Here is the information. I only needed it rewritten. NO AI. Please provide TurnItIn results.

Budget Development

The implementation of systematic depression screening using the PHQ-9 in primary care settings requires careful financial planning to ensure project sustainability and organisational buy-in. This budget will cover the direct and indirect expenses of the quality improvement project in improving depression screening among the older individuals aged 65 years and above at the primary care clinic. Since this is a quality improvement project, the practice site will supply most of the resources required to implement the project, such as the time of the existing staff, electronic health record infrastructure, and physical space. The overall cost of the project will be estimated at 825, which is a small investment with high returns in terms of patient outcomes, quality measurements, and cost-reduction related to undiagnosed depression. Studies have shown that unmanaged depression among older adults leads to higher expenditures on healthcare as they visit the emergency department at least once annually, get readmitted to the hospital at least once a year, and acquire complications associated with uncontrolled chronic illnesses per year (Li et al., 2023). The budget will be dedicated to the resources needed to support the completion of the project goals of 80% screening completion and 90% of the positive screens connected to the follow-up care to meet the project aims and objectives of the 80% and 90% screening completion rates and positive screen linkage to follow-up care, respectively.

Direct Costs

Direct costs are costs that can be directly linked to the introduction and implementation of the PHQ-9 screening protocol. These expenses are minimal since the clinic will offer the available resources, such as staff time during regular working hours, availability of the electronic health record system, and conference room space that will be used to conduct training. The direct expenses are restricted to the consumable materials and supplies required to screen and educate the patients. A study by Blackstone et al. (2022) showed that a regular training regimen among nursing personnel led to an increased screening adherence rate and confidence in depression assessment. Training will be administered in regular staff meetings and will use the available clinic time, and no extra personnel expenses will be involved, as the DNP student has already invested his or her time, which is offered as a part of the academic program.

Indirect Costs

Indirect costs are overhead costs, administrative costs that sustain the implementation of the project, but are not directly related to particular deliverables. In this quality improvement project, most of the indirect costs are in the form of in-kind contributions by the clinic, such as facilities, utilities, existing equipment, and administrative infrastructure. The low indirect costs indicate the expenditure on project dissemination, preparation of the final report, and a small contingency fund to cater to the unexpected needs that may arise in the course of the eight-week implementation timeframe. The indirect costs are allocated in accordance with the traditional institutional standards of quality improvement efforts and are reflective of the costs that are not previously incurred by the existing clinic operations. It has also added a contingency fund calculated at 10% of direct costs to deal with the possible unexpected costs or changes in the implementation plan based on the feedback in PDSA cycles (Taylor et al., 2014).

Cost-Benefit Analysis

The cost-benefit analysis indicates that there is a significant financial and clinical benefit of introducing systematic PHQ-9 screening of depression among older adults. Depression is a critical societal burden, with about 15% of adults aged 65 and above having cases of depression, and only half of the cases are detected during regular primary healthcare checkups (Reynolds et al., 2022). Diagnosis and treatment of depression in the elderly is related to higher costs of health care because of the escalated number of patients who visit the emergency department, require hospital readmission and poor management of chronic illnesses. Li et al. (2023) provided an estimate of 3-5,000 dollars per patient annually as the additional costs of undiagnosed depression to healthcare. This quality improvement initiative, which will incur a minimum investment of $825, is a remarkably low-cost strategy for handling this huge clinical and financial burden.

The clinic is a primary care clinic with a population of about 450 patients, who are aged 65 years and above. According to the present rates of baseline screening, which are based on the 40 per cent figure, there are only 180 patients receiving screening annually. With the screening completion rate set to 80 per cent, 180 more patients will get systematic screening for depression every year. This augmented screening will find about 27 more cases of depression each year, not previously diagnosed, using the prevalence estimate of 15% of depression in older adults. When properly treated, the conservative estimates indicate that a depression will save healthcare expenditures by about $2,500 a year per patient because of fewer hospitalisations, fewer ED visits, and the fact that comorbid chronic conditions will be better treated (Li et al., 2023). According to the findings, treating 27 more patients with depression in a year would be approximately 67,500/year to save the cost.

The rates of depression screening also improve, leading to improvement in the performance of quality metrics applicable to value-based payment models. Numerous health insurance policies, such as Medicare Advantage plans, have been updated to include depression screening as a quality measure in Healthcare Effectiveness Data and Information Set (HEDIS) measures and Medicare Star Rating. By increasing the rate of depression screening compliance (40 to 80 per cent), it would be estimated that the increment in revenue (estimated to be 15,000-25,000) would be achieved by raising the quality incentive payment and value-based reimbursement systems.

The calculation of the ROI reflects tremendous financial feasibility. The initial investment of $825 and the estimated benefits of saving costs of $67,500, and the expected quality incentive revenue of about 20,000 yearly, give an estimated total of the first year benefit of $87,500. This will give a net benefit of 86675 and a net ROI of 10506. The low cost of the project investment is recouped in a few days after it has been implemented, and the current costs are restricted to the cost of consumable screening supplies, which cost around 200 to 300 per annum.

This not only brings about intangible benefits that are not measurable in monetary terms. The positive outcome observed with respect to quality of life among older adults and their families is because higher rates of improved patient outcomes are achieved by cases of early detection and treatment of depression. The systematised screening practice prevents practice variation and provides consistent and evidence-based care for all providers. Employee education improves patient-centred care and mental health assessment clinical competencies. Moreover, the risk of undiagnosing cases and the liability risk are minimised, and the clinical practice guidelines and regulatory requirements are adhered to through systematic screening of depression.

The infrastructure that is created in this project, such as electronic health record templates, staff training programs, standard workflow processes, and data collection systems, has a permanent organisational asset. The low financial demand is a characteristic of the joint collaboration of the DNP student, clinic leadership, and staff in enhancing patient care using available resources.

To conclude, depression screening using systematic PHQ-9 among elderly patients will be an ideal investment with remarkable financial payoffs and significant clinical advantages. This is because of the low investment of $825, which translates to projected annual benefits of more than 87, 000 leading to a high payback of more than $10,000. The presented quality improvement project shows that significant changes in patient care and clinical outcomes are possible with the help of well-considered initiatives that utilise the already available resources and do not demand significant financial support.

References

Blackstone, E. R., Greiner, M. V., & Manian, N. (2022). Implementing standardised screening for depression in primary care. Journal of Primary Care & Community Health, 13, 18. https://doi.org/10.1177/21501327221094921

Li, D., Min, S., Guo, X., Liu, B., & Zhang, T. (2023). The association between chronic disease and depression in middle-aged and older adults: The moderating effect of health insurance and health service quality. Frontiers in Public Health, 11, Article 935969. https://doi.org/10.3389/fpubh.2023.935969

Reynolds, C. F., Jeste, D. V., Sachdev, P. S., & Blazer, D. G. (2022). Mental health care for older adults: Recent advances and new directions in clinical practice and research. World Psychiatry, 21(3), 336363. https://doi.org/10.1002/wps.20996

Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Quality & Safety, 23(4), 290298. https://doi.org/10.1136/bmjqs-2013-001862

Here is the information. I only needed it rewritten. NO AI. Please provide TurnItIn results.

Budget Development

The implementation of systematic depression screening using the PHQ-9 in primary care settings requires careful financial planning to ensure project sustainability and organisational buy-in. This budget will cover the direct and indirect expenses of the quality improvement project in improving depression screening among the older individuals aged 65 years and above at the primary care clinic. Since this is a quality improvement project, the practice site will supply most of the resources required to implement the project, such as the time of the existing staff, electronic health record infrastructure, and physical space. The overall cost of the project will be estimated at 825, which is a small investment with high returns in terms of patient outcomes, quality measurements, and cost-reduction related to undiagnosed depression. Studies have shown that unmanaged depression among older adults leads to higher expenditures on healthcare as they visit the emergency department at least once annually, get readmitted to the hospital at least once a year, and acquire complications associated with uncontrolled chronic illnesses per year (Li et al., 2023). The budget will be dedicated to the resources needed to support the completion of the project goals of 80% screening completion and 90% of the positive screens connected to the follow-up care to meet the project aims and objectives of the 80% and 90% screening completion rates and positive screen linkage to follow-up care, respectively.

Direct Costs

Direct costs are costs that can be directly linked to the introduction and implementation of the PHQ-9 screening protocol. These expenses are minimal since the clinic will offer the available resources, such as staff time during regular working hours, availability of the electronic health record system, and conference room space that will be used to conduct training. The direct expenses are restricted to the consumable materials and supplies required to screen and educate the patients. A study by Blackstone et al. (2022) showed that a regular training regimen among nursing personnel led to an increased screening adherence rate and confidence in depression assessment. Training will be administered in regular staff meetings and will use the available clinic time, and no extra personnel expenses will be involved, as the DNP student has already invested his or her time, which is offered as a part of the academic program.

Indirect Costs

Indirect costs are overhead costs, administrative costs that sustain the implementation of the project, but are not directly related to particular deliverables. In this quality improvement project, most of the indirect costs are in the form of in-kind contributions by the clinic, such as facilities, utilities, existing equipment, and administrative infrastructure. The low indirect costs indicate the expenditure on project dissemination, preparation of the final report, and a small contingency fund to cater to the unexpected needs that may arise in the course of the eight-week implementation timeframe. The indirect costs are allocated in accordance with the traditional institutional standards of quality improvement efforts and are reflective of the costs that are not previously incurred by the existing clinic operations. It has also added a contingency fund calculated at 10% of direct costs to deal with the possible unexpected costs or changes in the implementation plan based on the feedback in PDSA cycles (Taylor et al., 2014).

Cost-Benefit Analysis

The cost-benefit analysis indicates that there is a significant financial and clinical benefit of introducing systematic PHQ-9 screening of depression among older adults. Depression is a critical societal burden, with about 15% of adults aged 65 and above having cases of depression, and only half of the cases are detected during regular primary healthcare checkups (Reynolds et al., 2022). Diagnosis and treatment of depression in the elderly is related to higher costs of health care because of the escalated number of patients who visit the emergency department, require hospital readmission and poor management of chronic illnesses. Li et al. (2023) provided an estimate of 3-5,000 dollars per patient annually as the additional costs of undiagnosed depression to healthcare. This quality improvement initiative, which will incur a minimum investment of $825, is a remarkably low-cost strategy for handling this huge clinical and financial burden.

The clinic is a primary care clinic with a population of about 450 patients, who are aged 65 years and above. According to the present rates of baseline screening, which are based on the 40 per cent figure, there are only 180 patients receiving screening annually. With the screening completion rate set to 80 per cent, 180 more patients will get systematic screening for depression every year. This augmented screening will find about 27 more cases of depression each year, not previously diagnosed, using the prevalence estimate of 15% of depression in older adults. When properly treated, the conservative estimates indicate that a depression will save healthcare expenditures by about $2,500 a year per patient because of fewer hospitalisations, fewer ED visits, and the fact that comorbid chronic conditions will be better treated (Li et al., 2023). According to the findings, treating 27 more patients with depression in a year would be approximately 67,500/year to save the cost.

The rates of depression screening also improve, leading to improvement in the performance of quality metrics applicable to value-based payment models. Numerous health insurance policies, such as Medicare Advantage plans, have been updated to include depression screening as a quality measure in Healthcare Effectiveness Data and Information Set (HEDIS) measures and Medicare Star Rating. By increasing the rate of depression screening compliance (40 to 80 per cent), it would be estimated that the increment in revenue (estimated to be 15,000-25,000) would be achieved by raising the quality incentive payment and value-based reimbursement systems.

The calculation of the ROI reflects tremendous financial feasibility. The initial investment of $825 and the estimated benefits of saving costs of $67,500, and the expected quality incentive revenue of about 20,000 yearly, give an estimated total of the first year benefit of $87,500. This will give a net benefit of 86675 and a net ROI of 10506. The low cost of the project investment is recouped in a few days after it has been implemented, and the current costs are restricted to the cost of consumable screening supplies, which cost around 200 to 300 per annum.

This not only brings about intangible benefits that are not measurable in monetary terms. The positive outcome observed with respect to quality of life among older adults and their families is because higher rates of improved patient outcomes are achieved by cases of early detection and treatment of depression. The systematised screening practice prevents practice variation and provides consistent and evidence-based care for all providers. Employee education improves patient-centred care and mental health assessment clinical competencies. Moreover, the risk of undiagnosing cases and the liability risk are minimised, and the clinical practice guidelines and regulatory requirements are adhered to through systematic screening of depression.

The infrastructure that is created in this project, such as electronic health record templates, staff training programs, standard workflow processes, and data collection systems, has a permanent organisational asset. The low financial demand is a characteristic of the joint collaboration of the DNP student, clinic leadership, and staff in enhancing patient care using available resources.

To conclude, depression screening using systematic PHQ-9 among elderly patients will be an ideal investment with remarkable financial payoffs and significant clinical advantages. This is because of the low investment of $825, which translates to projected annual benefits of more than 87, 000 leading to a high payback of more than $10,000. The presented quality improvement project shows that significant changes in patient care and clinical outcomes are possible with the help of well-considered initiatives that utilise the already available resources and do not demand significant financial support.

References

Blackstone, E. R., Greiner, M. V., & Manian, N. (2022). Implementing standardised screening for depression in primary care. Journal of Primary Care & Community Health, 13, 18. https://doi.org/10.1177/21501327221094921

Li, D., Min, S., Guo, X., Liu, B., & Zhang, T. (2023). The association between chronic disease and depression in middle-aged and older adults: The moderating effect of health insurance and health service quality. Frontiers in Public Health, 11, Article 935969. https://doi.org/10.3389/fpubh.2023.935969

Reynolds, C. F., Jeste, D. V., Sachdev, P. S., & Blazer, D. G. (2022). Mental health care for older adults: Recent advances and new directions in clinical practice and research. World Psychiatry, 21(3), 336363. https://doi.org/10.1002/wps.20996

Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Quality & Safety, 23(4), 290298. https://doi.org/10.1136/bmjqs-2013-001862

Here is the information. I only needed it rewritten. NO AI. Please provide TurnItIn results.

Budget Development

The implementation of systematic depression screening using the PHQ-9 in primary care settings requires careful financial planning to ensure project sustainability and organisational buy-in. This budget will cover the direct and indirect expenses of the quality improvement project in improving depression screening among the older individuals aged 65 years and above at the primary care clinic. Since this is a quality improvement project, the practice site will supply most of the resources required to implement the project, such as the time of the existing staff, electronic health record infrastructure, and physical space. The overall cost of the project will be estimated at 825, which is a small investment with high returns in terms of patient outcomes, quality measurements, and cost-reduction related to undiagnosed depression. Studies have shown that unmanaged depression among older adults leads to higher expenditures on healthcare as they visit the emergency department at least once annually, get readmitted to the hospital at least once a year, and acquire complications associated with uncontrolled chronic illnesses per year (Li et al., 2023). The budget will be dedicated to the resources needed to support the completion of the project goals of 80% screening completion and 90% of the positive screens connected to the follow-up care to meet the project aims and objectives of the 80% and 90% screening completion rates and positive screen linkage to follow-up care, respectively.

Direct Costs

Direct costs are costs that can be directly linked to the introduction and implementation of the PHQ-9 screening protocol. These expenses are minimal since the clinic will offer the available resources, such as staff time during regular working hours, availability of the electronic health record system, and conference room space that will be used to conduct training. The direct expenses are restricted to the consumable materials and supplies required to screen and educate the patients. A study by Blackstone et al. (2022) showed that a regular training regimen among nursing personnel led to an increased screening adherence rate and confidence in depression assessment. Training will be administered in regular staff meetings and will use the available clinic time, and no extra personnel expenses will be involved, as the DNP student has already invested his or her time, which is offered as a part of the academic program.

Indirect Costs

Indirect costs are overhead costs, administrative costs that sustain the implementation of the project, but are not directly related to particular deliverables. In this quality improvement project, most of the indirect costs are in the form of in-kind contributions by the clinic, such as facilities, utilities, existing equipment, and administrative infrastructure. The low indirect costs indicate the expenditure on project dissemination, preparation of the final report, and a small contingency fund to cater to the unexpected needs that may arise in the course of the eight-week implementation timeframe. The indirect costs are allocated in accordance with the traditional institutional standards of quality improvement efforts and are reflective of the costs that are not previously incurred by the existing clinic operations. It has also added a contingency fund calculated at 10% of direct costs to deal with the possible unexpected costs or changes in the implementation plan based on the feedback in PDSA cycles (Taylor et al., 2014).

Cost-Benefit Analysis

The cost-benefit analysis indicates that there is a significant financial and clinical benefit of introducing systematic PHQ-9 screening of depression among older adults. Depression is a critical societal burden, with about 15% of adults aged 65 and above having cases of depression, and only half of the cases are detected during regular primary healthcare checkups (Reynolds et al., 2022). Diagnosis and treatment of depression in the elderly is related to higher costs of health care because of the escalated number of patients who visit the emergency department, require hospital readmission and poor management of chronic illnesses. Li et al. (2023) provided an estimate of 3-5,000 dollars per patient annually as the additional costs of undiagnosed depression to healthcare. This quality improvement initiative, which will incur a minimum investment of $825, is a remarkably low-cost strategy for handling this huge clinical and financial burden.

The clinic is a primary care clinic with a population of about 450 patients, who are aged 65 years and above. According to the present rates of baseline screening, which are based on the 40 per cent figure, there are only 180 patients receiving screening annually. With the screening completion rate set to 80 per cent, 180 more patients will get systematic screening for depression every year. This augmented screening will find about 27 more cases of depression each year, not previously diagnosed, using the prevalence estimate of 15% of depression in older adults. When properly treated, the conservative estimates indicate that a depression will save healthcare expenditures by about $2,500 a year per patient because of fewer hospitalisations, fewer ED visits, and the fact that comorbid chronic conditions will be better treated (Li et al., 2023). According to the findings, treating 27 more patients with depression in a year would be approximately 67,500/year to save the cost.

The rates of depression screening also improve, leading to improvement in the performance of quality metrics applicable to value-based payment models. Numerous health insurance policies, such as Medicare Advantage plans, have been updated to include depression screening as a quality measure in Healthcare Effectiveness Data and Information Set (HEDIS) measures and Medicare Star Rating. By increasing the rate of depression screening compliance (40 to 80 per cent), it would be estimated that the increment in revenue (estimated to be 15,000-25,000) would be achieved by raising the quality incentive payment and value-based reimbursement systems.

The calculation of the ROI reflects tremendous financial feasibility. The initial investment of $825 and the estimated benefits of saving costs of $67,500, and the expected quality incentive revenue of about 20,000 yearly, give an estimated total of the first year benefit of $87,500. This will give a net benefit of 86675 and a net ROI of 10506. The low cost of the project investment is recouped in a few days after it has been implemented, and the current costs are restricted to the cost of consumable screening supplies, which cost around 200 to 300 per annum.

This not only brings about intangible benefits that are not measurable in monetary terms. The positive outcome observed with respect to quality of life among older adults and their families is because higher rates of improved patient outcomes are achieved by cases of early detection and treatment of depression. The systematised screening practice prevents practice variation and provides consistent and evidence-based care for all providers. Employee education improves patient-centred care and mental health assessment clinical competencies. Moreover, the risk of undiagnosing cases and the liability risk are minimised, and the clinical practice guidelines and regulatory requirements are adhered to through systematic screening of depression.

The infrastructure that is created in this project, such as electronic health record templates, staff training programs, standard workflow processes, and data collection systems, has a permanent organisational asset. The low financial demand is a characteristic of the joint collaboration of the DNP student, clinic leadership, and staff in enhancing patient care using available resources.

To conclude, depression screening using systematic PHQ-9 among elderly patients will be an ideal investment with remarkable financial payoffs and significant clinical advantages. This is because of the low investment of $825, which translates to projected annual benefits of more than 87, 000 leading to a high payback of more than $10,000. The presented quality improvement project shows that significant changes in patient care and clinical outcomes are possible with the help of well-considered initiatives that utilise the already available resources and do not demand significant financial support.

References

Blackstone, E. R., Greiner, M. V., & Manian, N. (2022). Implementing standardised screening for depression in primary care. Journal of Primary Care & Community Health, 13, 18. https://doi.org/10.1177/21501327221094921

Li, D., Min, S., Guo, X., Liu, B., & Zhang, T. (2023). The association between chronic disease and depression in middle-aged and older adults: The moderating effect of health insurance and health service quality. Frontiers in Public Health, 11, Article 935969. https://doi.org/10.3389/fpubh.2023.935969

Reynolds, C. F., Jeste, D. V., Sachdev, P. S., & Blazer, D. G. (2022). Mental health care for older adults: Recent advances and new directions in clinical practice and research. World Psychiatry, 21(3), 336363. https://doi.org/10.1002/wps.20996

Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Quality & Safety, 23(4), 290298. https://doi.org/10.1136/bmjqs-2013-001862

This is a two part the first part is the Introduction and planning.

The second part is the full Essay. Please read and make sure you understand why I am saying . Attached is instruction and rubric. Use this book as a Source this is the book I use for the class.

align it to my textbook Conerly, K., Holmes, K., & Tamang, E. (2022). Introduction to Sociology (3rd ed.). OpenStax.

this assignment is about Personal nursing Philosophy. All instructions and guidance attached. please read and listen to video instructions very carefully and follow all directions. Use APA 7th edition format and references has to be within 5years and peer reviewed. Rubric attached. approximately 5 pages excluding title page and references. Masters textbook pages 109-126 attached,it includes Box 3-2

Assignment Overview

This assignment helps you identify and analyze key local, state, and federal policymakers who influence health policy. You will gather information about their roles, affiliations, committee memberships, and health policy positions. Additionally, you will reflect on how this information can guide your advocacy efforts as a nurse.

Note: Turnitin check no more than 25%, any check more than 25% will be rejected and get 0.

Instructions

Step 1: Research Key Policymakers

• Use government directories, official websites, and reliable online tools to find accurate and up-to-date information.
• Recommended resources include:
• Your state legislature’s official website.

Step 2: Complete the Legislative Table

Fill out the required information for each policymaker listed below. Refer to the specific guidance for each role:

1. President, Vice President, Secretary of State, Attorney General

• Position: Fill in their titles.
• Name: Write the current individuals names.
• Party Affiliation: Identify their political party.
• Committees/Position on Committee/Vote on Legislation: Not applicable.
• Sponsored/Co-Sponsored Legislation: Not applicable.

1. U.S. Senators (Junior and Senior)

• Position: Label as U.S. Senior Senator or U.S. Junior Senator.
• Name: Find and enter the names of the two Senators from your state.
• Party Affiliation: List their political party.
• Committees: Include the Senate committees they serve on.
• Position on Committee: Note any leadership roles within the committees.
• Vote on Identified Legislation: Record their vote on key health-related legislation.
• Sponsored/Co-Sponsored Legislation: Note health-related legislation they have sponsored or co-sponsored.

1. House Representative

• Position: Label as House Representative.
• Name: Enter the name of the Representative for your congressional district.
• Follow the same format for Party Affiliation, Committees, Votes, and Sponsored Legislation as for the Senators.

1. State Legislators (Senator and Assemblyperson)

• Follow the same format as for federal legislators but focus on state-level information.

1. Mayor and Borough President

• These are executive positions, not legislative.
• Name: Enter their names and leave legislative-related fields as Not Applicable.

1. City Council District Members

• Position: Specify City Council Member and include the district number, if applicable.
• Name: Enter the name of the council member representing your district.
• Follow the same format for Party Affiliation, Committees, Votes, and Sponsored Legislation as for the state and federal roles.

Step 3: Write a Reflection

In 250300 words, reflect on how understanding these policymakers roles and positions can guide your health policy advocacy. Address the following:

• Why is it important to know who your policymakers are and their stances on health issues?
• How does this knowledge empower you as a nurse advocate?
• How can this information be applied to your professional practice?

Grading Criteria

This assignment will be graded based on:

1. Completeness and Accuracy: All required information is provided and verified for accuracy.
2. Professionalism: Table and reflection are well-organized, clearly written, and free of errors.
3. Depth of Reflection: The reflection demonstrates thoughtful analysis and application of the information to advocacy.

Submission Instructions

Upload the following as a single document to Canvas:

1. Completed legislative table.
2. Reflection (250300 words).

Ensure your file is named as: Lastname_Firstname_LegislatorAssignment

Noble_Rubeena_LegislatorAssignment

Please rewrite the Organization Approval Letter so it flows better and is in the template provided

Assessment 3: Disaster Recovery Plan Develop a disaster recovery plan to reduce health disparities and improve access to community services after a disaster. Then develop and record a 1012 slide presentation (please refer to the PowerPoint tutorial) of the plan with audio and speaker notes for the local system, city officials, and the disaster relief team. When disaster strikes, community members must be protected. A comprehensive recovery plan, guided by the MAP-IT (Mobilize, Assess, Plan, Implement, Track) framework, is essential to help ensure everyones safety. The unique needs of residents must be assessed to reduce health disparities and improve access to equitable services after a disaster. Recovery efforts depend on the appropriateness of the plan, the extent to which key stakeholders have been prepared, the quality of the trace-mapping, and the allocation of available resources. In a time of cost containment, when personnel and resources may be limited, the needs of residents must be weighed carefully against available resources. In this assessment, you will assume the role of the senior nurse at a regional hospital who has been assigned to develop a disaster recovery plan for the community using MAP-IT and trace-mapping, which you will present to city officials and the disaster relief team. First, review the full scenario and associated data in the Assessment 03 Supplement: Disaster Recover Plan [PDF] Download Assessment 03 Supplement: Disaster Recover Plan [PDF]resource. Then complete the following: Develop a disaster recovery plan for the community that will reduce health disparities and improve access to services after a disaster. Assess community needs. Consider resources, personnel, budget, and community makeup. Identify the people accountable for implementation of the plan and describe their roles. Focus on specific Healthy People 2020 goals and 2030 objectives. Include a timeline for the recovery effort. Apply the MAP-IT (Mobilize, Assess, Plan, Implement, Track) framework to guide the development of your plan: Mobilize collaborative partners. Assess community needs. Use the demographic data and specifics related to the disaster to identify the needs of the community and develop a recovery plan. Consider physical, emotional, cultural, and financial needs of the entire community. Include in your plan the equitable allocation of services for the diverse community. Apply the triage classification to provide a rationale for those who may have been injured during the train derailment. Provide support for your position. Include in your plan contact tracing of the homeless, disabled, displaced community members, migrant workers, and those who have hearing impairment or English as a second language in the event of severe tornadoes. Plan to reduce health disparities and improve access to services. Implement a plan to reach Healthy People 2020 goals and 2030 objectives. Track and trace-map community progress. Use the CDC’s Contract Tracing Resources for Health Departments as a template to create your contact tracing. Describe the plan for contact tracing during the disaster and recovery phase. Develop a slide presentation of your disaster recovery plan with an audio recording of you presenting your assessment of the scenario and associated data in the Assessment 03 Supplement: Disaster Recover Plan [PDF] Download Assessment 03 Supplement: Disaster Recover Plan [PDF]resource for city officials and the disaster relief team. Be sure to also include speaker notes. Presentation Format and Length You may use Microsoft PowerPoint (preferred) or other suitable presentation software to create your slides and add your voice-over along with speaker notes. If you elect to use an application other than PowerPoint, check with your instructor to avoid potential file compatibility issues. Be sure that your slide deck includes the following slides: Title slide. Recovery plan title. Your name. Date. Course number and title. References (at the end of your presentation). Your slide deck should consist of 1012 content slides plus title and references slides. Use the speaker’s notes section of each slide to develop your talking points and cite your sources as appropriate. Be sure to also include a transcript that matches your recorded voice-over. The transcript can be submitted on a separate Word document. Make sure to review the Microsoft PowerPoint tutorial for directions. The following resources will help you create and deliver an effective presentation: Record a Slide Show With Narration and Slide Timings. This Microsoft article provides steps for recording slide shows in different versions of PowerPoint, including steps for Windows, Mac, and online. Microsoft Office Software. This Campus page includes tip sheets and tutorials for Microsoft PowerPoint. PowerPoint Presentations Library Guide. This library guide provides links to PowerPoint and other presentation software resources. SoNHS Professional Presentation Guidelines [PPTX]. This presentation, designed especially for the School of Nursing and Health Sciences, offers valuable tips and links, and is itself a PowerPoint template that can be used to create a presentation. Supporting Evidence Cite at least three credible sources from peer-reviewed journals or professional industry publications within the past 5 years to support your plan. Graded Requirements The requirements outlined below correspond to the grading criteria in the scoring guide, so be sure to address each point: Describe the determinants of health and the cultural, social, and economic barriers that impact safety, health, and recovery efforts in the community. Consider the interrelationships among these factors. Explain how your proposed disaster recovery plan will lessen health disparities and improve access to community services. Consider principles of social justice and cultural sensitivity with respect to ensuring health equity for individuals, families, and aggregates within the community. Explain how health and governmental policy impact disaster recovery efforts. Consider the implications for individuals, families, and aggregates within the community of legislation that includes, but is not limited to, the Americans with Disabilities Act (ADA), the Robert T. Stafford Disaster Relief and Emergency Assistance Act, and the Disaster Recovery Reform Act (DRRA). Present specific, evidence-based strategies to overcome communication barriers and enhance interprofessional collaboration to improve the disaster recovery effort. Consider how your proposed strategies will affect members of the disaster relief team, individuals, families, and aggregates within the community. Include evidence to support your strategies. Organize content with clear purpose/goals and with relevant and evidence-based sources (published within 5 years). Slides are easy to read and error free. Detailed audio and speaker notes are provided. Audio is clear, organized, and professionally presented. Develop your presentation with a specific purpose and audience in mind. Adhere to scholarly and disciplinary writing standards and APA formatting requirements.

Civic leaders in our community (and across the country) in recent years have refocused our attention on unjust conditions for people of color, including in the area of health care. Yet we are now seeing a reversal in some of the progress made. Where and how do you see these problems expressed? What kind of negative outcomes are resulting from inequalities in health care? And what sort of changes, (in policy, funding, training, laws, etc…), are important to get into place to right these long-standing issues?