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DiversityNursing Blog

Alycia Sullivan

Recent Posts

More independence sought for 5,000 nurse practitioners

Posted by Alycia Sullivan

Fri, Dec 21, 2012 @ 03:09 PM

Article by: MAURA LERNER

For years, nurse practitioners in Minnesota have been able to see patients only in association with a licensed doctor. But a governor's task force says it's time to let those nurses work independently -- in part, because of a coming shortage of primary care physicians.

The proposal, which has been opposed by physician groups, was endorsed Thursday in the final report of the state Task Force on Health Reform, headed by Human Services Commissioner Lucinda Jesson. The report is expected to set the stage for a debate in the Legislature, which must approve any changes.

The plan would lift restrictions on the state's more than 5,000 "advanced practice nurses," who get extra training to diagnose and treat many routine conditions, from strep throat to chronic illnesses.

Under current law, they must have a working agreement with a physician, although 17 other states have no such restrictions.

"The reality is that we've got a primary care shortage and you can't turn out doctors fast enough," said Dr. Therese Zink, a University of Minnesota physician who served on the task force. "We can't afford to wait. We need creative solutions."

Many advanced practice nurses already operate semi-independently, running clinics in drug stores, schools, rural areas and other locations, under "collaborative agreements" with physicians. The problem, said Zink, is that if the physician retires and no replacement is found, the nurse practitioner would have to close up shop. "It's probably, more than anything, a rural access issue," she said.

But the Minnesota Medical Association (MMA) says the physician oversight is necessary. "This is a patient safety issue," said Dr. Dave Thorson, a St. Paul physician and chairman of the MMA's board of trustees. "I think nurse practitioners ... do a wonderful job. They're a valuable member of the health care team. But they're not the same as a physician, so they shouldn't be given the same scope of practice as a physician."

The American Academy of Family Physicians also objects to the idea. "Substituting nurse practitioners for doctors cannot be the answer," it said in a report in September. It noted that doctors are required to go through twice as many years of training (11 years) as advanced-practice nurses (five to seven years).

But the trend has been spreading. Today, 17 states, including Iowa and North Dakota, permit advanced-practice nurses to diagnose and treat patients, as well as prescribe drugs and devices, without physician supervision, according to the task force.

One of the driving forces is the anticipated physician shortage, as large numbers of doctors retire and aging baby boomers need more care. National experts predict a shortage of 45,000 primary care doctors by 2020.

"We're trying to stay ahead of the curve," Zink said. "We've got to have solutions that are above and beyond and push the envelope."

The task force report, which includes a broad range of recommendations on quality and access to care, will be posted Friday on the Minnesota Health Reform website, mn.gov/health-reform.

Topics: independence, shortage, nurse practitioner, care

Interview With University Hospitals CEO Tom Zenty: Diversity Leader, Innovator, Community Citizen

Posted by Alycia Sullivan

Fri, Dec 14, 2012 @ 01:12 PM

ceoDiversityInc CEO Luke Visconti recently interviewed Thomas F. Zenty III, CEO of the Cleveland-based hospital system. (University Hospitals is one of the 2012 DiversityInc Top 5 Hospital Systems.) Zenty discussed the dramatic impact of the Affordable Care Act and how the hospital’s diversity efforts in the workplace and the community are helping it survive.

Zenty spoke on this topic at DiversityInc’s event last month, Diversity-Management Best Practices From the Best of the Best. Click here for video of his talk.

Luke Visconti: What is the intersection of solid diversity-management initiatives and the reduction of healthcare disparities?

Thomas F. Zenty III: Many studies have shown that there is a direct correlation between people of diverse backgrounds being willing to seek care and knowing that people who look like them will actually be providing that care. So the intersection between diversity and disparities is rather significant. We want to make certain that we’re doing everything that we can to make sure that people of color will be able to work in our organization, hold positions of leadership—caregivers, clinicians and support staff—in order to make people of all backgrounds, colors and faiths feel comfortable coming to University Hospitals to receive the world-class care that we provide.

Visconti: How is diversity and inclusion a competitive differentiator for a hospital?

Zenty: There is no better way to gain the pulse of what’s happening in the communities that we serve than by having people who live and work in those communities actively engaged with us at every level. From an employee perspective, it’s critically important that we have people of diverse backgrounds who will bring skills, talents, perspective in order to help us to do a better job as we look to achieve our mission. We think it’s critically important for diversity to be well represented across our entire health system at every level, be it gender, religion, race, color. In fact, we’ve recently reached out to the Amish community because one of our hospitals has a very large Amish population, and we realized that we did not have a member of our board who was of Amish descent. As a result, we added a new Amish board member to our hospital, and he’s brought a lot in terms of a better understanding of the Amish community and the healthcare needs of that community.

The point is we need to look into the community to better understand who are the communities that we serve? Who best represents those individuals within those communities that we serve? And how can we engage them at every level, either as employees, as members of the board, as leadership-council members? And we want to make sure that we’re engaging everyone in the communities that we serve.

Visconti: You’re very personally involved in the community. Why?

Zenty: It’s critically important for an organization of our size in a community of this size, as the second-largest private employer in Northeast Ohio, to make certain that we’re going to be focused on diversity at every level within the communities that we serve. Our organizational values include excellence, diversity, integrity, compassion and teamwork. And diversity is one of the key components of the cornerstones of the work that we do every day in taking care of our patients and meeting our mission. As the leader of this organization, it’s critically important for us to be actively engaged in community activities to make certain that we’re not only aware of what’s happening in the community, but play a leadership role in advocating on behalf of many different agenda items. One of the key ones, though, is in the area of diversity in Northeast Ohio.

Visconti: University Hospitals has a 100 on the Corporate Equality Index, the Human Rights Campaign’s index of equality for LGBT people. Why is that important to you?

Zenty: The LGBT community is very important to us for all the other reasons that I stated in all the other populations that we serve. They’re very much a part of our community. We want to make certain that they’re recognized and represented. They have actually recognized us for our work in this regard, which we’re very pleased about.

Visconti: Your chief diversity officer reports directly to you. You also have hands-on interaction with people who are responsible for delivering results in diversity management. How important are these two things?

Zenty: It’s critically important that the chief diversity officer reports to the chief executive officer. Donnie Perkins is our chief diversity officer and does an excellent job in the role. However, it’s also important to note that we have a very close working relationship with Elliott Kellman, who is our chief human resources officer, because so much of what we do in workforce planning and workforce development is structured around the importance of diversity at every level in our organization.

In our organization, we selected the top 24 people from within our health system to be part of an education-and-training program in conjunction with Case Western Reserve School of Business. We’ve engaged 13 physicians and 11 non-physicians who were at senior levels in our organization who we feel have the potential to grow and develop in the years to come within University Hospitals’ health system. They were selected on the basis of their accomplishment. They were selected on the basis of diversity. They were selected on the basis of their ability to grow and develop within our organization. It’s an 18-month program, but we’ve seen great success thus far. One of those individuals has already been promoted to a new senior position that was recently created in our organization.

But at the other end of the spectrum, we’re also concerned that we don’t have enough people of color in our management ranks. So we put together a mentorship program, which will include people at the senior administrative level who will choose people who have promotional capability within our organization, who will be working with each of us to make sure that they will be given the opportunity to grow and develop within our organization in both non-management as well as in management roles, so that we can encourage more people of color to get actively engaged as supervisors, managers, directors, vice presidents.

Visconti: How are you holding your senior team accountable for diversity-and-inclusion results?

Zenty: Our senior team is very actively engaged with Donnie’s leadership in making certain that we are focused on diversity at every level within our organization, looking at the healthcare needs of the people who we serve, making certain that our employees are given equal opportunity for promotion and growth within our health system, making certain that people who are in middle management have opportunities to grow into senior-management roles, and making certain that we are focused on doing everything that we can to prepare the next generation of leader who will be people of color and of diverse backgrounds. Likewise, it’s important to mention that our board has been focused on diversity over the past many years. And I’m pleased to report that the Council on Economic Inclusion has awarded us for two years in a row recognition for the diversity of our board. If we receive it a third year in a row, we’ll go into the Hall of Fame, and we’re hoping that that will be achieved. This actually starts at the top, beginning with our board, and then filters throughout our entire organization.

Visconti: What do you see as the greatest challenge facing University Hospitals? And how does diversity and inclusion factor into the solution?

Zenty: The greatest challenge will be how to address the changes that we’ll be facing under healthcare reform. One of the key things that we will focus on in the area of diversity is to make certain that the 32 million more Americans who will now have access to healthcare insurance that didn’t have it before, that they will be well represented both within the communities that we serve as well as well represented in the patient populations that we care for. We have a number of very strong specialty clinics that will focus on the needs of specific elements within our population. But we want to make certain that as we see this influx of new patients arriving, we clearly understand what their needs will be—which is more than just episodic acute-care needs, but the continuum of care of services that we’ll be able to provide to them in the years to come.

Visconti: I found University Hospitals’ website to be exemplary in its ability to communicate your mission, your values, how diversity ties into all of this, your corporate citizenship, your engagement with the community. Why is it so important to communicate this?

Zenty: University Hospitals really wants to be a leader in the area of diversity. We’ve been in existence since 1866. We’ve been a very active and vibrant part of this community for that same period of time. And we want to make certain that we’re going to be leaders in the area of diversity—to set the example, to set the tone toward diligently making great things happen in the world of diversity, and to make certain that we’re going to focus not only on the needs of our patients, but also on the needs of those within our organization, to make certain that everyone will be able to realize their fullest potential.

Topics: leader, ceo, afforfable care act, diversity, hospital

Hospital Employment Grew by 8,300 Last Month

Posted by Alycia Sullivan

Fri, Dec 14, 2012 @ 01:09 PM

Molly Gamble | December 10, 2012

Employment at hospitals across the country grew by 0.17 percent last month, which reflects 8,300 more people than in October and 82,200 more compared to a year ago, according to the Bureau of Labor Statistics.

The gain in the hospital industry is a stray from employment nationwide, as the overall unemployment rate stood at 7.7 percent in November.

Topics: growth, hospital employment, exponential

Create a Culture Where Female Leaders Can Thrive

Posted by Alycia Sullivan

Fri, Dec 14, 2012 @ 01:04 PM

 -  12/3/12

Investing in ways to recruit, retain and develop women is not only a fair business practice, it is smart business. These three initiatives can help.

It has been an uphill battle to make room for women at the top. With Yahoo's appointment of Marissa Mayer, only 20 women — and that’s a record high — are CEOs of Fortune 500 companies. Though some progress has been made on this front, organizations can still do more to recruit, retain and develop women leaders because, as the numbers show, there’s a correlation between having more women in the boardroom and improved performance.

A Catalyst study comparing Fortune 500 companies in the bottom versus top quartile in terms of women’s representation on the board showed that the top quartile organizations outperformed the bottom by 53 percent more returns on equities, 42 percent more return on sales and 66 percent more return on invested capital.

Investing in ways to recruit, retain and develop women is not only a fair business practice, it is smart business. Here are three initiatives any organization can implement to create a culture where female leaders can thrive:

Cultivate community. Women excel through social support networks. Organizations can provide tools to facilitate a sense of community and support to develop female leaders. There are different ways that this can be done, and it should always be tailored to the unique culture within an organization.

One successful tactic is to sponsor and support employee resource groups for women. These groups offer a space for discussion and information to propel women in their careers. Mentoring programs can link female leaders with other female employees who are interested in pursuing similar career paths. Through sharing stories, experiences and advice, women can learn from success stories and avoid making the same mistakes. These relationships further develop female leaders and retain high-potential candidates for leadership roles.

Develop a diverse leadership culture. To attract and encourage women to pursue higher positions, it behooves companies to walk the talk and actually have women in senior-level positions. When female up-and-comers are able to see female role models attaining executive-level positions, it shows the possibility and demonstrates the company’s support of a diverse leadership culture.

An organization does not need to have a female CEO to demonstrate a genuine commitment to women’s career advancement. Women in leadership roles should span across the organization and across functions. Organizations can consider having advisory committees that appoint women to review challenges faced by female employees and suggest appropriate action to resolve issues.

Leverage technology. Technology should not only be used as a tool for employees to connect with one another, but also as a way to recruit potential employees. New technologies are available to facilitate employee communication like never before. Internal social networking sites allow for women to connect, communicate and collaborate with one another.

Organizations can pilot programs where women create webcasts for other women that are inspiring and informative on a variety of workplace topics such as leadership, communication, professional development and goal setting. Additionally, online training programs to help the workforce appreciate gender differences and leverage distinct strengths can also help develop a diverse leadership culture.

In addition to these initiatives, by offering progressive policies on maternity leave and work-life balance, organizations can better attract and retain a high-potential female talent pool. It’s not enough to create spaces for collaboration, information and social support; organizations need to track their initiatives and measure progress to ensure fair and equitable promotion of both genders.

Topics: business, female, Fortune 500, culture, leaders

Future nurses learn with smart dummies

Posted by Alycia Sullivan

Mon, Dec 10, 2012 @ 03:41 PM

November 24, 2012|By Kevin Duffy, Special to The Morning Call

"I need a nurse. I can't breathe! Send a nurse!"

Maria Gonzales is in distress, and her caregivers need to figure out what to do.

She is sitting upright in her hospital bed, knees bent toward her chest. Beside her, a team of nurses and technicians scan the bar-coded bracelet on her wrist, and Gonzales' patient history flashes across the computer screen beside the bed. They quickly assess its contents — she was admitted two days ago with an inflamed pancreas — and check to see if she is flagged from receiving any medications.

A nurse applies a pulse oximeter to Gonzales' index finger to monitor oxygen saturation. Her levels are low. They place an oxygen mask over her nose and mouth. They check the screen again.

She has a history of high cholesterol. The medical team notes the clinical signs: alert and responsive, but expressing pain. What to do?

Complicating matters, her heart rate is low.

From an adjacent monitoring room, an instructor observes the scene through one-way glass but makes no move to help. The nurses, actually students, are on their own. The scene isn't playing out at St. Luke's or Lehigh Valley Hospital, but in a nursing simulator on the campus of Northampton Community College.

And Maria Gonzales is really in no danger. This "46 year-old wife and mother of two" is a mannequin.

This mannequin, however, is a smart dummy. "Maria Gonzales," one of six mannequins recently purchased by NCC at a cost of $75,000, has a full personal profile and medical history available to the students online. Instructor Marie Everhart in this class provided Maria's voice by speaking into a microphone from the observation room, where she also can alter the mannequin's health status.

Maria also has speakers in her ears and a camera installed in her head. This allows the instructors to video the exercise and then debrief the students afterward, said Mary Jean Osborne, program director for the nursing lab.

Gonzales is equipped to simulate 30 scenarios, such as pancreatic inflammation, sickle cell anemia, fractures and allergic reactions to blood transfusions. Instructors can alter the sex of each smart dummy to practice gender-specific exercises.

The technology, which began in the aviation industry with dummy test pilots measuring G-force, goes back about a decade in nursing applications. Neighboring centers of learning such as Lehigh Valley Health Network have been using simulators for some time, but they are new to NCC.

Using a high-tech mannequin "allows us to standardize experiences we'd like each student to have so they have an opportunity to practice what their responses should be," said Mali Bartges, director of nursing practice at the college.

"And to use their reasoning skills — what should I do first?"

As the exercise continues, Maria says she is in extreme pain and her oxygen levels drop.

Everhart leans into the microphone again and coughs for Maria. She presses another button, and Gonzales begins to blink.

"They better call for help," Everhart says.

Ultimately the students do, and the exercise reaches its conclusion. Afterward, the students realize that a rapid response team should have been summoned once the patient's heart rate dropped.

Worrying about administering pain medication, they agreed, is secondary.

There's an obvious benefit to using mannequins for learning.

"When you're using a mannequin you never have to worry about anyone dying or getting hurt," said Joan Yankalunas, education specialist for the Division of Education at Lehigh Valley Health Network.

"You can't do CPR on a live person, but you can certainly do that on a mannequin," she said. "So in those situations, getting the practice helps the student know how they're going to react and what they need to do in an emergency situation. And it's a safe way to learn it."

Student Jennifer Lamont, one of Gonzales' nurses, said the exercise with the mannequin provided a valuable learning experience.

"We are the nurses," she said. "Their lives are in our hands."

Topics: mannequin, nursing student, technology, nurse

Online nurse training enables long distance learning

Posted by Alycia Sullivan

Mon, Dec 10, 2012 @ 03:29 PM

By Dr. Sapna Parikh 

Video

New technology is helping medical professionals learn from each other, even though they're 1,500 miles apart.

A patient has chills and a fever. Students at Columbia University School of Nursing discuss the diagnosis with their classmates. But they also talk to people in a little box--the medical team at a clinic in La Romana in the Dominican Republic.

Norma Hannigan said she got the idea while she was at the clinic last April. Why not discuss medical cases and learn from each other?

"We're a little stronger on the primary care chronic illness end of the spectrum, and they're much stronger on the infectious disease," Hannigan, an assistant professor of clinical nursing.

The students were presented a patient with diabetes and everyone had to figure out how they'd solve it together.

"The way we manage the case here versus the way they would manage the case in the Dominican Republic is very different," Stephanie Paine, a nurse practitioner student, explained.

It was surprising to learn, for example, they almost never do a test called Hemoglobin A1C. It's too expensive, but in the U.S., that test is done for diabetics all the time.

Students can also learn about cultural differences. In Washington Heights, many of the residents are from the Dominican Republic.

"It's a way to improve the way we treat patients," said Dr. Leonel Lerebours, the medical director of La Clinica de Familia in La Romana, Dominican Republic.

Lerebours says they have learned to work with fewer resources.

"We rely more on clinical features than lab," he said.

This is the first long distance webinar, but they say it won't be the last.

"Maybe incorporate more people from the school of public health from the school of medicine," Hannigan suggested.

"It's really good," Martha Yepes said. "We're able to have this exchange, especially with the technology that we have now."

There were, of course, some technical challenges; the connection was slow at times, and it's hard to capture excitement or enthusiasm when you're doing it over the web.

But there were also funny moments. Where what we consider a problem here, La Romana's medical team thinks it's normal.


Topics: learning, student nurse, technology, training, online

Nurses gain experience from the Benefis Native internship program

Posted by Alycia Sullivan

Mon, Dec 10, 2012 @ 03:20 PM

Tina Red Star Hendricks, a registered nurse, checks on a patient at the Billings Clinic Hospital. Red Star Hendricks is a graduate from the Montana American Indian Nurse Internship program at Benefis Health System. Billings Clinic Photo/Jeff Giffinbilde

Story from Great Falls Tribune 

Under the direction of Benefis Health System’s Native American Programs, the Montana American Indian Nurse Internship is an 11-month program designed for new or recent American Indian registered nurse graduates with no acute-care hospital experience. The program is guided by experienced nurse preceptors who provide life-long lessons to these new graduates to ensure the quality of knowledge within the nursing profession will remain strong for years to come.

“Nurses have a responsibility to advance their abilities and knowledge to be able to provide care that is increasingly complex,” said Jan Leishman-Donahue, MSN, RN, CNM, and Benefis MAINI Project Director. “Through the MAINI program, preceptors share their skills with new nurses so that they are better equipped to provide quality patient care.”

Internships with the Benefis MAINI program afford nurses additional tools to prepare for positions in a Montana Reservation Indian Health Service hospital in-patient setting.

Trisha Croff, RN, ASN, is a graduate of the Benefis program. Croff is now using her skills to care for patients on the inpatient ward of the Blackfeet Community Hospital.

“I chose to participate in the MAINI program because I saw it as an opportunity to gain a wide variety of experience as a new grad,” said Croff. “The program prepared me to take care of a variety of patients with varying diagnoses. I gained excellent skills in time management, prioritization, communication, and most importantly, patient care.”

Working in a large hospital such as Benefis provides many clinical care opportunities, time with experienced staff, and a strong support system.

“My experience at Benefis was priceless,” said Croff. “I could not have asked for a better start to my career in nursing.”

Benefis was awarded a three year grant in 2010 from the U.S. Department of Health and Human Services Health Resources and Services Administration, which partly funds the MAINI program. The Benefis program was one of 31 grants nationwide that were funded by the HRSA that year. So far, three American Indian nurses have graduated from the Benefis program to date. In addition to Croff, Alexis Dustyhorn and Tina Red Star Hendricks graduated from the program.

“For the nurses, the MAINI program aims to improve job satisfaction, decrease orientation time and have a direct impact on how well they will practice at Montana IHS hospitals,” said Leishman-Donahue. “We want to ensure that these nurses can return to their communities and perform with confidence the best possible care for their patients.”

For more information about the MAINI program, call 731-8264 or log on to www.benefis.org and click on the Employment heading.

Topics: nurse, American Indian, internship, Montana

2013 jobs forecast for nurses

Posted by Alycia Sullivan

Mon, Dec 10, 2012 @ 03:17 PM

BY LYNDA LAMPERT

describe the image

You’re the kind of person who’s in the right place at the right time.

No, I mean it.

Look at yourself. You’re a nurse when it’s a great time to be a nurse. Plus, you’re obviously thinking about your future (You’re reading this article, right?). You want to know where you need to be in 2013 in order to make the most money –– and be in the most demand.

I’ve pulled together the numbers to help you plan your next steps (and determine where your competition lies). These stats from the Bureau of Labor Statistics (BLS) may surprise you with some interesting projections.

Where the Jobs Are

If you love med-surg, get ready for some good news. According to the BLS, nurses can expect to find a variety of employment opportunities in privately owned, general medical surgical hospitals. This includes physician’s offices, local medical surgical hospitals, home health care agencies and nursing care homes. Job seeking nurses may also want to consider government agencies, nursing education and administrative roles in hospitals and insurance companies.

Salary Forecast

Although it may not seem like it sometimes, nursing is among the higher paid professions. In May 2010, the average annual median salary for nurses was $64,690 per year (the top 10 percent earned more than $95,130). So how will your salary stack up in the near distant future?

Nurses in private medical surgical hospitals can expect to earn $66,650 per year. Those who work in doctor’s offices, local medical surgical hospitals and home health agencies can all expect a salary just above $60,000.

Where the Competion Will Be

Although anecdotal evidence in the nursing community doesn’t necessarily point to a nursing shortage, statistics show that growth for the nursing profession is expected to increase exponentially by the year 2020. In fact, growth is projected to increase by 26 percent, while all other professions are only expected to grow by 14 percent.

That isn’t to say that some venues aren’t more competitive than others. Hospital nursing is a good place to find a job due to the relatively high turnover of nurses and the progressive aging of retirement-eligible nurses. The competition is expected to be much higher for positions in doctor’s offices and outpatient care centers as well due to the family-friendly shifts and relatively lower patient care demands.

Should You Beef Up Your Credentials?

The demand for nurses with at least a BSN is expected to rise in the US. Additionally, all advanced practice registered nurses, such as certified registered nurse practitioners, nurse midwives and nurse anesthetists are expected to be in higher demand. If you’re looking for the hot jobs in this profession, you would do well to advance your education as far as possible.

References:

Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2012-13 Edition, Registered Nurses.

Topics: jobs, 2013, opportunities, RN, nurses

Associations Merge to Form Unified Voice for Nurse Practitioners

Posted by Alycia Sullivan

Wed, Dec 05, 2012 @ 05:00 PM

describe the image By Katie Bascuas / Nov 27, 2012

Two nurse practitioner trade associations are joining forces to better advocate for their members and to help their members better advocate for patients.

Beginning next year, nurse practitioners will have a single, collective body representing them in Washington, DC, as well as promoting education and research in the field.

As of January 1, 2013, the American Academy of Nurse Practitioners and the American College of Nurse Practitioners will merge to form the American Association of Nurse Practitioners, both organizations announced last week.

“We felt like it was the right time for there to be one national nurse practitioner organization representing all specialties at the national level,” said Angela Golden, president of the American Academy of Nurse Practitioners. “This new organization gives us the opportunity to have that one strong, unified voice to move good quality patient care forward.”

The new association will also make it easier for nurse practitioners interested in joining a professional organization but confused by which one to join.

“I think the members will continue to see the same strong organization that they’ve come to expect, but nurse practitioners will not have to decide anymore, ‘Do I have to pay membership to two organizations,’” Golden said. “There’s one organization with their best interest at heart, moving things forward.”

By aligning resources and working together, “we’re going to be able to have the best of both worlds,” said Jill Olmstead, former president of ACNP. One of the biggest benefits includes a stronger legislative platform.

“I’m hoping that this will actually give the average nurse practitioner the opportunity to become more involved within their profession and advocate for improved access to patient care,” Olmstead said. “Nurse practitioners are wonderful at advocating for their patients, and I think the organization is trying to help inspire [them] to advocate for their profession.”

With the growing shortage of primary care doctors and new healthcare care laws creating a large contingent of newly insured Americans, nurse practitioners are becoming increasingly pivotal players in the U.S. healthcare system.

“Whether it’s one organization or not, nurse practitioners are so focused on the patient care, and as healthcare reform comes in,” Golden said, “our focus has to stay where it always has been and that’s on our patients.”

Topics: association, AANP, ACNP, advocate, nurse practitioner

Nurse Practitioners Step In Where Doctors Are Scarce

Posted by Alycia Sullivan

Wed, Dec 05, 2012 @ 04:56 PM

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BUCKINGHAM COUNTY, Virginia – Most people in this rural logging area have only one choice when they need medical care: the Central Virginia Community Health Center. On most days, at least 200 people show up at the center seeking treatment for maladies ranging from sore throats to depression to cavities.

The health center typically has four doctors on duty, but the clinical director, Dr. Randall Bayshore, says his staff would never meet local demand if it weren’t for the two nurse practitioners who provide the same care, to the same number of patients, as the doctors.

Buckingham County is one of roughly 5,800 U.S. communities, with about 55 million residents, that have a shortage of primary care physicians. In these places, many residents are forced to forgo regular checkups and treatment for chronic diseases such as hypertension and diabetes — harming their overall health.

In 2014, when the new federal health care law extends insurance coverage to 30 million more people, the doctor shortage is likely to get worse. Anticipating this, states and the federal government are offering repayment of medical school loans and other incentives to encourage newly minted doctors to practice primary care in needy areas.

But efforts like these take years to pay off. So as an additional step, states are trying to loosen decades-old licensing restrictions, known as “scope of practice laws,”  that prevent nurse practitioners from playing the lead role in providing basic health services.

Nurse practitioners, registered nurses with advanced degrees, are capable of providing primary-care services such as diagnosing and treating illnesses, prescribing medication, ordering tests and referring patients to specialists. But only 18 states and the District of Columbia currently allow nurse practitioners to perform these services independently of a doctor.

Political tension

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A 2010 Institute of Medicine report, “The Future of Nursing,” cited nearly 50 years of academic studies and patient surveys in concluding that primary care provided by nurse practitioners has been as safe and effective as care provided by doctors. But efforts to change “scope of practice” laws to give nurse practitioners more independence have run into stiff opposition.

Organized physician groups, which hold sway in most legislatures, are reluctant to cede professional turf to nurses. Arguing that nurse practitioners lack the necessary level of medical training, they insist that it is unsafe for patients to be treated by nurse practitioners without a doctor’s supervision.

Some doctors also have a financial incentive to limit nurses’ independence. Often carrying heavy medical school loan debt, they can be loath to see their revenue diverted by competing health care services, particularly those with lower fees. The Federal Trade Commission has weighed in on legislative efforts to give nurse practitioners more autonomy in several states, arguing that physician groups have no valid reason for blocking such laws other than to thwart their competition.

Virginia is a case-in-point. After several failed attempts over the last decade, the legislature finally passed a nursing “scope of practice” law in 2011 that doctors and most nurse practitioners in the state say is a step forward. According to its authors, the aim of the law is greater patient access to primary care across the state.

Instead of requiring supervision by a doctor, Virginia’s new law requires nurse practitioners to be part of a doctor-led “patient care team.” And instead of limiting doctors to overseeing just four nurse practitioners, the law allows them to work with up to six. Most important, it removes a requirement that doctors regularly work in the same location as the nurses they supervise. Instead, the statute allows doctors and nurses in separate locations to use telemedicine techniques to collaborate.

The American Medical Association and the American Academy of Family Physicians have called Virginia’s first-of-its-kind law a model for other states that still require on-site doctor supervision of nurse practitioners.

According to Dr. Cynthia Romero, who was president of the Virginia Medical Society when it negotiated with the Virginia Council of Nurse Practitioners to create the law, “the turning point was when both sides realized that the primary focus had to be what was best for patients.” She says the new law is a step forward for patients and builds a bridge between doctors and nurses. “The road ahead is limitless,” she says.

Mark Coles, the chief negotiator for the nurse practitioners' council, is less enthusiastic but says the law represents progress. “It gives us a seat at the table in the legislature for future improvements,” he says.

But in certain parts of the state, nurse practitioners say the new law may be a step in the wrong direction. They worry about new language that requires them to consult with supervising doctors on all “complex” cases. Although rules scheduled to be released next month may clarify which cases are considered complex, some nurse practitioners fear the definition may be subject to differing interpretations.

The American Academy of Nurse Practitioners and other nursing organizations recently issued a position paper opposing the whole idea of requiring nurse practitioners to join a doctor-led team if they want to practice to the full extent of their training.

“We broadly support team-based care when it reflects the needs of patients, says Tay Kopanos, head of government affairs for the academy. But when a nurse practitioner can’t bring her best efforts to a clinic without joining a doctor’s team, Kopanos says, “we do not support it.”

Difficult terrain

About 300 miles southwest of Buckingham County – in the Appalachian Mountains where Virginia shares borders with Tennessee and Kentucky—the shortage of health care providers is profound. Working out of a converted recreational vehicle known as the Health Wagon, two nurse practitioners, Teresa Gardner and Paula Meade, do their best to serve a four-county region where idle coal mines have left many jobless and without health insurance.

The non-profit Health Wagon, started in 1980 by a Catholic missionary, has expanded its reach over the years to meet the growing demand of a population that is sicker than most in the country. But the steep and winding roads, often coated with heavy snow and ice in winter, make it dangerous and sometimes impossible to reach everyone in need.

At the Central Virginia Community Health Center in Buckingham County, where doctors and nurses practice side-by-side, the new Virginia law may not present a problem. The kind of ongoing collaboration between doctors and nurse practitioners called for in the law happens naturally in the course of every day. The same thing goes for doctors and nurse practitioners working together in hospital settings.

But, Meade says, team collaboration could be dicey in the hollers of Appalachia. “I’d love to start every day with a multi-disciplinary team meeting,” she says. “Nothing would make me happier.” Driving a mobile unit along treacherous highways and seeing at least 45 patients every day in cramped quarters, however, doesn’t leave much time for meetings.

Sicker than most

What she and Gardner fear most is the requirement in the Virginia law that nurse practitioners consult their lead doctor on all “complex” cases. Gardner and Meade collaborate with each other throughout every day and they often seek advice from their volunteer supervisor, Dr. Joseph Smiddy, who at 70 years old, still has a day job practicing medicine across the border in Kingsport, Tennessee.

“Dr. Smiddy would murder me if I called him every time a complex case walked through the door,” Gardner says. “They’re all complex. Most of them are train wrecks. I’d love to treat someone with a common cold.”

For his part, Smiddy says any law that would increase the pressure on nurse practitioners willing to work in remote mountain areas has got to be the wrong approach. He plans to ask his lawyer to review the statute to see whether it increases his own medical liability as a volunteer team leader.

He agrees that nearly all of the Health Wagon’s cases are complex, no matter how the law defines that term. The area has a high incidence of COPD (chronic obstructive pulmonary disease), heart disease, diabetes, obesity, cancer, prescription drug abuse and mental illness. More than a few patients have 10 diagnoses, Smiddy says, and many are on 30 different medications.

“Teresa and Paula are brilliant doctors," Smiddy says. "They need to be a national example – a model for how to do it for the rest of the country… We’re not ever going to have enough doctors willing to ride around in a mobile unit the way they do. They’re the real deal. We need to do everything we can to support them.” he says.

Topics: patient, doctor, nurse practitioner

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