IHP 610 Final Project Guidelines and Rubric Overview

IHP 610 Final Project Guidelines and Rubric
Overview
Healthcare is a field dominated by complex regulation, limited
resources, highly charged debates, changing reimbursement,
expensive education barriers to
entry, and knowledge imbalances. Healthcare decision-makers
often have to review information about an issue, analyze the
applicable law, and make a decision.
Those decisions are often not founded on clearly right or clearly
wrong “answers.” Nonetheless, after decision makers conduct or
review a policy analysis and a
legal analysis and arrive at a conclusion, they must be able to
support and defend that decision. Stakeholder values are often
in conflict; decision makers working
in the field of healthcare and health law have many
opportunities to defend their decisions!
The final project for this course will give you an opportunity to
build policy and legal analysis skills. You will choose from one
of three issue prompts at the
beginning of the course. Throughout the course, you will draft a
memo containing an overview and analysis of your selected
issue, as well as a series of
recommendations for a healthcare executive. You will
experience some of the challenges of reconciling competing
values, demands for resources, and
organizational needs. Each issue prompt is based on “real
world” scenarios, so take this opportunity to practice
developing health law and policy analysis skills.

This final project addresses your mastery with regard to the
following course outcomes:
for ensuring effective implementation of health law and policy
financing practices on affected key stakeholders for informing
policy recommendations
malpractice issues influence policy decision making
conflicts among key healthcare stakeholders
Analyze the role of key stakeholders in shaping,
implementing, and evaluating health law and policy for
improving population health outcomes
Prompt
You will write a policy memorandum, with recommendations,
paper in which you will analyze a health law and policy issue
and make a series of
recommendations to a healthcare executive. At the beginning of
this course, you chose one of three issue scenarios. Now, you
will create each section of the
policy memorandum using the tools and strategies you
developed in this course. You have developed those tools and
strategies in a stepwise fashion in each
module. Remember that the purpose of the policy memorandum
is to analyze the issue scenario, make thoughtful arguments
about the issue, and make

recommendations based on your analysis.
Your policy memorandum with recommendations paper must
contain the following critical elements. Most of the critical
elements align with a particular course
outcome (shown in brackets).
I. Executive Summary: Provide an executive summary that
clearly identifies the issue scenario you selected, summarizes
your analysis, and states your
conclusion and recommendations. Be sure to avoid using
healthcare jargon in your executive summary.
II. Factual Overview
a. Describe the importance of the issue to the healthcare
organization.
b. Identify the key organizational stakeholders involved in the
issue. Review the facts and consider whether any stakeholders
are involved in the
issue who may not be immediately apparent upon casual
observation.
c. Explain how key stakeholders played a role in shaping the
health law and policy issue identified in the scenario.
d. Identify potential legal risks and malpractice issues that
apply. Be sure to provide evidence or examples to support your
response.
e. Identify potential value conflicts among key stakeholders. Be
sure to provide evidence or examples to support your response.

III. Analysis
a. Analyze the needs and interests of the key stakeholders you
identified. Be sure to provide specific examples.
b. Apply current healthcare laws, policies, and financing
practices to the issue. Be sure to highlight any potential
financial ramifications associated
with the issue.
c. Explain why stakeholder value conflicts may exist in thi s
environment. Be sure to justify your reasoning.
d. Evaluate the legal risks and malpractice issues you identified
above, being sure to analyze how conflicting values may impact
potential legal
risks.
IV. Recommendations
a. Recommend a course of action to the healthcare executive.
The course of action you recommend must be supported by your
analysis.
b. Propose how you plan to reconcile divergent stakeholder
needs and interests.
c. Assess the extent to which legal risks and potential
malpractice issues shaped your decision, if at all. Be sure to
explain your reasoning.
d. Assess the extent to which your recommended course of
action addresses financing practices that impact key
stakeholders, if any. Be sure to
explain your reasoning.
e. Propose how you plan to resolve potential conflicts you
identified. Be sure to identify the risk management strategies
you would employ.
f. Propose a strategy for key stakeholders to influence the
healthcare executive’s decision.

g. Discuss how the strategy for key stakeholders may improve
population health outcomes. Be sure to explain your reasoning.
h. Summarize your analysis and recommendations in a brief
concluding paragraph.
Milestones
Milestone One: Executive Summary
In Module Two, you will select one of the three possible issue
prompts and prepare a draft of your executive summary that
identifies your chosen issue prompt
and includes a summary of the facts, analysis of key
stakeholders and considerations, and recommendation. This
submission will be graded with the Milestone
One Rubric.
Milestone Two: Factual Overview
In Module Three, you will submit a draft of your factual
overview of the issue. This submission will be graded with the
Milestone Two Rubric.
Milestone Three: Analysis Outline
In Module Five, you will submit an outline of your analysis of
the key elements surrounding your issue. This submission will
be graded with the Milestone Three
Rubric.
Milestone Four: Full Analysis
In Module Seven, you will submit a draft of your full analysis
of the issue, including your analysis of the key impacted
stakeholders, application of current
healthcare laws, assessment of potential conflicts, and
consideration of any legal risks. This submission will be graded
with the Milestone Four Rubric.

Final Submission: Policy Memorandum
In Module Nine, you will revise your previous milestones based
on instructor feedback, compile these components, and add your
fully developed
recommendation to submit your final policy memorandum. It
should be a complete, polished artifact containing all of the
critical elements of the final product. It
should reflect the incorporation of feedback gained throughout
the course. This submission will be graded with the Final
Project Rubric.
Deliverables
Milestone Deliverable Module Due Grading
One Executive Summary Two Graded separately; Milestone One
Rubric
Two Factual Overview Three Graded separately; Milestone Two
Rubric
Three Analysis Outline Five Graded separately; Milestone
Three Rubric
Four Full Analysis Seven Graded separately; Milestone Four
Rubric
Policy Memorandum Nine Graded separately; Final Project
Rubric (below)
Final Project Rubric

Guidelines for Submission: Your policy memorandum with
recommendations paper should not exceed 12 pages, including a
one-page executive summary. It
should be formatted in 12-point Times New Roman font,
double-spaced, with one-inch margins. All citations and
references should be formatted according to
current APA guidelines.
Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Executive Summary Meets “Proficient” criteria, and
articulation is exceptionally
clear and consumable
Provides a comprehensive
executive summary, avoiding
the use of healthcare jargon
Provides an executive
summary, but with gaps in
required detail or uses
healthcare jargon
Does not provide an executive
summary
3
Overview:
Importance
[IHP-610-02]
Meets “Proficient” criteria and
demonstrates keen insight into

the importance of the issue to
the organization
Logically describes the
importance of the issue to the
healthcare organization
Describes the importance of the
issue to the healthcare
organization, but with gaps in
logic or required detail
Does not describe the
importance of the issue to the
healthcare organization
6.07
Overview:
Stakeholders
[IHP-610-01]
expands identification to
include external stakeholders
who may be impacted by the
issue
Accurately identifies key
organizational stakeholders
involved in the issue
Identifies key organizational
stakeholders involved in the
issue, but with gaps in accuracy
or detail

Does not identify key
organizational stakeholders
involved in the issue
6.07
Overview: Role
[IHP-610-05]
demonstrates exceptional
insight into the impact
stakeholders can have in
shaping health law and policy
issues
Logically explains how
identified stakeholders played a
role in shaping the health law
and policy issue in the selected
scenario
Explains how identified
stakeholders played a role in
shaping the health law and
policy issue in the selected
scenario, but with gaps in logic
or detail
Does not explain how identified
stakeholders played a role in
shaping the health law and
policy issue in the selected
scenario

6.07
Overview: Legal
Risks and
Malpractice Issues
[IHP-610-03]
legal risks and malpractice
issues
Accurately identifies potential
issues, providing evidence or
examples to support response
Identifies potential legal risks
and malpractice issues,
providing evidence or examples
to support response, but with
gaps in accuracy, detail, or
relevant support
Does not identify potential legal
risks and malpractice issues and
does not provide evidence or
examples to support response
6.07
Overview: Value
Conflicts
[IHP-610-04]

the types of value conflicts
among healthcare stakeholders
Accurately identifies potential
value conflicts among
stakeholders, providing
evidence or examples to
support response
Identifies potential value
conflicts among stakeholders,
providing evidence or examples
to support response, but with
gaps in accuracy, detail, or
relevant support
Does not identify potential
stakeholders and does not
provide evidence or examples
to support response
4.55
Analysis: Needs and
Interests
[IHP-610-01]

draws nuanced connections
between stakeholder needs and
organizational decision-making
Logically analyzes needs and
interests of identified
stakeholders, providing specific
examples
Analyzes needs and interests of
identified stakeholders, but
with gaps in logic, detail, or
specificity of examples
Does not analyze needs and
interests of identified
provide specific examples
6.07
Analysis: Laws
[IHP-610-02]
demonstrates superior insight
into current healthcare laws,
policies, and financing practices
Accurately applies current
healthcare laws, policies, and
financing practices to the issue,
highlighting any potential
financial ramifications
associated with the issue

Applies current healthcare laws,
policies, and financing practices
to the issue, highlighting any
potential financial ramifications
associated with the issue, but
with gaps in accuracy or
required detail
Does not apply current
healthcare laws, policies, and
financing practices to the issue,
highlighting any potential
financial ramifications
associated with the issue
6.07
Analysis: Conflicts
[IHP-610-04]
healthcare stakeholders
Logically explains why
stakeholder value conflicts may
exist in the environment,
justifying reasoning
Explains why stakeholder value
conflicts may exist in the
environment, justifying
reasoning, but with gaps in
logic, required detail, or
justification

Does not explain why
stakeholder value conflicts may
exist in the environment and
does not justify reasoning
4.55
Analysis: Legal Risks
and Malpractice
Issues
[IHP-610-03]
among legal risks, malpractice
issues, and policy-making
Logically evaluates identified
issues, analyzing how
conflicting values may impact
potential legal risks
Evaluates identified legal risks
and malpractice issues,
analyzing how conflicting values
may impact potential legal risks,
but with gaps in logic or
required detail
Does not evaluate identified
issues and does not analyze
how conflicting values may

impact potential legal risks
6.07
Recommendations:
Course of Action
[IHP-610-04]
Meets “Proficient” criteria, and
recommended course of action
is aligned with industry-specific
best practices
Recommends a course of action
to healthcare executive that is
supported by analysis
Recommends a course of action
to healthcare executive that is
not supported by analysis
Does not recommend a course
of action to healthcare
executive
4.55
Recommendations:
Reconcile
[IHP-610-01]
between stakeholder needs and

decision-making
Proposes a logical plan to
reconcile divergent stakeholder
needs and interests
Proposes a plan to reconcile
divergent stakeholder needs
and interests, but with gaps in
logic or required detail
Does not propose a plan to
reconcile divergent stakeholder
needs and interests
6.06
Recommendations:
Legal Risks and
Potential
Malpractice Issues
[IHP-610-03]
among legal risks, malpractice
issues, and policy-making
Logically assesses the extent to
which legal risks and
malpractice issues shaped
decision, explaining reasoning
Assesses the extent to which

issues shaped decision,
explaining reasoning, but with
gaps in logic, required detail, or
relevant reasoning
Does not assess the extent to
which legal risks and
malpractice issues shaped
decision, explaining reasoning
6.06
Recommendations:
Financing Practices
[IHP-610-02]
between financing practices
and decision-making
Logically assesses the extent to
which recommended course of
action addresses financing
practices that impact key
stakeholders, explaining
reasoning
Assesses the extent to which
recommended course of action
addresses financing practices

that impact key stakeholders,
relevant reasoning
Does not assess the extent to
which recommended course of
action addresses financing
practices that impact key
explain reasoning
6.06
Recommendations:
Potential Conflicts
[IHP-610-04]
demonstrates superior
judgment in determining how
to employ risk management
strategies to resolve conflicts
fairly
Proposes a logical plan to
resolve identified potential
conflicts, identifying risk
management strategies to be
employed
Proposes a plan to resolve
identified potential conflicts,
identifying risk management
strategies to be employed, but

plan is not logical for its
intended purpose or response
has gaps in required detail
Does not propose a plan to
resolve identified potential
conflicts and does not identify
risk management strategies to
be employed
4.55
Recommendations:
Influence
[IHP-610-05]
issues
Proposes an appropriate
strategy for key stakeholders to
influence healthcare
executive’s decision
Proposes a strategy for key
stakeholders to influence
healthcare executive’s decision,
but strategy is inappropriate for
its intended purpose
Does not propose a strategy for

key stakeholders to influence
healthcare executive’s decision
6.07
Recommendations:
Improve
[IHP-610-05]
issues to improve population
outcomes
Logically discusses how strategy
for key stakeholders may
improve population health
outcomes, explaining reasoning
Discusses how strategy for key
stakeholders may improve
population health outcomes,
relevant reasoning
Does not discuss how strategy
for key stakeholders may
improve population health
outcomes and does not explain
reasoning

6.06
Recommendations:
Summarize
expertly balances brevity with
required detail
Summarizes analysis and
recommendations in a brief
concluding paragraph
Summarizes analysis and
recommendations, but
response is verbose or has gaps
in required detail
Does not summarize analysis
and recommendations
3
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Submission has no major errors
spelling, syntax, or organization

Submission has major errors
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
that prevent understanding of
ideas
3
Total 100%
Running Head: HEALTH LAW AND POLICY
LAW AND POLICY
Health Law and Policy
Maria Williams
Southern New Hampshire University
IHP-610-Q5478 Health Policy and Law 21TW5

9/19/2021
Health Law and Policy
The Needs and Interests of the Key Stakeholders Identified
The key stakeholders identified in the issue include the
government regulators, consumers and taxpayers, health care
providers, as well as third-party payers. The General Assembly
in the State of Albacore is the main government regulator
mentioned in the case study. It is planning to pass a legislation
that would require all health providers to have at least 30
percent of their workers to be of Spanish descent. Additionally,
the third-party payers include Medicare and insurance agencies
that reimburse payments to health care providers (Buff &
Terell, 2014). Finally, the providers in the case are health care
institutions such as hospitals and their professionals, who
include physicians, nurses, and clinicians. These stakeholder
groups are collectively referred to as the medical -industrial
complex since they encompass a large and growing network of
private corporations that engage in the provision and supply of
health care services to patients for profit (Knickman & Elbel,
2019). At the base of such networks are the corporate ownership
of hospitals and the interlocking ownership and production of
technological and diagnostic machinery. Therefore, Hospital
Bass is an example of health providers that are depicted in the
case study.
Current Healthcare Laws, Policies, and Practices related to The
Issue
The current healthcare laws that are relevant to the case
include the Patient Protection and Affordable Care Act (ACA),
the Medicare and Medicaid Act, and the Equal Employment
Opportunity regulations. The ACA is part of the detailed law
reform that promotes access to quality and affordable health
care services (Fulton, 2017). It provides many rights that make
health coverage fairer and easier to understand, along with
subsidies to make it more affordable to many marginalized
groups. The Medicare and Medicaid Act, on the other hand, is a

law that resulted in the adoption of Medicare as a form of
national health insurance. It provides health coverage for
citizens aged above 65 or below it for those who are disabled
irrespective of their levels of income. Medicaid also serves as a
state and federal agency that provides health insurance cover for
citizens who are socioeconomically disadvantaged groups.
Further, the Equal Employment Opportunity laws advocate for
the equitable distribution of employment opportunities.
Potential Conflicts Between the Stakeholder Groups
Each of the stakeholder groups may conflict due to
differing interests. The health care providers such as Hospital
Bass, for instance, seek to optimize profit by providing
competent care to patients. However, they may conflict with
third party payers such as Medicare and Medicaid, which aim at
reducing the high costs of medical care. Additionally, the health
providers may conflict with the proposals of the General
Assembly in the State of Albacore because hospitals may find it
challenging to comply with the law owing to shortage of health
professionals from the Spanish community.
Legal Risks and Malpractice Issues
Hospitals’ lack of compliance with the proposed bill may
potentially expose them to many liability risks. For instance,
hiring health professionals who are not competent to address the
distinct cultural needs of Hispanic patients may deter them from
delivering high quality of care. Subsequently, they may be
prone to malpractices associated with medication errors and
misdiagnosis, which can potentially attract civil lawsuits. The
General Assembly, on the other hand, may face opposition from
activists who view Medicare and Medicaid Services as rights
that should not be withheld irrespective of providers’ failure to
comply with the bill.
References
Buff, M. J., & Terrell, T. D. (2014). The role of third-party
payers in medical cost
increases. Journal of American Physicians and Surgeons, 19(2),
75-79.

Fulton, B. D. (2017). Health care market concentration trends in
the United States: evidence and
policy responses. Health Affairs, 36(9), 1530-1538.
Knickman, J. R., & Elbel, B. (Eds.). (2019). Jonas and Kovner's
health care delivery in the
United States. Springer Publishing Company.
Running Head: FINAL PROJECT MILESTONE THREE:
ANALYSIS ONLINE
ANALYSIS ONLINE
5.2 Final Project Milestone Three: Analysis Online
Maria Williams
Health Policy and Law 21TW5
8/29/2021
Outline
a. Analysis of Stakeholder Needs and Interests
1. The key stakeholders in the case include health professionals
and workers, patients, and government regulators.
2. Each of these stakeholder groups have their distinct needs
and interests. The patients, for instance, need to be given a high
quality of health care services by the professionals.
3. The government’s interests, on the other hand, is to promote
equitable allocation of job positions to ensure that the Spanish
population are also represented in the workforce.
4. Furthermore, the hospital administrators need a culturally

competent health care services.
b. Applying Current Laws
1. The laws that are relevant to the case include the Patient
Protection and Affordable Care Act, Equal Employment
Opportunity Act, and the Medicare and Medicaid Act.
2. The Patient Protection and Affordable Care Act is relevant to
the case because it promotes high quality of care to both
minority and majority groups (Sommers et al., 2017).
3. Similarly, the Equal Employment Opportunity Act calls for
fair representation of all cultural and ethnic groups in the
workplace (Arnzen, 2019).
4. Further, the Medicare and Medicaid Act is applicable to the
issues since the State of Albacore has cautioned hospitals that
do not observe the 30% threshold for Spanish representation
will receive only 50% of the Medicaid reimbursement (Jaffe,
2019).
c. The Potential Conflicts
1. The bill may generate different conflicts based on the
interests of each stakeholder group.
2. For instance, the health care institutions may object to the
bill because they will have to hire new and less experienced
workers.
3. Additionally, the existing health care professionals may feel
that restructuring the workplace to promote cultural equity may
be a threat to their employment status.
4. Furthermore, the State government may receive criticisms for
their failure to reimburse full Medicaid packages to non-
complying hospitals.
d. Legal Risks
1. There are many potential legal risks that the bill may
generate.
2. For instance, the state government may attract litigations
from activists.
3. Such activists may feel that it is the government’s obligation
to reimburse Medicaid packages in full, irrespective of health
institutions’ compliance with the bill.

References
Arnzen, T. C. (2019). The Investigatory Power of the Equal
Employment Opportunity
Commission: Toward a Rule against Perpetuities. N. Ky. L.
Rev., 46, 143.
Jaffe, S. (2019). Home health care providers struggle with state
laws and Medicare rules as
demand rises. Health Affairs, 38(6), 981-986.
Sommers, B. D., Maylone, B., Blendon, R. J., Orav, E. J., &
Epstein, A. M. (2017). Three-year
impacts of the Affordable Care Act: improved medical care and
health among low-income adults. Health Affairs, 36(6), 1119-
1128.
Running Head: MILESTONE TWO FACTUAL OVERVIEW
PROVIDER PATIENT RELATIONSHIP
PROVIDER PATIENT RELATIONSHIP
Provider-Patient Relationships
Maria Williams
Health Policy and Law
8/15/2021

Provider-Patient Relationships
Overview and importance of the issue
The healthcare profession embeds significantly on scientific
knowledge and creative capabilities of the providers, but also
on the interpersonal competencies built through the interaction
between healthcare professionals (providers) and the patient.
The relationship between physicians and patients is one that
aims at enhancing the quality of care and improving patient
outcomes. Historical and contemporary findings have strong
provider-patient relationships with improved patient outcomes
(Nwafor & Nwafor, 2016). The framework of the relationship
entails four key models; the interpretive model, the informative
model, the deliberative model, and the paternalistic model. The
four models are differentiated from one another by the
principles that define each, including the provider’s
responsibility, the goals of the interaction, patient’s values and
their roles, as well as the need for patient autonomy. Although
many factors shape provider-patient relationships, the dynamics
extant between the professional and the patient and their effects
on the communication processes, as well as sense of trust
established between the two parties are the two components that
govern the overall relationship (Nwafor & Nwafor, 2016).
Healthcare organizations that do not establish enabling grounds
for flourishing provider-patient relationships are bound to
deliver low quality care that does not yield desirable patient
outcomes.
Key organizational stakeholders

Providers (healthcare professionals)- These are trained
professionals that deliver healthcare to the patients within the
policy framework and also extract and maintain information
about the patients (Nwafor & Nwafor, 2016). Providers
coordinate and deliver patient care with other professionals in a
unitary team.
Patients (and their families)- These are typically the individual
citizens who reach out to healthcare organizations to seek care
services from providers . They are the customers to the
employers and have the right to high-level quality of services
(Daniel Cukor et.al., 2016).
Employer (Organizational Management) – These are the
healthcare organizations that procure care services from the
professional providers and enroll patients who are the
beneficiaries of such services (Nwafor & Nwafor, 2016). They
also operationalize all aspects of healthcare delivery for optimal
benefits.
The Role of stakeholders in shaping provider-patient
relationships
The role of providers- Healthcare professionals have the
primary role to ensure that patients receive the right standards
of care, but also to forge the right nature of relationship with
the patients throughout the care delivery processes. One of the
key roles of care providers in care delivery is to initiate trust
within all areas of care delivery so that they can earn the
patient’s transparency and openness for an effective and
collaborative partnership that will enable quality care (Wu,
Wang, Tao, & Peng, 2019). It is only through collaborative
decision making that the care delivery process can lead to the
desired patient outcomes.
The role of Patients- Patients bears an almost similar role with
that of providers in the sense that they constitute one half of the
relationship. Patient’s or their representatives hold a crucial
role of completing the communication cycle with their providers
to inform care decisions. Besides, patients and their families
have the responsibility to trust their care providers and believe

that the design and implementation of care is in their best
interest to achieve the desired health outcomes (Wu, Wang, Tao,
& Peng, 2019). They should also believe that providers value
their autonomy and their ability to contribute to care decisions
for optimal health outcomes.
Employer- Healthcare management figures operating either in
fee-for-performance or value-based care environments
healthcare are under continuous pressure to improve health
outcomes. Fortunately, most organizations recognize the
relevance of fostering strong provider-patient relationships and
thus assume different roles towards promoting the relationship.
One of the roles of healthcare organizations is to promote more
well-informed diagnoses by eliminating the potential sources of
errors (Wu, Wang, Tao, & Peng, 2019). This can be achieved
through putting in place technologies that limit losses of the
patient information, delays, or misunderstanding. Besides,
healthcare organizations should use technologies that support
optimal treatment planning, closely engaging providers on the
best practices, and improving healthcare outcome through
provider transparent communication framework.
Potential applicable legal risks and malpractice issues
Antitrust issues- Healthcare organizations and medical
professionals who within a collaborative framework, provide
coordinated care to the patient are bound by law to work closely
to achieve the goals of coordinated care, cut down costs, and
increase the quality of care (Kadivar, Niknafs, Okazi, &
Zarvani, 2017).
False claims-False claims are connected closely with whistle-
blower suits which entail the detection of fraudulent or abusive
care provision perpetrated by dishonest and unethical providers
or employers. False claims bear potential risks that might lead
to recalling of licenses and retrieval of fees charged for such
practices.
Informed consent-If patients are not provided with an in-depth
understanding of the potential risks and associated benefits of a
treatment plan, they may not make informed decisions on

whether to undergo a given procedure. This leads to violation of
the patient’s autonomy over the care received. Proof of
informed consent based on a patient's knowledge of the risks
and outcomes of a medical procedure must be documented
(Kadivar et.al.,2017).
Potential value conflicts among key stakeholders
The provider-patient-employer triangle has specific value
conflicts inherent within it and which may limit the scope and
effectiveness of the provider-patient relationship. Patients,. For
instance, have an ethical responsibility towards maintaining
high quality health to control costs, but this may not apply as
some indulge in activities that do not align with their health
needs. This goes against the employer’s desire to cut down
healthcare costs because patients with insurance coverage
increasingly demand newest, most advanced, and highly costly
care services. Sometimes, providers succumb to the needs of
patients even when they know that their demands for highly
costly treatments do not imply the highest quality of care
delivery. This is a value conflict between patients, providers,
and employers because it violates the duties and responsibiliti es
of all three stakeholders.
References
Daniel Cukor, L. M., & Bessie Young, R. M. (2016). Patient
and Other Stakeholder Engagement in Patient-Centered
Outcomes Research Institute Funded Studies of Patients with
Kidney Diseases. Clinical of the American Society of

Nephrology, 11(9), 1703–1712.
Maliheh Kadivar, 1. A., Niknafs, N., Okazi, A., & Zarvani, A.
(2017). Ethical and legal aspects of patient’s safety: a clinical
case report. Journal of Medical Ethics and History of medicine,
10(15), 1-5.
Nwafor, G. C., & Nwafor, A. O. (2016). The Healthcare
Providers-Patients Relationship and State Obligations in Times
of Public Health Emergency. African Journal of Legal Studies,
9(1), 268-298.
Wu, J., Wang, Y., Tao, L., & Peng, J. (2019). Stakeholders in
the healthcare service ecosystem. 11th CIRP Conference on
Industrial Product-Service Systems (pp. 375-379). New York,
N.Y: CIRP Conference on Industrial Product-Service Systems.
Running Head: FINAL PROJECT MILESTONE ONE
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Executive Summary
Maria Williams
08/08/2021

Executive Summary
In light of the proposed Bill by the General Assembly that
requires all hospitals in the State of Albacore to ensure that
30% of the workforce speak Spanish, a few changes have to be
made in Bass Hospital. Cultural competency is a crucial
component in the healthcare system since it enhances
communication between caregivers and patients (Almutairi et
al., 2017). Additionally, cultural competency increases the level
of involvement of patients in their treatment, which not only
increases the quality of patient care but also patients’
satisfaction with the healthcare services (Almutairi eta la.,
2017). Currently, 15% of Bass Hospital’s workforce are Spanish
speakers, which implies that Bass hospital needs to double the
current number in order to attain the required percentage of
Spanish Speaking healthcare workers.
While increasing the number of Spanish speaking healthcare
workers is the main matter at hand, it is also crucial to increase
the number of certified medical interpreters (CMI) in Bass
hospital. The HRM department has confirmed that there is a
shortage of certified medical interpreters in Albacore.
Increasing the number of interpreters in the hospital would
increase the quality of care since their services increase the
understanding of medical services and products by clients (Wu
& Rawal, 2017). Although increasing the number of Spanish-
speaking healthcare professionals would increase
communication between the staff and patients, it is undeniable
that the services of CMI are important and needed.

In order to succeed in the proposed recruitment plans, it would
be necessary to increase the salaries of the current healthca re
workers. In that regard, it is necessary to ensure that
remuneration increments are done in accordance with the union
affiliation for those who are registered under labor unions. The
rationale for increasing the number of Spanish-speaking
healthcare workers and CMI is to continue receiving the
Medicaid reimbursement funds. Additionally, Bass Hospital
would have a competitive advantage over its rivals in the
healthcare sector in Albacore State since the Albacore Hospital
Association is opposed to the Bill. The implication is that most
if not all hospitals in Albacore will have a shortage of Spanish-
speaking healthcare workers, which will reduce their
competitive edge. Since more than 40% of all patients visiting
the Bass hospital emergency department speak Spanish as their
primary language, it is accurate to believe that the same is true
for other hospitals in Albacore State. Therefore, it is crucial to
increase the number of Spanish-speaking workers by half, and
to employ more CMI to increase the quality of patient care, and
to give Bass Hospital a competitive advantage.
References
Almutairi, A. F., Adlan, A. A., & Nasim, M. (2017).
Perceptions of the critical cultural competence of registered
nurses in Canada. BMC nursing, 16(1), 1-9.
Wu, M. S., & Rawal, S. (2017). “It’s the difference between life
and death”: The views of professional medical interpreters
on their role in the delivery of safe care to patients with
limited English proficiency. PloS one, 12(10), 1-11.

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