Course Objectives for Assignment:
Demonstrate leadership and teamwork skills to effectively manage health care projects and teams.
Analyze trending management issues to maintain lifelong learning in the rapidly evolving healthcare field.
Develop a Briefing report (continue working on the case from week 3) covering all the following:
What are the challenges of providing health care to a female offender population that may not exist in a male prison?
What framework would you apply to strategic planning? Why? (HINT: Remember all the available frameworks that you learned in the previous classes and in this class to make a correct choice; justify the final choice through the collaborative ).
Identify the sources of the needed evidence. Offer the stakeholders able to provide you with the evidence you are seeking.
Develop a decision-making matrix and identify appropriate solutions to the case. Read more about the
decision-making matrix.
1
Memorandum
Yeniffer Morales
University of Maryland
HMGT 495
Dr. Alexander
April 25 23
2
Memorandum
To: Correctional Facility Healthcare Management Team
From: Yeniffer Morales
Date: 25/04/2023
Subject: Staffing Arrangements for External and Internal Appointments
I am writing to provide recommendations regarding the staffing arrangements necessary
to meet the needs of both external and internal appointments for the incarcerated population in
our facility. Therefore, this memo presents calculations and justifications for the required staff
arrangements and proposes an organizational plan to accommodate externally and internally
scheduled appointments.
External Appointments
Currently, approximately 300 offenders each month require appointments with external
healthcare providers. These appointments must be scheduled and coordinated through the
Utilization Review / Case Management Department. This is because their cases cannot be
handled by the existing 300 full-time employees in the facility. Thus, based on our analysis, we
recommend adding at least one full-time staff member to this department to meet the increased
demand for external appointments.
With the addition of one full-time staff member, the Utilization Review / Case
Management Department will have an extra person to deal with external referrals specifically.
This will allow the department to meet the needs of the incarcerated population and ensure
3
timely scheduling and coordination of external appointments. Additionally, this will reduce the
burden on existing staff members, allowing them to focus on other essential duties.
To Accommodate External Appointments
Assuming that approximately 300 offenders require external appointments each month
and each appointment lasts an average of 3 hours, the total number of hours needed for external
appointments per month would be 900 (300 x 3). To cover these external appointments, the
healthcare facility could consider hiring additional staff members, such as nurses or medical
assistants, on a part-time or temporary basis. If each staff member works an 8-hour shift, the
facility would need approximately 22 medical staff members to cover the 900 hours required for
external appointments each month. These calculations are indicated below:
900/7 = 128.57 hours that should be covered each day.
1 nurse = 1shift of 8hrs = 2 patients (3-hour sessions each) = 6-hour session daily
Now 1 day = 128.57 / 6 = 21.42 = 22 Medical staff
To Meet the Needs of Internal Appointments
Assuming that the healthcare facility is open 24 hours a day, seven days a week, and that
each offender requires an average of 2 hours of care per week, the total number of hours needed
for internal appointments per week would be 3,400 (1,700 offenders x 2 hours per week). To
cover these internal appointments, the healthcare facility would always need sufficient staff
members on duty. If each staff member works an 8-hour shift, the facility would need
approximately 61 medical staff members on any given day. This further translates to 21 medical
staff working at any given time. These calculations are indicated below:
4
3400 / 7 = 485.71 hours that should be covered each day.
1 nurse = 1shift of 8hrs = 4 patients (2-hour sessions each) = 8-hour of session daily
Now 1 day = 485.71 / 8 = 60.71 = 61 Medical staff
Reducing External Appointments
While external appointments are necessary for some medical needs, we recommend
implementing preventive measures to reduce the number of external appointments required. One
approach is to improve the preventive care provided within the facility, including regular checkups and screening tests. This will help identify and address medical issues before they become
more severe, reducing the need for external appointments. However, with the current conditions,
the facility should consider hiring 22 additional medical staff to eliminate external appointments,
as indicated in the previous calculations.
Organizational Plan
To accommodate scheduled, emergency, and preventive appointments, we recommend
the following organizational plan: First is to hire medical directorates responsible for primary,
chronic, and specialty care. The facility should also employ a nursing directorate accountable for
medication administration, wound care, and chronic disease management (Brown, 2019).
Further, the behavioral health directorate responsible for mental health care and substance abuse
treatment; the pharmacy directorate responsible for medication management and dispensing; the
dental directorate responsible for routine dental care, oral surgery, and dental emergencies; the
medical records directorate responsible for maintaining and updating medical records and health
service support directorate responsible for facilitating internal and external appointments,
transportation, and communication with external healthcare providers should also be hired
5
(Buerhaus, 2020). Lastly, is the operations and security directorate responsible for ensuring the
safety and security of all staff and patients.
Conclusion
In conclusion, the healthcare operation in our correctional facility provides high-quality
care for female offenders with multiple co-morbidities. To meet the needs of the incarcerated
population for internal and external appointments, we recommend adding one full-time staff
member to the Utilization Review / Case Management Department, ensuring 22 part-time
relevant medical staff to meet external appointments and 61 full-time medical staff to the
medical directorate, and further implementing preventive measures to reduce the number of
external appointments required. Therefore, the proposed organizational plan will help facilitate
scheduled, emergency, and preventive appointments, ensuring timely access to care for all
patients.
Yours Sincerely,
Yeniffer Morales
6
References
Brown, S., & Grimes, D. (2019). The role of nursing staff in preventing hospital-acquired
infections. Journal of Hospital Infection, 103(4), 383–386. doi
10.1016/j.jhin.2019.03.002
Buerhaus, P. I., Skinner, L. E., & Staiger, D. O. (2020). Registered nurse and physician assistant
scope-of-practice regulations: Implications for health care workforce supply. Health
Affairs, 39(5), 743-751. doi: 10.1377/hlthaff.2019.01592
HMGT495assingment1week2.d
ocx
by Yeniffer Morales vargas
Submission date: 29-Mar-2023 01:15AM (UTC-0400)
Submission ID: 2049743583
File name: HMGT495assingment1week2.docx (26.07K)
Word count: 1087
Character count: 6096
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HMGT495assingment1week2.docx
ORIGINALITY REPORT
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< 50 words
1
Correctional Health Care
University of Maryland
HMGT 495
Correctional Health Care
To: Administrator
From: Case Coordinator
2
Date: April 4th, 2023
Subject: Correctional Health Care; Estelle v. Gamble
According to the decision of the court in Estelle v. Gamble from 1976, inmates possess a
legal right to access to sufficient care treatment. The choice was made due to a case in which a
prisoner named Estelle was refused medical attention for an injury to his back he suffered while
incarcerated. The court decided in Estelle's favor, concluding that withholding medical attention
when required amounted to extreme and cruel sentencing in breach of the new amendment.
Moreover, the Estelle v. Gamble decision has been applied to safeguard inmates' access
to healthcare nationwide. The court ruled that medical treatment in prisons must be comparable
to that provided to inmates outside of prison. Therefore, this implies that medical care must be
available in prisons, including preventative, emergency, and follow-up care (Faiver, 2020).
Additionally, appropriate accommodations for people with disabilities must be made in prisons.
To ensure prisoners receive medical treatment while incarcerated, the Estelle v. Gamble
decision has been a crucial win for defending their rights. It was established that receiving
medical treatment is a right, not a privilege, and failing to do so can result in harsh punishment
(Faiver, 2020). This decision has set a precedent for ensuring inmates receive medical care.
There are many difficulties in providing inmates with health treatment in a correctional setting. It
can be challenging to give patients the care they need in a timely way because of the population
size, staff shortages, and the requirement for confidentiality (Faiver, 2020). Inmates may also
have limited access to medical professionals and therapies and limited financial means to cover
required care. Additionally, access to preventive treatment, such as vaccinations and health
exams, may only be available to some prisoners.
3
There are extra difficulties when providing medical care to the population of female
offenders. Women might require different medical services than males, including postpartum
alongside prenatal therapies, and they might be more prone to abuse, traumatic experiences, and
mental wellness problems (Faiver, 2020). In addition, stigma, language barriers, and ignorance
of their rights may make it more difficult for female offenders to obtain healthcare. As a result,
medical professionals must be conscious of the particular requirements of female offenders and
offer them the best possible care.
I would consider using the five process strategic planning framework to create a
systematic plan for planning the out-of-facility appointments. The framework has five stages:
establishing a strategic plan is followed by evaluating the present situation, setting goals and
objectives, developing a strategy, implementing the project, and evaluating its success (Bryson &
George, 2020). It is efficient because it details a precise procedure with quantifiable results and
covers every stage required to develop a successful strategic plan. A structured and organized
approach to developing a strategic plan that will be effective in producing the desired results is
also made possible by this process.
Conclusively, Estelle v. Gamble is a significant Supreme Court decision that upholds
prisoners' constitutionally guaranteed right to adequate medical treatment. There are many
difficulties in providing healthcare in a correctional setting, and female criminals might
experience more problems. I advise using the five process strategic planning framework to create
an approach for planning out-of-facility arrangements.
Thank you,
Coordinator.
4
References
Bryson, J., & George, B. (2020). Strategic management in public administration. In Oxford
Research Encyclopedia of Politics.
5
https://oxfordre.com/politics/view/10.1093/acrefore/9780190228637.001.0001/acrefore9780190228637-e-1396
Faiver, K. L. (2020). Correctional health care delivery: Unimpeded access to care. Charles C
Thomas Publisher.
https://books.google.com/books?hl=en&lr=&id=Di3RDwAAQBAJ&oi=fnd&pg=PR2&d
q=Kenneth+L.+Faiver.%3B+Correctional+health+care+delivery+:+unimpeded+access+t
o+care&ots=_s4J4gzc4l&sig=b_72PACAgupMt89mUGK2DVJZCaw
1
Memorandum
Yeniffer Morales
University of Maryland
HMGT 495
Dr. Alexander
April 25 23
2
Memorandum
To: Correctional Facility Healthcare Management Team
From: Yeniffer Morales
Date: 25/04/2023
Subject: Staffing Arrangements for External and Internal Appointments
I am writing to provide recommendations regarding the staffing arrangements necessary
to meet the needs of both external and internal appointments for the incarcerated population in
our facility. Therefore, this memo presents calculations and justifications for the required staff
arrangements and proposes an organizational plan to accommodate externally and internally
scheduled appointments.
External Appointments
Currently, approximately 300 offenders each month require appointments with external
healthcare providers. These appointments must be scheduled and coordinated through the
Utilization Review / Case Management Department. This is because their cases cannot be
handled by the existing 300 full-time employees in the facility. Thus, based on our analysis, we
recommend adding at least one full-time staff member to this department to meet the increased
demand for external appointments.
With the addition of one full-time staff member, the Utilization Review / Case
Management Department will have an extra person to deal with external referrals specifically.
This will allow the department to meet the needs of the incarcerated population and ensure
3
timely scheduling and coordination of external appointments. Additionally, this will reduce the
burden on existing staff members, allowing them to focus on other essential duties.
To Accommodate External Appointments
Assuming that approximately 300 offenders require external appointments each month
and each appointment lasts an average of 3 hours, the total number of hours needed for external
appointments per month would be 900 (300 x 3). To cover these external appointments, the
healthcare facility could consider hiring additional staff members, such as nurses or medical
assistants, on a part-time or temporary basis. If each staff member works an 8-hour shift, the
facility would need approximately 22 medical staff members to cover the 900 hours required for
external appointments each month. These calculations are indicated below:
900/7 = 128.57 hours that should be covered each day.
1 nurse = 1shift of 8hrs = 2 patients (3-hour sessions each) = 6-hour session daily
Now 1 day = 128.57 / 6 = 21.42 = 22 Medical staff
To Meet the Needs of Internal Appointments
Assuming that the healthcare facility is open 24 hours a day, seven days a week, and that
each offender requires an average of 2 hours of care per week, the total number of hours needed
for internal appointments per week would be 3,400 (1,700 offenders x 2 hours per week). To
cover these internal appointments, the healthcare facility would always need sufficient staff
members on duty. If each staff member works an 8-hour shift, the facility would need
approximately 61 medical staff members on any given day. This further translates to 21 medical
staff working at any given time. These calculations are indicated below:
4
3400 / 7 = 485.71 hours that should be covered each day.
1 nurse = 1shift of 8hrs = 4 patients (2-hour sessions each) = 8-hour of session daily
Now 1 day = 485.71 / 8 = 60.71 = 61 Medical staff
Reducing External Appointments
While external appointments are necessary for some medical needs, we recommend
implementing preventive measures to reduce the number of external appointments required. One
approach is to improve the preventive care provided within the facility, including regular checkups and screening tests. This will help identify and address medical issues before they become
more severe, reducing the need for external appointments. However, with the current conditions,
the facility should consider hiring 22 additional medical staff to eliminate external appointments,
as indicated in the previous calculations.
Organizational Plan
To accommodate scheduled, emergency, and preventive appointments, we recommend
the following organizational plan: First is to hire medical directorates responsible for primary,
chronic, and specialty care. The facility should also employ a nursing directorate accountable for
medication administration, wound care, and chronic disease management (Brown, 2019).
Further, the behavioral health directorate responsible for mental health care and substance abuse
treatment; the pharmacy directorate responsible for medication management and dispensing; the
dental directorate responsible for routine dental care, oral surgery, and dental emergencies; the
medical records directorate responsible for maintaining and updating medical records and health
service support directorate responsible for facilitating internal and external appointments,
transportation, and communication with external healthcare providers should also be hired
5
(Buerhaus, 2020). Lastly, is the operations and security directorate responsible for ensuring the
safety and security of all staff and patients.
Conclusion
In conclusion, the healthcare operation in our correctional facility provides high-quality
care for female offenders with multiple co-morbidities. To meet the needs of the incarcerated
population for internal and external appointments, we recommend adding one full-time staff
member to the Utilization Review / Case Management Department, ensuring 22 part-time
relevant medical staff to meet external appointments and 61 full-time medical staff to the
medical directorate, and further implementing preventive measures to reduce the number of
external appointments required. Therefore, the proposed organizational plan will help facilitate
scheduled, emergency, and preventive appointments, ensuring timely access to care for all
patients.
Yours Sincerely,
Yeniffer Morales
6
References
Brown, S., & Grimes, D. (2019). The role of nursing staff in preventing hospital-acquired
infections. Journal of Hospital Infection, 103(4), 383–386. doi
10.1016/j.jhin.2019.03.002
Buerhaus, P. I., Skinner, L. E., & Staiger, D. O. (2020). Registered nurse and physician assistant
scope-of-practice regulations: Implications for health care workforce supply. Health
Affairs, 39(5), 743-751. doi: 10.1377/hlthaff.2019.01592
1
Correctional Health Care
University of Maryland
HMGT 495
Correctional Health Care
To: Administrator
From: Case Coordinator
2
Date: April 4th, 2023
Subject: Correctional Health Care; Estelle v. Gamble
According to the decision of the court in Estelle v. Gamble from 1976, inmates possess a
legal right to access to sufficient care treatment. The choice was made due to a case in which a
prisoner named Estelle was refused medical attention for an injury to his back he suffered while
incarcerated. The court decided in Estelle's favor, concluding that withholding medical attention
when required amounted to extreme and cruel sentencing in breach of the new amendment.
Moreover, the Estelle v. Gamble decision has been applied to safeguard inmates' access
to healthcare nationwide. The court ruled that medical treatment in prisons must be comparable
to that provided to inmates outside of prison. Therefore, this implies that medical care must be
available in prisons, including preventative, emergency, and follow-up care (Faiver, 2020).
Additionally, appropriate accommodations for people with disabilities must be made in prisons.
To ensure prisoners receive medical treatment while incarcerated, the Estelle v. Gamble
decision has been a crucial win for defending their rights. It was established that receiving
medical treatment is a right, not a privilege, and failing to do so can result in harsh punishment
(Faiver, 2020). This decision has set a precedent for ensuring inmates receive medical care.
There are many difficulties in providing inmates with health treatment in a correctional setting. It
can be challenging to give patients the care they need in a timely way because of the population
size, staff shortages, and the requirement for confidentiality (Faiver, 2020). Inmates may also
have limited access to medical professionals and therapies and limited financial means to cover
required care. Additionally, access to preventive treatment, such as vaccinations and health
exams, may only be available to some prisoners.
3
There are extra difficulties when providing medical care to the population of female
offenders. Women might require different medical services than males, including postpartum
alongside prenatal therapies, and they might be more prone to abuse, traumatic experiences, and
mental wellness problems (Faiver, 2020). In addition, stigma, language barriers, and ignorance
of their rights may make it more difficult for female offenders to obtain healthcare. As a result,
medical professionals must be conscious of the particular requirements of female offenders and
offer them the best possible care.
I would consider using the five process strategic planning framework to create a
systematic plan for planning the out-of-facility appointments. The framework has five stages:
establishing a strategic plan is followed by evaluating the present situation, setting goals and
objectives, developing a strategy, implementing the project, and evaluating its success (Bryson &
George, 2020). It is efficient because it details a precise procedure with quantifiable results and
covers every stage required to develop a successful strategic plan. A structured and organized
approach to developing a strategic plan that will be effective in producing the desired results is
also made possible by this process.
Conclusively, Estelle v. Gamble is a significant Supreme Court decision that upholds
prisoners' constitutionally guaranteed right to adequate medical treatment. There are many
difficulties in providing healthcare in a correctional setting, and female criminals might
experience more problems. I advise using the five process strategic planning framework to create
an approach for planning out-of-facility arrangements.
Thank you,
Coordinator.
4
References
Bryson, J., & George, B. (2020). Strategic management in public administration. In Oxford
Research Encyclopedia of Politics.
5
https://oxfordre.com/politics/view/10.1093/acrefore/9780190228637.001.0001/acrefore9780190228637-e-1396
Faiver, K. L. (2020). Correctional health care delivery: Unimpeded access to care. Charles C
Thomas Publisher.
https://books.google.com/books?hl=en&lr=&id=Di3RDwAAQBAJ&oi=fnd&pg=PR2&d
q=Kenneth+L.+Faiver.%3B+Correctional+health+care+delivery+:+unimpeded+access+t
o+care&ots=_s4J4gzc4l&sig=b_72PACAgupMt89mUGK2DVJZCaw
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