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Theresa Morris - Health Care in Crisis: Hospitals, Nurses, and the Consequences of Policy Change

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An inside look into how hospitals, nurses, and patients are faring under the Affordable Care Act

More and more not-for-profit hospitals are becoming financially unstable and being acquired by large hospital systems. The effects range from not having necessary life-saving equipment to losing the most experienced nurses to better jobs at other hospitals. In Health Care in Crisis, Theresa Morris takes an in-depth look at how this unintended consequence of the Affordable Care Act plays out in a non-profit hospitals obstetrical ward.
Based on ethnographic observations of and in-depth interviews with obstetrical nurses and hospital administrators at a community, not-for-profit hospital in New England, Health Care in Crisis examines how nurses care of patients changed over the three-year period in which the Affordable Care Act was implemented, state Medicaid funds to hospitals were slashed, and hospitals were being acquired by a for-profit hospital system. Morris explains how the tumultuous political-economic changes have challenged obstetrical nurses, who are at the front lines of providing care for women during labor and birth.
In the context of a new environment where hospital reimbursements are tied to performance, nursing has come under much scrutiny as documentation of birthsalready laboriously highhas reached even greater levels. Providing patient-centered care is an organizational challenge that nurses struggle to master in this context. Some nurses become bogged down by new processes and bureaucratic procedures, while others focus on buffering patients from the effects of these changes with little success. Morris maintains that what is most important in delivering quality care to patients is the amount of interaction time spent with patients, yet finding that time is a real challenge in this new environment.
As questions and policies regarding health care are changing rapidly, Health Care in Crisis tells an important story of how these changes affect nurses ability to care for their patients.

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Health Care in Crisis Health Care in Crisis Hospitals Nurses and the - photo 1
Health Care in Crisis
Health Care in Crisis
Hospitals, Nurses, and the Consequences of Policy Change
Theresa Morris
Picture 2
NEW YORK UNIVERSITY PRESS
New York
NEW YORK UNIVERSITY PRESS
New York
www.nyupress.org
2018 by New York University
All rights reserved
References to Internet websites (URLs) were accurate at the time of writing. Neither the author nor New York University Press is responsible for URLs that may have expired or changed since the manuscript was prepared.
Library of Congress Cataloging-in-Publication Data
Names: Morris, Theresa, 1956 author.
Title: Health care in crisis : hospitals, nurses, and the consequences of policy change / Theresa Morris.
Description: New York : New York University Press, [2018] | Includes bibliographical references and index.
Identifiers: LCCN 2017034390 | ISBN 978-1-4798-1352-0 (cl : alk. paper) | ISBN 978-1-4798-2769-5 (pb : alk. paper)
Subjects: LCSH: Medical economicsUnited States. | Medical careUnited States.
Classification: LCC RA410.53 .M664 2018 | DDC 338.4/73621dc23
LC record available at https://lccn.loc.gov/2017034390
New York University Press books are printed on acid-free paper, and their binding materials are chosen for strength and durability. We strive to use environmentally responsible suppliers and materials to the greatest extent possible in publishing our books.
Manufactured in the United States of America
10 9 8 7 6 5 4 3 2 1
Also available as an ebook
This book is dedicated to my mom, Susan, and the memory of my dad, Gary Michael, and of my Aunt Mary, the first nurse I ever knew.
Contents
How does a hospitala complex organization that coordinates health-promoting and life-saving services provided by hundreds of workers amid ever-changing science and technologyrespond to rapid and sweeping policy changes that upend how it all gets paid for? Below are excerpts from interviews I conducted with a nurse and an administrator that indicate two extreme views of the impact of such changes on the obstetric unit of Fuller Hospital, a small, non-profit, community hospital in New England:
I had to call [the nurse manager] in tears one night... It was one oclock in the morning, and... Im in a room getting an epidural [for a patient], and I had three more patients [coming] in... I called [the nurse manager], and I said, I cant take care of whats coming.... And thats a really terrible thing to feel like theres nothing else you can do. (Jamie, Fuller Hospital obstetrical nurse)
I think its definitely a challenge to go forward with... so many unknowns. I very firmly believe that community hospitals have to have that affiliation with a larger entity in order to be able to survive in the Accountable Care kind of world.... I am grateful that our board and our senior administration were so forward thinking that they started approaching a partnership before we got to a place of financial desperation. (Joyce, administrator of Fuller Hospital obstetric unit)
Both the administrator and nurse are dealing with changes Fuller Hospital is facing because of federal and state health-care policy changes. The national policy change that swept through the country in the 201316 period examined in this book is the Patient Protection and Affordable Care Act, more commonly referred to as the Affordable Care Act (ACA) or simply Obamacare. This book explores the experience of nurses in the obstetric (OB) unit of Fuller Hospital during this time of turbulent health-care policy change. The administrator in the excerpt above is looking forward to changes in the hospital as a strategy to deal with health-care policy changes; Jamie, an obstetrical (OB) nurse at Fuller Hospital, is living with the consequences of those changesfewer support staff, more patients per nurse, and an endlessly busy unit. This book examines that tension.
***
Health-care provision in the United States has a history of being contentious. Further, because health-care provision is so contentious in the United States, the future of the ACA is unclear as of 2017, as I am writing. However, regardless of the ongoing health-care-provision saga, which, no doubt, will continue beyond the publication of this book, the arguments I present should be seen as an example of how rapid health-care policy change affects patients and nurses, rather than only a study of these specific policy changes ramifications.
Let me begin with a very brief overview of how the ACA changed the health-care landscape. The most noted and talked about effect of the ACA is the spread of health insurance coverage to previously uninsured individuals. For example, according to the Congressional Budget Office and the Joint Committee on Taxation, between the enactment of the ACA in March 2010 and February 2016, the number of non-elderly Americans who have health insurance increased by twenty million, a These changes in the structure of Medicare and Medicaid payments put new pressure on hospitals, especially small hospitals with few resources, to meet stepped-up standards of care. A common hospital response to this pressure is to partner with a larger and often for-profit health system or hospital that can contribute additional financial capital.
In this book I examine Fuller Hospital, a nearly one-hundred-year old, small, non-profit, community hospital in New England. After so many years of being a community health provider, Fuller Hospital sought an acquisition partner and was acquired by a for-profit hospital system, Waranoke Heath System, on October 1, 2016, after a failed acquisition attempt by a partnership between Axiom Health System, a for-profit health system, and Elite University in 2015. The hospitals board deliberately sought an acquisition to deal with financial pressures that administrators claimed came from policy changes, specifically the ACA and changes in state-level health-care policy. I studied OB nurses in Fuller Hospital from July 2013, when the administration was actively seeking an acquisition partner, through June 2016, just before a second acquisition attempt was set to close, to see how the period of rapid change affected the nurses and how they cared for patients.
I became interested in studying this topic because of my long-standing interest in the social determinants of womens reproductive health. I have studied how reality television programs inaccurately represent contemporary labor and birth by dramatizing and problematizing womens experiences.
An initial example of how the change and uncertainty faced by Fuller Hospital were front and center during my study was a May 2014 public meeting presented by hospital administrators and potential acquisition partners titled Preparing for the Future. I describe the meeting below as a way of illustrating the centrality of political, economic, and organizational change at Fuller Hospital.
I arrive in the auditorium about fifteen minutes before the meeting is slated to begin, and the room quickly fills. There is a nervous tension in the air. The CEO of Fuller steps to the microphone. The senior vice president of Axiom and a representative from Elite University are seated behind him on the stage. All three are middle-aged white men dressed in conservative business attire. The CEO of Fuller tells the audience that being acquired by Axiom and Elite University will lead to the best possible future for the hospital.
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