Legal and Ethical Principles in Healthcare

Legal and Ethical Principles in Healthcare

Purchasing equipment for a department can be complex, especially when it involves significant investments. However, the experience can be gratifying when the right equipment is selected and used effectively to improve the quality of patient care (Olver et al., 2019)

In this case, the department director took the initiative to research and find a suitable company that could supply maternal/fetal monitors. The fact that the representative was invited to attend a staff meeting and demonstrate the monitor’s features was a significant step in ensuring everyone was aware of the product’s capabilities before deciding to purchase (Courtney & Keogh, 2021). The representative’s willingness to provide training and support for a month after the delivery of the monitors was also a positive factor in the decision-making process.

The chief financial officer was also assigned an important role in reviewing the budget and providing recommendations, which was crucial in ensuring that the department could afford the monitors without affecting the organization’s overall financial health. The legal team’s involvement in reviewing the contract was also necessary to ensure that the agreement was enforceable and legally binding (Ellis et al., 2023).

In my experience working in the medical ICU and purchasing four brand-new Siemens Servo 900C Ventilators, the process was similar to that described above. The need for new equipment was identified, and the procurement process began with research on different ventilator models. A representative from the chosen company was invited to demonstrate the features of the new ventilators, and we were able to ask questions and assess whether they would meet the needs of our department. The budget was reviewed, and our legal team reviewed the contract before making the purchase.

In both cases, the process of purchasing new equipment involved a great deal of collaboration and communication between different stakeholders. From the director’s research and demonstration to the chief financial officer’s review of the budget to the legal team’s review of the contract, each step was critical in ensuring that the equipment was purchased and delivered promptly and effectively. By working together and ensuring that all critical factors were considered, the L&D suit and medical ICU secured the equipment they needed to provide high-quality care to patients.

References

Courtney, M., & Keogh, S. J. (2021). Developing and implementing clinical practice tools: the legal and ethical implications. Australian Journal of Advanced Nursing, The, 19(2), 14-19.

Ellis, H., Ellis, E., & Ellis, P. (2023). The ethics and law of safeguarding. Journal of Kidney Care, 8(1), 33-35. https://doi.org/10.12968/jokc.2023.8.1.33

Olver, I., Dodds, S., Kenner, J., Kerridge, I., McGovern, K., Milligan, E., … & Australian Health Ethics Committee of the National Health and Medical Research Council. (2019). Ethical considerations relating to healthcare resource allocation decisions. Internal Medicine Journal, 49(11), 1364-1367. https://doi.org/10.1111/imj.14461

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UpCounsel (n.d). is a law firm that states, “An enforceable contract is a contract that needs an offer and an acceptance. When negotiating a business agreement, one of the main considerations is whether the contract will be deemed enforceable under the law. Constructed as legally binding instruments, a contract is a mutually assented promise between two parties in a bargained-for exchange. The steps to contract formation are an offer; an acceptance, consideration, and enforceability.”

At my last workplace, we renovated that labor and delivery suite. Our department director felt we should furnish the L&D suit with updated maternal fetal monitors. We needed at least 18 new monitors. After extensive research with companies that service our area with fetal monitors, she eventually found a company that carried the most recent model and was affordable. She constantly discussed with the chief nursing officer and the chief financial officer. She invited the representative for the area to attend a scheduled staff meeting with the administrative team, nurse managers, and educators, during which he discussed. She demonstrated the features of the new maternal/fetal monitor. We could ask questions regarding warranty, training, servicing, emergency numbers for urgent repairs, etc. The representative reassured us that he and other team members would be with us for one month to ensure all RNs and doctors had training in using the monitor.

After the representative left, we dissected the terms and conditions for purchasing the monitors. The chief financial officer was assigned the task of reviewing the budget and giving recommendations on buying the monitors. Later, the contract was drawn up and reviewed by our legal team.

The monitors were delivered, and staff trained before the opening of the new L&D suit.

Discuss your experience with purchasing equipment for your department or being involved in the process.