1.The uninsured population in many communities struggles to obtain even the most basic of healthcare needs, due to a lack of affordability of these services. It is estimated that many individuals in different population groups are without any type of health insurance, due to a loss of jobs, the rising costs of insurance premiums, and other related factors. Therefore, it is anticipated that nursing professionals must develop and sustain a variety of methods to ensure that community members are provided with opportunities to obtain their healthcare needs in different ways. Nurses have been instrumental in recent years in the development of different programs that are designed to provide residents with basic services in community-based settings (Byers, 2001). In this context, nurses must utilize resources wisely in favor of improving the healthcare market and its options for local residents (Byers, 2001).

2.Within a healthcare organization, different trends dictate the market and the availability of services to consumers. Therefore, changes to the Medicare structure have been instrumental in shaping access to healthcare and related services for many years (Cooper and Vladeck, 2000). From a financial perspective, these trends are important because they demonstrate a competitive approach to marketing services to the elderly population in different ways (Cooper and Vladeck, 2000). It is expected that in response to Medicare changes, insurance providers limit their services or provide the same services at a higher cost, which has a tremendous financial impact on the consumer population (Cooper and Vladeck, 2000). These efforts limit the potential of nurses and other healthcare providers to offer high quality services to community members, and therefore, threaten the overall health of that population (Cooper and Vladeck, 2000). Various assumptions are made regarding marketing initiatives in the healthcare industry, but it is known that additional important factors play a role in shaping healthcare outcomes for the local community, such communication between key stakeholders within the organization and with local leaders. This is a critical step in order to ensure that local residents are provided with the best possible opportunities to improve their health outcomes accordingly. Therefore, the financial integrity and marketing strategy of an organization in providing community health services is dependent upon the ability of said organization to develop a sustainable financial plan over the long term, which may include the development of different approaches that support community-based needs in a positive manner. Therefore, knowledge must be taken from successes and failures in other communities, including reforms that attempt to support improved access to health coverage for low income residents (Plaza et.al, 2001). In this context, it is expected that different frameworks must be explored that will provide an organization with the financial wherewithal to support healthcare access for community residents efficiently and effectively (Plaza et.al, 2001).

3.Over the past three to five years, it has been determined that the organization has faced tremendous financial obstacles with respect to the provision of healthcare, particularly for the uninsured. Providing services to this group places a tremendous burden on local communities, and requires an understanding of specific market conditions and other factors that contribute to these concerns. Since many healthcare organizations have shifted their priorities in recent years to accommodate the rising costs of coverage and lack of affordability. Therefore, organizations have also been required to examine their strategies to accommodate the increased numbers of uninsured residents, and this has facilitated a greater level of accountability for different services (Robinson, 2003). From a financial perspective, the uninsured and the underinsured have created a significant rift between members of different populations that rely upon health insurance to meet their healthcare needs. Therefore, it is important to convey these challenges and expectations from a strategic point of view.

4.If uninsured and underinsured rates continue to increase at a steady pace, it is likely that organizations will face continuous challenges in their efforts to remain profitable, while also considering ways to expand coverage and make it more affordable for local residents. In this context, the ability of organizations to promote effective means of providing affordable and high quality care for as many residents as possible. However, there continues to be a growing risk of lack of coverage for many residents, which places a tremendous burden on the overall health of the population, and the financial wellbeing of the industry as a whole. Individual organizations are no different, and also suffer at the expense of these disparities.

5.Enhancing an organization to accommodate the risks associated with the uninsured and the underinsured requires an effective approach to improve upon existing strategies to expand access to insurance coverage for those that are not currently insured. Therefore, an organization must demonstrate its ability to shift its priorities and to strategize as necessary to facilitate positive outcomes for community members. This is achieved through two basic principles: communication and cost effectiveness. One approach is to conduct meetings with local residents to identify their specific healthcare needs, which could result in positive outcomes for these residents with respect to improved access to coverage at affordable rates. In addition, establishing different tiers of coverage at various pricing structures may provide individuals with the opportunity to purchase insurance within their budget.