Nurses and Indigent Patients

Author

Institution

Introduction

Nurses have been a fundamental part of the healthcare sector. They are charged with the responsibility of assisting the physicians in taking care of patients. Their role with regard to the physicians of their clients revolves around the communication of changes in the condition of the client, sharing any pertinent information, as well as discussion of any changes in the treatment plan and undertake the clarification of the orders of the physicians. Indeed, their role revolves around the coordination and delivery of client care. Of particular concern, however, are the issues pertaining to the manner in which the patients would remit their payments to the institutions for the medical services rendered to them (Koloroutis, 2004). Needless to say, Medicaid and other insurance programs have become extremely fundamental in safeguarding the provision of healthcare services to patients. It is well recognized, however, that millions of Americans are yet to take up insurance policies or even sign up for Medicaid as they cannot afford it. This is, in essence, the scenario with which Sue, a registered nurse in the urban not-for-profit hospital, is grappling.

Things that Sue should know about herself

As much as Sue needs to make decisions as to the kind of help that she can offer to her indigent and extremely ill patients, it is imperative that she carries out an evaluation of her position and her capabilities. First, she needs to acknowledge that she is working for a not-for-profit organization, in which case the attention should not be primarily about recouping the expenses on the patients but rather on provision the best care to the patients. In addition, it is imperative that she acknowledges the roles that she has been assigned as a registered nurse (Artz, 2006). Of particular note is the fact that she is a registered nurse who has management responsibilities and nursing assignments. In essence, it is imperative that she determines whether she has the authority to make decisions pertaining to the capacity of the patients to pay (Artz, 2006). This is especially considering that she only took up the management duties due to the shortage of nurses, in which case she may not have the qualifications to execute the duties.

Phase of policymaking where she should initiate the changes

Policymaking involves three phases or stages including the formulation phase, implementation phase and evaluation phase. Sue gets to experience firsthand the health outcomes pertaining to the underinsured and uninsured individuals and opines that she may have the capacity to assist them. As much as she may not particularly be in the policy making process, she should focus her energy on the formulation phase (Artz, 2006). This is especially considering that nurses and healthcare institutions have their mode of operation dictated by the policies. Indeed, the only way to institute fundamental and long-lasting changes in the medical field would be to ensure that the policies guiding the functioning of the nurses are laid out and certain provisions explicitly stated (Koloroutis, 2004). In this case, all healthcare professionals would be obligated to operate in that manner even in instances where the person who instituted the change sis absent.

Decision-making Framework and Delegation of Patients

Delegation of patients is a common practice in the healthcare industry. However, as much as nurses and physicians may have the capacity to delegate their nursing duties, it is imperative that they ensure that the individuals to whom they delegate the duties are competent (Morris & Faulk, 2012). Indeed, they may be required to undertake a supervisory role and determine whether the individual to whom they have delegated the duties has the capacity to accomplish them appropriately. On the same note, they must ensure that the delegation is in the best interests of the patients (Morris & Faulk, 2012). In essence, Sue would use the framework to determine the interests of the patients, the scope of the nurse to whom the tasks has been delegated, as well as the competency of the nurse.

References

Koloroutis, M. (2004). Relationship-based care: A model for transforming practice. Minneapolis, MN: Creative Health Care Management, Inc.

Morris, A. H. & Faulk, D. R. (2012). Transformative learning in nursing a guide for nurse educators. New York, New York: Springer.

Artz, M. (2006). The politics of caring: Ask not what nursing can do for you. The American Journal of Nursing, 106(9) 91.