102022, 930 AM Vila Health Regulatory and Compliance Lands.docx

10/20/22, 9:30 AM Vila Health: Regulatory and Compliance
Landscape Scoring Guide
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HA8044/190100/Scoring_Guides/u02a1_scoring_guide.html 1/2
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
agencies.
Lists the different
regulatory agencies,
but does not examine

them or their
procedures for
conducting surveys,
and for determining
compliance.
Examines the
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
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
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.
Landscape Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/DHA/D
HA8044/190100/Scoring_Guides/u02a1_scoring_guide.html 2/2
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
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All
Rights Reserved
Slide in this Presentation Contain Hyperlinks. JAWS users
should be able to get a list of links by using INSERT+F7
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equations, you may need to check that your computer has the
following installed:
1) MathType Plugin
2) Math Player (free versions available)
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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.
Rights Reserved

After studying this chapter, you should be able to do the
following:
8-1. Identify and describe strategic marketing issues vital for
8-2. Explain why social media marketing is an important
8-3. Explain why market segmentation is an important strategy-
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
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
8.9 Discuss I P Os, keeping cash offshore, and issuing corporate
bonds as strategic decisions that face many firms.
Rights Reserved
After studying this chapter, you should be able to do the
following:
8-1. Identify and describe strategic marketing issues vital for
8-2. Explain why social media marketing is an important
8-3. Explain why market segmentation is an important strategy-
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
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
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.
Rights Reserved
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.
Rights Reserved
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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
Rights Reserved
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:

Facebook
Google Plus
Twitter
LinkedIn
Instagram
Pinterest
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 Marketing1. 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
Rights Reserved
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
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.
Rights Reserved
To implement these strategies successfully, new or improved
market-segmentation approaches are required.
11
Market segmentation decisions directly affect the marketing mix
variables:
Product

Place
Promotion
Price
Rights Reserved
Geographic and demographic bases for segmenting markets are
the most commonly employed.
12
Table 8-2 The Marketing Mix Component
VariablesProductPlacePromotionPriceQualityDistribution
channelsAdvertisingLevelFeatures and optionsDistribution
coveragePersonal sellingDiscounts andStyleOutlet locationSales
promotionallowancesBrand nameSales
territoriesPublicityPayment termsPackagingInventory levels and
locationsblankblankProduct lineTransportation
carriersblankblankWarrantyblankblankblankService
levelblankblankblankOther servicesblankblankblank
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.
Rights Reserved
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
Rights Reserved
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
Rights Reserved
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.
Rights Reserved
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.
Rights Reserved
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
A Perceptual Map for the Automobile Industry
Source: Based on info at
Perceptual_mapping.
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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
Rights Reserved
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
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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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.
Rights Reserved
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.

Rights Reserved
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 DataThe NumberHow Determined$ Amount of Capital
Needed$100 millionEstimated $ cost of recommendationsE B I
T Range$20 to $40 millionEstimate based on prior year E B I T
and recommendations for the coming year(s)Interest Rate5
percentEstimate based on cost of capitalTax Rate30 percentUse
prior year %: taxes divided by income before taxes, as given on
income statementStock Price$50Use most recent stock price#
Shares Outstanding500 millionFor 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.
javascript:window.print()
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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.
Landscape
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

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,
Landscape
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
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
Landscape

Licensed under a Creative Commons Attribution 3.0 License.
https://creativecommons.org/licenses/by-nc-nd/3.0/

102022, 930 AM Vila Health Regulatory and Compliance Lands.docx

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