| Course | MMHA 6530 Disease Prevention and Care Management |
|---|---|
| Week | Week 7 |
| Paper type | Care team staffing design |
| Length | About 1,000 words, 6 pages |
| Format | APA 7 student paper |
| School | Walden University |
| Program | Master of Healthcare Administration (MHA) |
| Updated | October 2026 |
Free sample paper for MMHA 6530 Week 7
Who Does What, Who Supervises Whom: A Staffing Design for Bluestem's Community Health Worker and Pharmacist Team
Student Name
Walden University
MMHA 6530: Disease Prevention and Care Management
Instructor Name
Month Day, Year
Who Does What, Who Supervises Whom: A Staffing Design for Bluestem's Community Health Worker and Pharmacist Team
Design Principles
This design staffs Bluestem Health Network's hypertension program for its first year, using the enrollment funnel from Week 5. Three principles guided it. Each task belongs to the role with the lowest level of training that can do it safely, so that the pharmacist and nurse spend their time where their training matters. Every role has one supervisor. And the clinician who knows the patient, the primary care clinician, stays in the loop for every medication change. Team-based hypertension care in which pharmacists or nurses take on defined tasks under protocols has improved blood pressure control across many studies (Carter et al., 2009). All numbers are illustrative.
Roster
Table 1 lists each role.
Table 1
Team Roster (Illustrative)
| Role | Full-time share | Supervisor | Counties covered | Tasks owned |
|---|---|---|---|---|
| Community health worker A | 1.0 | Nurse lead | Fourth county | Outreach, home visits, monitor loans, reminders |
| Community health worker B | 1.0 | Nurse lead | Fifth county | Outreach, home visits, monitor loans, reminders |
| Community health worker C | 1.0 | Nurse lead | Second and third counties | Outreach, home visits, monitor loans, reminders |
| Community health worker D | 1.0 | Nurse lead | Hub county | Outreach, phone follow-up, monitor loans, reminders |
| Clinical pharmacist | 1.0 | Chief medical officer | All, by video and phone | Medication reviews and adjustments under protocol |
| Nurse lead | 1.0 | Director of nursing | All | Supervision, escalation of urgent readings, weekly case review |
| Population health analyst | 0.2 | Population health manager | All | Monthly registry list and reports |
Why Workers Are Assigned by County
Two community health workers are assigned to the remote fourth and fifth counties, one each, because those counties hold most of the Tier 1 unseen patients and require the most travel. A worker who lives in or near the county will know its roads, churches and stores, which helps with finding people who have stopped coming to clinic. The hub county worker relies more on phone outreach, since patients there are closer to clinics. Community health workers are most effective when they share experiences with the people they serve and have time to address social needs alongside clinical goals (Kangovi et al., 2020).
The Pharmacist's Protocol
The pharmacist adjusts blood pressure medications under a protocol approved by the network's physicians. The protocol specifies which medications the pharmacist may start, stop or change in dose, the blood pressure thresholds that trigger a change, the laboratory checks required, and the situations that require sending the patient back to the primary care clinician, such as pregnancy, kidney disease or a reading above a set crisis level. Every change is documented in the shared record and sent to the primary care clinician the same day. The arrangement follows the pattern of a trial in which pharmacists managed medications using home telemonitoring data, with physician oversight, and achieved better control than usual care (Margolis et al., 2013).
Workflow
Table 2 lays out the workflow as numbered steps, in place of the diagram used in the planning documents.
Table 2
Monthly Workflow
| Step | What happens | Who |
|---|---|---|
| 1 | Registry list of Tier 1 and Tier 2 patients produced by county | Analyst |
| 2 | Worker reaches patient by phone, visit or through family and community contacts | Community health worker |
| 3 | Home monitor loaned and patient taught to take and report readings | Community health worker |
| 4 | Readings submitted by app or phone, twice daily for a week | Patient, with worker reminders |
| 5 | Readings reviewed; average above target triggers pharmacist review | Pharmacist |
| 6 | Medication adjusted under protocol or patient referred to clinician | Pharmacist |
| 7 | Primary care clinician notified of every change | Pharmacist |
| 8 | Urgent readings escalated the same day | Nurse lead |
| 9 | Repeat readings after two to four weeks; cycle continues until controlled | Worker and pharmacist |
A Patient Walk-Through
Mr. D, a composite patient, is 61, lives on a farm in the fifth county and has not been to clinic in fourteen months. His last recorded pressure was 158/96. In month one, the community health worker finds him through his sister, who works at the county grain cooperative, and visits his home. He says he stopped his medication when the prescription ran out and the drive to town became harder after his truck broke down. She loans him a monitor and teaches him to use it. His first week's readings average 162/98.
The pharmacist reviews the readings, calls Mr. D by phone, confirms he is not taking anything, and under the protocol restarts his previous medication with a mail-order refill. The primary care clinician is notified. In month two, his readings average 148/92; the pharmacist increases the dose. The worker helps him arrange a ride for laboratory work through the county transit van. In month three, readings average 136/84. In month four, with his readings steady, the worker schedules a clinic visit for his annual exam, timed with a transit trip, and Mr. D's pressure at the visit is 134/82. He leaves the program's active caseload but stays on the registry, and the worker will call him in three months to check that refills are arriving.
Timing and Load
Mr. D's four months match the enrollment assumption in the Week 5 funnel. A worker carrying about 120 active patients, each needing contact roughly weekly in the first month and every two weeks after, will have a full schedule, especially in remote counties where visits take half a day. The design should be checked after three months against actual contacts per week; if workers cannot keep up, the caseload assumption, not the workers, should change. The nurse lead's weekly case review is the place to notice this early, since workers who fall behind tend to drop the hardest-to-reach patients first, which would undo the program's purpose. Mileage and travel time should be logged from the first week so that the remote-county caseloads can be set on evidence rather than estimate. Home monitoring is what makes the design feasible, since it moves the most frequent activity, measuring blood pressure, out of the clinic and into patients' homes (Uhlig et al., 2013).
References
Carter, B. L., Rogers, M., Daly, J., Zheng, S., & James, P. A. (2009). The potency of team-based care interventions for hypertension: A meta-analysis. Archives of Internal Medicine, 169(19), 1748-1755. https://doi.org/10.1001/archinternmed.2009.316
Kangovi, S., Mitra, N., Grande, D., Long, J. A., & Asch, D. A. (2020). Evidence-based community health worker program addresses unmet social needs and generates positive return on investment. Health Affairs, 39(2), 207-213. https://doi.org/10.1377/hlthaff.2019.00981
Margolis, K. L., Asche, S. E., Bergdall, A. R., Dehmer, S. P., Groen, S. E., Kadrmas, H. M., Kerby, T. J., Klotzle, K. J., Maciosek, M. V., Michels, R. D., O'Connor, P. J., Pritchard, R. A., Sekenski, J. L., Sperl-Hillen, J. M., & Trower, N. K. (2013). Effect of home blood pressure telemonitoring and pharmacist management on blood pressure control: A cluster randomized clinical trial. JAMA, 310(1), 46-56. https://doi.org/10.1001/jama.2013.6549
Uhlig, K., Patel, K., Ip, S., Kitsios, G. D., & Balk, E. M. (2013). Self-measured blood pressure monitoring in the management of hypertension: A systematic review and meta-analysis. Annals of Internal Medicine, 159(3), 185-194. https://doi.org/10.7326/0003-4819-159-3-201308060-00008
The Walden MMHA 6530 Week 7 instructions
Staffing design assignments ask you to turn a care model into a team. State the principles behind your design first. Then build a roster with each role's time, supervisor, coverage area and tasks. Explain any choices that are not obvious, such as assigning staff by geography. Define the scope of any role working under a protocol, including when it must refer back. Lay out the workflow as a sequence of steps with an owner for each, since hand-offs are where teams fail. Follow one realistic composite patient through the workflow over time to test it. Finally, check whether the timing and caseloads in your design are feasible, and say how you will monitor that after launch.
How the MMHA 6530 Week 7 example is put together
The principles section cites Carter and colleagues. Table 1 lists seven roles with time, supervisor, counties and tasks. A section explains county assignments, citing Kangovi and colleagues on community health workers. A protocol section defines what the pharmacist may change, what triggers referral and how clinicians are notified, citing Margolis and colleagues. Table 2 lays out nine workflow steps with owners. The walk-through follows Mr. D, a 61-year-old farmer unseen for fourteen months, from a home visit through medication restart to a controlled reading at month four. A timing section checks caseload against contact frequency and cites Uhlig and colleagues.
Where the marks sit in the MMHA 6530 Week 7 rubric
Staffing designs are graded on clarity of roles and feasibility. A roster with single supervisors and defined tasks earns the first share. A protocol that clearly bounds a role's authority earns the next. A workflow with owners at every step shows attention to hand-offs and is weighted heavily. The patient walk-through is assessed for realism and for whether it actually tests the design. Checking timing and caseload against capacity demonstrates practical judgment. Consistency with earlier enrollment and model choices is credited.The last few points go to table layout and reference formatting. Designs that name who covers absences and how supervision works across distances are rated more highly. Reviewers also value a walk-through that reveals at least one problem with the design.
MMHA 6530 Week 7 help from the desk
Staffing papers often list job titles without saying who does what. Assign every task to a role and every role to one supervisor. Be precise about protocol limits, especially for medication changes. Write the workflow as numbered steps, and name who owns each. Then follow one patient through it month by month; you will find gaps. Check whether a worker could really carry the caseload you assumed, given travel and contact frequency. Plan to measure actual workload after launch. We can design a care team roster and workflow for a program you are planning. Ask a working community health worker or pharmacist to read your workflow; they will spot the step that does not work.
Get a MMHA 6530 Week 7 example written to your instructions
Include the Week 7 design instructions and rubric, and describe the setting, rural or urban, and the target condition; a staffing design with roster, workflow and a patient walk-through returns inside 24-48h, no cost for the first. Every role, county and drive time belongs to a fictional network, so staffing ratios in yours need a real source.
More MMHA 6530 papers and MHA samples
- MMHA 6530 Week 1: Prevention Tier Map
- MMHA 6530 Week 2: Lung Screening Trade-Off Post
- MMHA 6530 Week 3: Hypertension Burden Brief
- MMHA 6530 Week 4: Care Model Comparison Memo
- MMHA 6530 Week 5: Enrollment Criteria Analysis
- MMHA 6530 Week 6: CHW Funding Post
- MMHA 6530 Week 8: Scale-Up Evidence Critique
- MMHA 6530 Week 9: HEDIS Measure Plan
- MMHA 6530 Week 10: Care Management Proposal Draft
- MMHA 6530 Week 11: Hypertension Program Proposal
- MMHA 6520 Week 7: Data Sharing Debate Post
- MMHA 6501 Week 7: Critical Incident Analysis
- MMHA 6475 Week 7: Program Operating Budget
- MMHA 6452 Week 7: Volunteer Role Description
MMHA 6530 Week 7 questions, answered
Where can I find a free MMHA 6530 Week 7 sample paper?
The staffing design, roster and workflow tables are posted here without charge.
Who is on the team in the MMHA 6530 Week 7 design?
Four community health workers, a clinical pharmacist, a nurse lead and a part-time analyst.
What may the pharmacist do?
Adjust blood pressure medications under a physician-approved protocol, notifying the patient's clinician of every change.
Why are workers assigned by county?
Remote counties hold most unseen patients and require local knowledge and long travel.
What happens in the patient walk-through?
An unseen farmer is found, given a monitor, restarted on medication and reaches control by month four.