

Therefore, the facility collaborated with specialized physicians from other facilities to provide patient care. Specifically, we would refer patients to a partnered facility for diagnoses and treatment. In other cases, the specialized physician would examine the patient and give directions on how the treatment procedures, which were done by an experienced NP (Norful et al., 2018). At times, the specialized providers from these organizations would come on specific days of the week to carry out different procedures on the patients and give directions to the NPs on patient care.

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Lastly, the facility improved its working environment to ensure staff was protected from the virus. There were enough protection gears, sanitizers, hand washing spots distributed across the facility, frequent testing, and vaccination, which reduced fear among the providers, enhancing their productivity (Xu et al., 2020). Unlike most facilities, the staff in our organization were willing to take the vaccination to protect themselves, patients, and families. This initiative made it easier to work through the pandemic.

References

• 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
• Xu, H., Intrator, O., & Bowblis, J. R. (2020). Shortages of staff in nursing homes during the COVID-19 pandemic: What are the driving factors? Journal of the American Medical Directors Association, 21(10), 1371-1377. https://doi.org/10.1016/j.jamda.2020.08.002

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