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Application: Responding Organizations

The Stafford Act specifically points to national agencies’ involvement in crisis responding. These agencies include the American Red Cross and the Salvation Army along with others. The National Organization for Victim Assistance (NOVA) is one of the oldest crisis response agencies; it was originally established to aid crime victims. Professionals at responding organizations have a number of intervention models available to them. Critical Incident Stress Debriefing (CISD) is a model that has been subject to some criticism because the usefulness of a debriefing or a reliving of a crisis is not always appropriate or helpful. More recently, Psychological First Aid was developed by the National Center for PTSD and the National Child Traumatic Stress Network as an evidence-informed modular approach for intervening with children, adolescents, adults, and families in the immediate aftermath of disaster and terrorism. In this Application Assignment, you explore both responding organizations and the crisis intervention models they employ.

To prepare for this assignment:

• Review Chapters 13 and 17 in your course text, Crisis Intervention Strategies, and focus on which types of agencies or organizations would be helpful during a disaster/crisis.
• Review the article, “Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended, and Related Authorities,” paying particular attention to the sections describing response teams and relief organizations.
• Review the article, “In the Wake of Hurricane Katrina: Delivering Crisis Mental Health Services to Host Communities,” focusing on multicultural lessons learned. Think about how you would address those using various models of crisis management.
• Review the article, “Preparation, Action, Recovery: A Conceptual Framework for Counselor Preparation and Response in Client Crises,” and pay attention to phases of crisis reactions and interventions.
• Review the article, “Toward a Positive Perspective on Violence Preventions in Schools: Building Connections,” and think about which violence-prevention models would work best with children.
• Research crisis management organizations’ crisis-intervention models, such as the American Red Cross’s model, and think about how they compare with each other.
• Review the American Red Cross model and select an additional model with which to compare it in this Assignment.
• Think about the recommendations you might make to counselors about choosing a crisis-intervention model.

The assignment: (3-5 pages)

• Briefly describe the second organization you chose (the organization other than the Red Cross).
• Explain the similarities and differences between the American Red Cross model and the other one you selected in terms of their elements and applications.
• Explain what recommendations you might make to aid counselors in terms of their selection and/or use of the models.

Articles

• Article: FEMA. (2007). Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended, and Related Authorities. Retrieved from http://www.fema.gov/pdf/about/stafford_act.pdf
• Article: Marbley, A. F. (2007). In the wake of Hurricane Katrina: Delivering crisis mental health services to host communities. Multicultural Education, 15(2), 17-23.
  Retrieved from the Walden Library databases.

PowerPoint presentation consisting of 5 slides not including the cover slide and the reference slide. Every slide needs to include 100 words .

Times New roman 12-point and APA Format.

DeVito, J. A. (2016). The interpersonal communication book (14th ed.). Retrieved from https://content.ashford.edu

• This text is a Constellation™ course digital materials (CDM) title.

  prepare a brief outline in which you will draft the main content areas to be examined in greater detail in the Final Project. To begin, select one of the following groups in need from which you will base your outline:

• Children and families
• The elderly
• The homeless
• Mental illness
• Physical disability

Prepare an outline that identifies (lists) and describes each of the content areas below (three to five sentences for each area) that you might use with clients from this group if you were a human services professional. Some of these areas will be addressed in later weeks, which will require you to refer to specific chapters of The Interpersonal Communication Book.

Communication Book:

• Describe one communication theory that can be applied in a health and human services setting.
• Describe an effective verbal communication technique in a health and human services setting (Chapter 4) and how you would use it.
• Describe an effective nonverbal communication technique in a health and human services setting (Chapter 5) and how you would use it.
• Describe one empathy skill in interpersonal and group settings (e.g., one-on-one client interaction, facilitating a group session, etc.) (Chapter 6) and how you would use it in both situations.
• Describe the impact of family, culture, and gender related to your communication with clients (varies by Chapter).

The Summative Assessment Outline:

• Must be three double-spaced pages in length (not including title and reference pages) and formatted according to APA style as outlined in the Ashford Writing Center.
• Must include a separate title page with the following:
  • Title of paper
  • Student’s name
  • Course name and number
  • Instructor’s name
  • Date submitted
• Must use at least three scholarly sources in addition to the course text.
• Must document all sources in APA style as outlined in the Ashford Writing Center.
• Must include a separate reference page that is formatted according to APA style as outlined in the Ashford Writing Center.

What does “white anti-racist” mean? How can guilt get in the way? And what’s all this talk about being “colorblind”? Teaching Tolerance asked community activists to share their thoughts on these questions, and others. Their answers shine light on the concepts of comfort, power, privilege and identity.

Read the following panel discussion on race and social justice, and then address the following discussion questions.

1.  Guilt and white privilege, these activists say, can sometimes get in the way of white people being effective allies in the struggle against racism. What qualities or actions can help white people be effective allies?

2.  The activists all reject the idea of “colorblindness.” Many people contribute the “goal” of colorblindness to a quote from Dr. Martin Luther King, Jr.: “I have a dream that my four children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.” Was Dr. King advocating that people ignore color? Ignore racism? Why?

As noted in the text, the concept of affirmative action originated with President Lyndon Johnson’s issuance of Executive Order 11246 in 1964, the same year the landmark Civil Rights Act was enacted. While affirmative action has been upheld by courts in a number of cases, it has also been criticized and overturned in a number of decisions. 

• What are the differences between a judicial (i.e.      court-ordered) affirmative action plan and a voluntary affirmative action      plan?

 APA format

At least 1 reference

Write a 175- to 265-word response to the following questions:

• Why should health care managers know about specific recruitment strategies? Explain.
• What strategies do you believe would be most effective? Why? 

Self-leadership is foundational in regard to performance management systems and therefore training and development need to be effective prior to implementation.

Explain the pros and cons of your own experience (formal or informal training) with regard to self-leadership development.

Employment  Rights: Who has Them and Who Enforces Them”.  Evaluate the intended  effectiveness of The Americans with Disabilities Act and The  Rehabilitation Act of 1973. Determine how these laws affect human  resource (HR) management. Speculate what the impact of the Act will be  in 20 years. 

The most effective impact of investment in health care will come from effective management and policy. From this position, discuss the following:

• Discuss the evolution of the U.S. health care system and how both the development of policy and the management requirements have been influenced by traditions and values. 
• Discuss the influence of the changing needs of the labor force due to increased technology, the aging of America, and various economic factors (including aging workforce, cost of turnover, cost of education and training, and so forth) with a focus on health care administration. 
• Discuss the 3 approaches to management and policy (systems, critical, and public interest) as they relate to the management perspective in health care.
  5-7 pages 

 ASSIGNMENT :  20% turn it in threshold

To fully complete this case assignment, please read and analyze the assigned case. Be sure to speak in OB language throughout to reflect your knowledge of the terminology and concepts covered this week. Your response must be numbered as outlined below, and provide the following:

1. Situation

2. Problem

3. Question

4. Solution

5. Recommendation

6. Prediction 

CASE

The Velma Company designs and manufactures high-tech communications equipment. The firm is a world-class supplier, and its three largest customers are Fortune 50 firms. Velma also has major clients in China and the European Union. Over the last five years the company’s sales have tripled, and the biggest challenge it faces is hiring and retaining state-of-the-art people. In particular, there are two groups that are critical to the company’s success. One is the design people who are responsible for developing new products that are more efficient and price competitive than those currently on the market. The other is the manufacturing people who build the equipment.

In an effort to attract and keep outstanding design people, Velma has a very attractive benefit package. All of their health insurance premiums and medical expenses are covered (no copay or deductibles). The company contributes 10 percent of their annual income toward a retirement program, and these funds are vested within 24 months. So a new design person who is earning $75,000 annually will have $7,500 put into a retirement fund by the company, and the individual can make additional personal contributions. Each year all designers are given 100 shares of stock (the current sales price is $22) and an option to buy another 100 shares (the current stock price is $25 and this option is good for 10 years or as long as the person works for the firm, whichever comes first).

The manufacturing people are on a pay-for performance plan. Each individual is paid $7 for each unit he or she produces, and the average worker can turn out three units an hour. There is weekend work for anyone who wants it, but the rate per unit does not change. Each year, the company gives manufacturing workers 50 shares of stock with an option to buy 25 more shares. The company also gives all of the manufacturing people free health insurance and covers all medical expenses. 

Another benefit is that everyone in the company is eligible for five personal days a year, and the company will pay for any unused days. Velma also has a large day care facility that is free for all employees, and there is a state-of-the-art wellness center located on the premises.

Last year the company’s turnover was 9 percent, and the firm would like to reduce it by 50 percent this year. One proposed strategy is to strengthen the benefits package even more and make it so attractive that no one will want to, or could afford to, leave. Some top managers privately are concerned that the firm is already doing way too much for these employees and are troubled by the fact that exit interviews with designers who left in the last year indicated that many of them were unaware of the benefits they were receiving. For example, most of the designers who have gone elsewhere reported that they were attracted to the stock offered them, yet they did not exercise the options to buy additional shares of Velma stock because they were not sure what the financial benefits were to them. The manufacturing people who left reported that $7 per unit was acceptable, although a higher rate would have resulted in their remaining with the firm. The manufacturing people also liked the stock that the company gave them, but were somewhat confused about the options they held.

Both groups—designers and manufacturing personnel—seemed pleased with the contribution that the company made to their retirement program, but most of them did not put any additional personal contributions into their retirement fund. When asked why, the majority of them were unaware that this could be done on a before-tax basis, thus temporarily shielding the contributions from taxes and making it easier to build a nest egg for the future. Finally, all of those who left said that they liked the child care benefit, although most of them did not have young children so they did not use it, and they thought the wellness center was also a good idea but they were so busy working that they admitted to never using the facilities.