10/20/22, 9:30 AM Vila Health: Regulatory and Compliance Landscape Scoring Guide
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Vila Health: Regulatory and Compliance Landscape Scoring Guide
Due Date: Unit 2 Percentage of Course Grade: 20%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Examine the different regulatory agencies, their procedures for conducting surveys, and for determining compliance.
10%
Does not list the different regulatory agencies.
Lists the different regulatory agencies, but does not examine them or their procedures for conducting surveys, and for determining compliance.
Examines the different regulatory agencies, their procedures for conducting surveys, and for determining compliance.
Analyzes the different regulatory agencies, their procedures for conducting surveys, and for determining compliance.
Evaluate national safety goals through accrediting bodies, such as the Joint Commission as well as oversight organizations such as AHRQ.
15%
Does not identify national safety goals through accrediting bodies, such as the Joint Commission, or oversight organizations such as AHRQ.
Identifies, but does not evaluate national safety goals through accrediting bodies, such as the Joint Commission or oversight organizations such as AHRQ.
Evaluates national safety goals through accrediting bodies, such as the Joint Commission as well as oversight organizations such as AHRQ.
Evaluates national safety goals through accrediting bodies, such as the Joint Commission as well as oversight organizations such as AHRQ, and identifies assumptions on which the evaluation is based.
Analyze best practices for meeting safety goals.
10%
Does not describe best practices for meeting safety goals.
Describes best practices for meeting safety goals.
Analyzes best practices for meeting safety goals.
Analyzes best practices for meeting safety goals, and identifies criteria that could be used to evaluate those best practices.
Develop a patient safety program, utilizing concepts of continual readiness.
10%
Does not describe a patient safety program.
Describes a patient safety program, but does not utilize concepts of continual readiness.
Develops a patient safety program, utilizing concepts of continual readiness.
Develops a patient safety program, utilizing concepts of continual readiness, and identifies criteria that could be used to evaluate the program.
Develop a mechanism for reporting potential threats to stakeholder safety.
15%
Does not describe a mechanism for reporting potential threats to stakeholder safety.
Describes, but does not develop, a mechanism for reporting potential threats to stakeholder safety.
Develops a mechanism for reporting potential threats to stakeholder safety.
Develops a mechanism for reporting potential threats to stakeholder safety, and identifies criteria that could be used to evaluate the mechanism.
Analyze evidence- based practices within an organization's health care safety program.
15%
Does not describe evidence-based practices within an organization's health care safety program.
Describes, but does not analyze, evidence-based practices within an organization's health care safety program.
Analyzes evidence- based practices within an organization's health care safety program.
Analyzes evidence-based practices within an organization's health care safety program, and evaluates evidence to support the conclusions reached.
Propose how to link health care safety goals to those of the organizational strategic plan to create and sustain an organization- wide safety culture.
15%
Does not propose health care safety goals
Proposes health care safety goals, but does not link them to those of the organizational strategic plan to create and sustain an organization-wide safety culture.
Proposes how to link health care safety goals to those of the organizational strategic plan to create and sustain an organization- wide safety culture.
Proposes how to link health care safety goals to those of the organizational strategic plan to create and sustain an organization-wide safety culture, and evaluates the evidence on which the proposal is based.
10/20/22, 9:30 AM Vila Health: Regulatory and Compliance Landscape Scoring Guide
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CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Write content clearly and logically, with correct use of grammar, punctuation, and mechanics.
5%
Does not write content clearly or logically, or with correct use of grammar, punctuation, and mechanics.
Writes content with errors in clarity, logic, grammar, punctuation, or mechanics.
Writes content clearly and logically, with correct use of grammar, punctuation, and mechanics.
Writes content clearly and logically, with correct use of grammar, punctuation, and mechanics, and uses relevant evidence to support a central idea.
Correctly format paper, citations, and references using APA style.
5%
Does not format paper, citations, and references using APA style.
Formats paper, citations, and references using APA style but with errors.
Correctly formats paper, citations, and references using APA style, and citations contain a few errors.
Correctly formats paper, citations, and references using APA style, and citations are free from all errors.
Strategic Management Concepts: A Competitive Advantage Approach
Sixteenth Edition
Chapter 8
Implementing Strategies: Marketing, Finance/Accounting, R and D, and M I S Issues
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1
Learning Objectives (1 of 3)
8.1 Identify and describe strategic marketing issues vital for strategy implementation.
8.2 Explain why social media marketing is an important strategy-implementation tool.
8.3 Explain why market segmentation is an important strategy-implementation tool.
8.4 Explain how to use product positioning (perceptual mapping) as a strategy-implementation tool.
8.5 Identify and describe strategic finance/accounting issues vital for strategy implementation.
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After studying this chapter, you should be able to do the following:
8-1. Identify and describe strategic marketing issues vital for strategy implementation.
8-2. Explain why social media marketing is an important strategy-implementation tool.
8-3. Explain why market segmentation is an important strategy-implementation tool.
8-4. Explain how to use product positioning (perceptual mapping) as a strategy-implementation
tool.
8-5. Identify and describe strategic finance/accounting issues vital for strategy
implementation.
8-6. Perform EPS/EBIT analysis to evaluate the attractiveness of debt versus stock as a
source of capital to implement strategies.
8-7. Develop projected financial statements to reveal the impact of strategy
recommendations.
8-8. Determine the cash value of any business using four corporate evaluation methods.
8-9. Discuss IPOs, keeping cash offshore, and issuing corporate bonds as strategic
decisions
that face many firms.
8-10. Discuss the nature and role of research and development (R&D) in strategy
implementation.
8-11. Explain how management information systems (MISs) impact strategy-implementation
efforts.
2
Learning Objectives (2 of 3)
8.6 Perform E P S/E B I T analysis to evaluate the attractiveness of debt versus stock as a source of capital to implement strategies.
8.7 Develop projected financial statements to reveal the impact of strategy recommendations.
8.8 Determine the cash value of any business using four corporate evaluation methods.
8.9 Discuss I P Os, keeping cash offshore, and issuing corporate bonds as strategic decisions that face many firms.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
After studying this chapter, you should be able to do the following:
8-1. Identify and describe strategic marketing issues vital for strategy implementation.
8-2. Explain why social media marketing is an important strategy-implementation tool.
8-3. Explain why market segmentation is an important strategy-implementation tool.
8-4. Explain how to use product positioning (perceptual mapping) as a strategy-implementation
tool.
8-5. Identify and describe strategic finance/accounting issues vital for strategy
implementation.
8-6. Perform EPS/EBIT analysis to evaluate the attractiveness of debt versus stock as a
source of capital to implement strategies.
8-7. Develop projected financial statements to reveal the impact of strategy
recommendations.
8-8. Determine the cash value of any business using four corporate evaluation methods.
8-9. Discuss IPOs, keeping cash offshore, and issuing corporate bonds as strategic
decisions
that face many firms.
8-10. Discuss the nature and role of research and development (R&D) in strategy
implementation.
8-11. Explain how management information systems (MISs) impact strategy-implementation
efforts.
3
Learning Objectives (3 of 3)
8.10 Discuss the nature and role of research and development (R&D) in strategy implementation.
8.11 Explain how management information systems (M I Ss) impact strategy-implementation efforts.
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Figure 8-1 Comprehensive Strategic-Management Model
Source: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 3 (June 1988): 40. See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu ArtamaWiguna, “Balance Scorecard of David’s Strategic Modeling at Industrial Business for National Construction Contractor of Indonesia,” Journal of Mathematics and Technology, no. 4 (October 2010): 20.
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This chapter is highlighted in the strategic management model.
5
Strategic Marketing Issues (1 of 2)
How to make advertisements more interactive to be more effective
How to best take advantage of Facebook and Twitter conservations about the company and industry
To use exclusive dealerships or multiple channels of distribution
To use heavy, light, or no T V advertising versus online advertising
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Countless marketing variables affect the success or failure of strategy implementation efforts. Some strategic marketing issues or decisions are on the next two slides.
6
Strategic Marketing Issues (2 of 2)
To limit (or not) the share of business done with a single customer
To be a price leader or a price follower
To offer a complete or limited warranty
To reward salespeople based on straight salary, straight commission, or a combination salary/commission
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Social Media Marketing
Marketers must get customers involved in the company website and solicit suggestions in terms of product development, customer service, and ideas.
The company should enable customers to interact with the firm on the following social media networks:
Google Plus
Foursquare
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Social media marketing has become an important strategic issue. Marketing has evolved to be more about building a two-way relationship with consumers than just informing consumers about a product or service.
8
Table 8-1 The New Principles of Marketing
1. Do not just talk at consumers-work with them throughout the marketing process. |
2. Give consumers a reason to participate. |
3. Listen to-and join-the conversation outside your company’s website. |
4. Resist the temptation to sell, sell, sell. Instead attract, attract, attract. |
5. Do not control online conversations; let it flow freely. |
6. Find a “marketing technologist,” a person who has three excellent skill sets (marketing, technology, and social interaction). |
7. Embrace instant messaging and chatting. |
Source: Based on Salvatore Parise, Patricia Guinan, and Bruce Weinberg, “The Secrets of Marketing in a Web 2.0 World,” Wall Street Journal, December 15, 2008, R1
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Customers must not feel like they are a captive audience for advertising at a firm’s website. Table 8-1 provides new principles of marketing according to Parise, Guinan, and Weinberg.
9
Market Segmentation (1 of 3)
Market Segmentation
subdividing of a market into distinct subsets of customers according to needs and buying habits
widely used in implementing strategies
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Market segmentation enables a small firm to compete successfully with a large firm by maximizing per-unit profits and per-segment sales.
10
Market Segmentation (2 of 3)
Strategies such as market development, product development, market penetration, and diversification require increased sales through new markets and products.
Market segmentation allows a firm to operate with limited resources because mass production, mass distribution, and mass advertising are not required.
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To implement these strategies successfully, new or improved market-segmentation approaches are required.
11
Market Segmentation (3 of 3)
Market segmentation decisions directly affect the marketing mix variables:
Product
Place
Promotion
Price
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Geographic and demographic bases for segmenting markets are the most commonly employed.
12
Table 8-2 The Marketing Mix Component Variables
Product | Place | Promotion | Price |
Quality | Distribution channels | Advertising | Level |
Features and options | Distribution coverage | Personal selling | Discounts and |
Style | Outlet location | Sales promotion | allowances |
Brand name | Sales territories | Publicity | Payment terms |
Packaging | Inventory levels and locations | blank | blank |
Product line | Transportation carriers | blank | blank |
Warranty | blank | blank | blank |
Service level | blank | blank | blank |
Other services | blank | blank | blank |
Source: Based on E. Jerome McCarthy, Basic Marketing: A Managerial Approach, 9th ed. (Homewood, I L: Richard D. Irwin, Inc., 1987), 37-44. Used with permission.
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Evaluating potential market segments requires strategists to determine the characteristics and needs of consumers, to analyze consumer similarities and differences, and to develop consumer group profiles.
13
Retention-Based Segmentation
Tag #1: Is this customer at high risk of canceling the company’s service?
Tag #2: Is this customer worth retaining?
Tag #3: What retention tactics should be used to retain this customer?
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Tag #1: Is this customer at high risk of canceling the company's service? One of the most common indicators of high-risk customers is a drop off in usage of the company's service. For example, in the credit card industry this could be signaled through a customer's decline in spending on his or her card.
Tag #2: Is this customer worth retaining? This determination boils down to whether the post-retention profit generated from the customer is predicted to be greater than the cost incurred to retain the customer. Customers need to be managed as investments.
Tag #3: What retention tactics should be used to retain this customer? For customers who are deemed “save-worthy,” it's essential for the company to know which save tactics are most likely to be successful. Tactics commonly used range from providing “special” customer discounts to sending customers communications that reinforce the value proposition of the given service.
14
Alternative Bases for Market Segmentation
Geographic
Region, country size, city size, density, climate
Demographic
Age, gender, family size, family life cycle, income, occupation, education, religion, race, nationality
Psychographic
Social class, personality
Behavioral
Use occasion, benefits sought, user status, usage rate, loyalty status, readiness stage, attitude toward product
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Market segmentation on these characteristics is possible with the use of business analytics or data mining.
15
Product Positioning (1 of 2)
Product Positioning
entails developing schematic representations that reflect how your products or services compare to competitors' on dimensions most important to success in the industry
Also called perceptual mapping
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Product positioning is widely used for deciding how to meet the needs and wants of particular consumer groups.
16
Product Positioning Steps (1 of 2)
Select key criteria that effectively differentiate products or services in the industry.
Diagram a two-dimensional product-positioning map with specified criteria on each axis.
Plot major competitors' products or services in the resultant four-quadrant matrix.
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Product positioning can be summarized in five steps.
17
Product Positioning Steps (2 of 2)
Identify areas in the positioning map where the company's products or services could be most competitive in the given target market. Look for vacant areas (niches).
Develop a marketing plan to position the company's products or services appropriately.
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Rules for Using Product Positioning as a Strategy-Implementation Tool
Look for the hole or vacant niche.
Don’t serve two segments with the same strategy.
Don't position yourself in the middle of the map.
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Some rules for using product positioning as a strategy-implementation tool are on this slide.
19
Product Positioning (2 of 2)
An effective product positioning strategy meets two criteria:
It uniquely distinguishes a company from the competition
It leads customers to expect slightly less service than a company can deliver
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Firms need to inform customers about what to expect and then exceed the promise. Underpromise and overdeliver! That is a key for excellent strategy implementation.
20
Figure 8-2 Example of a Product- Positioning Map
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This is an example of a product positioning map for the auto industry.
21
Finance/Accounting Issues (1 of 3)
To raise capital with short-term debt, long-term debt, preferred stock, or common stock
To lease or buy fixed assets
To determine an appropriate dividend payout ratio
To use L I F O (Last-in, First-out), F I F O (First-in, First-out), or a market-value accounting approach
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Several finance and accounting concepts central to strategy implementation are acquiring needed capital, developing projected financial statements, preparing financial budgets, and evaluating the worth of a business. Some examples of decisions that may require finance and accounting policies are included on the next two slides.
22
Finance/Accounting Issues (2 of 3)
To extend the time of accounts receivable
To establish a certain percentage discount on accounts within a specified period of time
To determine the amount of cash that should be kept on hand
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Finance/Accounting Issues (3 of 3)
Acquire needed capital to implement strategies.
Develop projected financial statements to show expected impact of strategies implemented.
Determine the firm’s value (corporate valuation) in the event an offer is received.
Decide whether to go public with an Initial Public Offering (I P O).
Decide whether to keep cash offshore that was earned offshore.
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Five especially important finance and accounting activities central to strategy implementation are listed on this slide and explained on later slides.
24
Acquiring Capital to Implement Strategies (1 of 2)
Successful strategy implementation often requires additional capital.
Besides net profit from operations and the sale of assets, two basic sources of capital for an organization are debt and equity.
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When a firm needs additional capital, the choice is often made between debt or equity financing.
25
Acquiring Capital to Implement Strategies (2 of 2)
E P S = Earnings Per Share, which is Net Income divided by # of Shares Outstanding
Another term for Shares Outstanding is Shares Issued
E B I T = Earnings Before Interest and Taxes (also called operating income)
E B T = Earnings Before Tax
E A T = Earnings After Tax
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Successful strategy implementation often requires additional capital. Besides net profit from operations and the sale of assets, two basic sources of capital for an organization are debt and equity.
26
Table 8-4 E P S/E B I T Analysis for the X Y Z Company (1 of 2)
Input Data | The Number | How Determined |
$ Amount of Capital Needed | $100 million | Estimated $ cost of recommendations |
E B I T Range | $20 to $40 million | Estimate based on prior year E B I T and recommendations for the coming year(s) |
Interest Rate | 5 percent | Estimate based on cost of capital |
Tax Rate | 30 percent | Use prior year %: taxes divided by income before taxes, as given on income statement |
Stock Price | $50 | Use most recent stock price |
# Shares Outstanding | 500 million | For the debt columns, enter the existing # shares outstanding. For stock columns, use the existing # shares outstanding + the # new shares that must be issued to raise the needed capital (i.e., based on stock price). So divide the stock price into the $ amount of capital needed. |
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Table 8-4 E P S/E B I T Analysis for the X Y Z Company (2 of 2)
Conclusion: The best financing alternative is 100% stock because the E P S values are largest; the worst financing alternative is 100% debt because the E P S values are lowest.
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The best way to explain EPS/EBIT analysis is by working through an example for the XYZ Company, as provided in Table 8-4. Note that 100 percent stock is the best financing alternative as indicated by the EPS values of 0.0279 and 0.056.
28
Figure 8-6 An EPS/EBIT Chart for the XYZ Company
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As noted in Figure 8-6, the top row (EBIT) on the x-axis is graphed with the bottom row (EPS) on the y-axis, and the highest plotted line reveals the best method. Sometimes the plotted lines will interact, so a graph is especially helpful in making the capital acquisition decision, rather than solely relying on a table of numbers.
29
Projected Financial Statements
Projected Financial Statements
allows an organization to examine the expected results of various actions and approaches
allows an organization to compute projected financial ratios under various strategy-implementation decisions
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Most financial institutions require at least three years of projected financial statements whenever a business seeks capital.
30
Performing Projected Financial Analysis (1 of 2)
Prepare the projected income statement before the balance sheet.
Use the percentage-of-sales method to project cost of goods sold (C G S) and the expense items in the income statement.
Calculate the projected net income.
Subtract from the net income any dividends to be paid for that year.
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Projected financial analysis can be explained in seven steps.
31
Performing Projected Financial Analysis (2 of 2)
Project the balance sheet items, beginning with retained earnings and then forecasting stockholders' equity, long-term liabilities, current liabilities, total liabilities, total assets, fixed assets, and current assets (in that order).
Use the cash account as the plug figure.
List commentary (remarks) on the projected statements.
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Corporate Valuation
Methods:
The Net Worth Method
Total Shareholders’ Equity (S E) minus (Goodwill + Intangibles)
The Net Income Method
Net Income × Five
Price-Earnings Ratio Method
Outstanding Shares Method
# of Shares Outstanding × Stock Price
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Four methods are often used to determine the monetary value of a company.
33
I P Os, Cash Management, and Corporate Bonds
Go public with an I P O?
Keep cash offshore if earned offshore?
Issue corporate bonds for what purpose?
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This slide lists important financial decisions that companies must make.
34
Research and Development (R and D) Issues
Emphasize product or process improvements.
Stress basic or applied research.
Be leaders or followers in R and D.
Develop robotics or manual-type processes.
Spend a high, average, or low amount of money on R and D.
Perform R and D within the firm or contract R and D to outside firms.
Use university researchers or private-sector researchers.
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Research and development (R&D) personnel can play an integral part in strategy implementation. These individuals are generally charged with developing new products and improving old products effectively.
35
R and D Approaches for Implementing Strategies
Be the first firm to market new technological products.
Be an innovative imitator of successful products, thus minimizing the risks and costs of start-up.
Be a low-cost producer by mass-producing products similar to but less expensive than products recently introduced.
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There are at least three major R&D approaches for implementing strategies.
36
Management Information System (M I S) Issues
Having an effective management information system (M I S) may be the most important factor in differentiating successful from unsuccessful firms.
The process of strategic management is facilitated immensely in firms that have an effective information system.
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Firms that gather, assimilate, and evaluate external and internal information most effectively are gaining competitive advantages over other firms.
37
Mobile Computing
Mobile tracking of employees
Mobile apps for customers
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Mobile devices and inexpensive monitoring software now enable companies to know where employees are, eavesdrop on their phone calls, and do other things such as know whether or not a driver is wearing his/her seatbelt.
Companies are increasingly developing mobile apps for customers and using resultant data to devise improved strategies for attracting customers.
38
Copyright
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DHA8044 Vila Health Activity
Regulatory and Compliance Landscape
Introduction
Email from Frederick Mora
Facilities Fact Sheet
Site Visit at Valley City Regional Hospital
Site Visit at Clarion Court Skilled Nursing Facility
Email Response to Frederick Mora
Conclusion
Credits
Introduction
The world of health care regulation and accreditation is a complex and ever-changing one.
E�ective management in the world of health care requires a �rm grasp on the regulatory
and compliance situation of each facility within a system. And that situation will vary widely
with the type of facility.
In this activity, you will investigate the di�erent regulatory and compliance situations faced
by di�erent facilities.
Educational Goals
After completing the activity, you will be prepared to:
Understand accreditation and regulatory compliance in di�erent kinds of health care
facilities.
Explain key regulating bodies and compliance issues.
You are a quality assurance (QA) manager at Vila Health, a medium-sized health care
system operating hospitals and other health care facilities throughout the upper
Midwestern United States.
A recent Minnesota Department of Health inspection of Vila Health's Clarion Court Skilled
Nursing facility went very poorly, with many lapses in procedure and documentation
discovered and cited. This poor audit, combined with the constant state of �ux within the
medical regulatory world, creates a recognition that the regulation and compliance
circumstances of Vila Health's facilities are not properly documented or understood.
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Email from Frederick Mora
Regulatory and Compliance Inventory
From: Frederick Mora, Director of Quality Management
To: Archelia Johnston-Taylor
Archelia,
At yesterday afternoon's Advisory Board meeting, there was a lot of concern about that bad
inspection Clarion Court received from the state Department of Health, as well as some
disturbing long-term trends in their reported quality measures. It is of course completely
unacceptable to have black marks like these associated with one of our facilities when we,
as an organization, work so hard to be known for quality and safety.
It's clear that we are going to need to take a very close look at Clarion Court's day-to-day
operations. But before we do that, there's wide agreement that there are broader concerns
here at Vila Health corporate. Things have changed so much so quickly on the regulatory
and accreditation front that we may have become out of touch with the realities on the
ground. If we're going to straighten things up at individual facilities, that just won't do.
I came out of that meeting with a mandate for information gathering. We need to amass
perspectives from across the organization and determine exactly where we are, particularly
in terms of meeting basic accreditation requirements and complying with ever-changing
regulations. To this end, I'm asking the members of our QA team to consult with leadership
of all of our facilities and get their perspective on their regulatory and compliance
situations. I'm dividing the portfolio of Vila Health facilities among the di�erent members of
the QA team; I would like you to focus on Valley City Regional Hospital and of course the
Clarion Court skilled nursing facility. I’ve prepared a brief fact sheet that provides some
essential information about each of them.
I'd particularly like you to talk to people about three things: which regulatory bodies they're
concerned with in their unit, what the key regulation from that body is, and what their
di�culties are in complying with that regulation. Take good notes!
Frederick
Facilities Fact Sheet
Vila Health is proud to o�er exceptional, compassionate health care services across the
upper Midwest, serving a wide variety of communities and situations.
larion ourtC C Clarion Court Skilled Nursing Facility (Burnsville, MN)
Clarion Court is a 112-bed skilled nursing facility that has been part of the Vila Health
network since 1983. Clarion Court provides residents of the southern Twin Cities area with
cutting-edge senior care.
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1479 Riverwood Drive, Burnsville, MN 55337
(855) 556-2577
Valley City Regional Hospital (Valley City, ND)
O�ering primary care and specialty services for both inpatient and outpatient clients, Valley
City Regional Hospital is a 60-bed facility serving the greater Valley City region. Our
physicians are connected to the award-winning health services throughout the Vila Health
network.
721 Chautauqua Blvd., Valley City, ND 58072
(701) 846-7700
Site Visit at Valley City Regional Hospital
Content of this section depends on choices made during the scenario. Complete at least
one attempt of the scenario to see your choices re�ected here.
Below is a record of the conference you had with leadership on their regulatory and
compliance landscape.
Site Visit at Clarion Court Skilled Nursing Facility
Content of this section depends on choices made during the scenario. Complete at least
one attempt of the scenario to see your choices re�ected here.
Below is a record of the conference you had with leadership on their regulatory and
compliance landscape.
Email Response to Frederick Mora
Thanks
From: Frederick Mora, Director of Quality Management
To: Archelia Johnston-Taylor
Archelia,
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Thanks for taking the time to talk to all of those people! I hope that was illuminating, and
appreciated your summaries for each site. I look forward to seeing your more formal
report.
On the subject of that formal report: obviously, going forward, we'll need to be thinking
about what actions we should take with the information we've gathered. A big part of that
will be considering best practices for compliance with regulation and accreditation. Could
you send back a quick summary of any thoughts you'd have there? I know there'll be a more
�eshed-out version in the �nal report, but I'd like to get an idea of where you're going.
Thanks!
Frederick
Content of this section depends on choices made during the scenario. Complete at least
one attempt of the scenario to see your choices re�ected here.
After reading Frederick's email, you were asked to write a reply that summarizes what
you've learned.
Conclusion
You have completed the Regulatory and Compliance Landscape activity.
Based on your completion of this activity, you should be prepared to:
Understand accreditation and regulatory compliance in di�erent kinds of health care
facilities.
Explain key regulating bodies and compliance issues.
Credits
Subject Matter Expert:
Christopher Miller, DHSc, MHM
Interactive Design:
Estelle Domingos, Mark Bune, Marc Ashmore
Interactive Developer:
Peter Hentges
Instructional Design:
Jae Johnson
Media Instructional Design:
Keith, Pille, Felicity Pearson
Project Management:
Paul Schwoboda
10/20/22, 9:02 AM Vila Health: Regulatory and Compliance Landscape
https://media.capella.edu/CourseMedia/DHA8044/RegulatoryCompliance/transcript.asp 5/5
Licensed under a Creative Commons Attribution 3.0 License.

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