A healthcare policy is reflective of the needs and desires of an organization, and therefore should be transparent as well. Effective leaders and organizations must always engage and practice safe, evidence-based high-quality care Laureate Education (2012). However, that is not always the case as we have witnessed too many times. For example, with the current COVID epidemic, we have seen nothing but patients competing for high-quality care, or a hospital bed in the realm of a shortage of both hospital beds and adequate units and staffing. This is not reflective of any current healthcare policy. An organization can formulate any policy they want, however, if it is not reflective of current policy, staff and patients lose trust, and accidents and errors occur with sicker patients, and staff burnout. Kornownyk, McCormack, Kolber, Garrison, and Allan (2017) described the competing needs of providers where it is estimated that they have upwards of eighteen hours a day of chronic and preventive care management. Coupled with that, are more recommendations of increased preventive and screening primary care is competing to meet the needs of every patient Kornowny et al. (2017). An aging Veteran population, stacked with greater comorbidities, paired with other recommendations for chronic illnesses has added to this already high primary-care turnout rate seen within the facility where primary care providers are losing interest and seeking work elsewhere.
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