Community Nursing Hat 1 Essay Example for Free

Community Nursing Hat 1 Essay I chose as my community El Dorado County in the foothills of Northern California. I live in this community. We are a very healthy and active community with a large retirement group. I will go through the four assessments next. The Population Economic Status Assessment shows our population to be around 181,000. We are made up of 80% white Christian, with the next largest ethnic group being about 15% Mexican. The average household income is around $70,000 with 7.9% of people being at or below the poverty level. The Mexican population makes up the biggest percentage of the poor. El Dorado County’s median household income has been higher than the state average since 2000, indicating that its residents have more spending power than the average Californian (El Dorado Co). The unemployment rate is 11.8%. El Dorado County’s unemployment rate has been consistently lower than the California average since 1990. At any given time, there are 600+ homeless people in this community. Around 9000 people receive food stamps another 3000 receive cash aid. On an average, we have much fewer people on public assistance than the national average. According to the information I gathered in the Cultural Assessment Tool, the population in this community has slightly more females than males which is very typical in these rural areas. There are 80% white people living here with about a 15% Mexican population (El Dorado Co). 27% of the populous are affiliated with a church, mostly Catholic Christian, compared to the 50% in the USA (Religions). About 85% of the people are covered by health insurance, which is very high compared to the rest of California. Cancer is the leading cause of death, with heart disease being second. The birth rate is 10.1 per 1000. County birth rates are consistently below average compared to the state, which is attributed to the higher senior population of the county (El Dorado Co). There is a high prevalence of drug and alcohol abuse in this community, related to poor or ineffective coping skills in the populous. There is a  real powerful stigma against the homeless community here, which really could benefit from some community teaching and outreach. The Neighborhood Community Safety Assessment shows that the air and water quality is very good in this community. Carbon monoxide levels are below the US average. They do usually have a few bad air days a year due to fires. There is some residual mercury left over from the mining days, but in low levels (El Dorado Co). During the winter snow, flooding and the cold pose health hazards. During the summer, fires are a hazard to public safety. However, there is excellent fire and police response here in this community. Many rivers and lakes in this community pose a risk for drowning; however, there are very few documented drowning’s here per year. There is quite a bit of poison oak ivy here, and grass and hay fever irritants. Last, I will discuss the Disaster Assessment Planning in this community. Through my research, I found that this community does follow federal guidelines for disaster management (OES). There is a County Operational Area Emergency Operations Plan that was adopted in 2007 (City of Placerville). This plan has four parts that cover administrative, an emergency operations center plan, a recovery plan, plans specific to a type of emergency (terrorism, multi-casualty incidents, hazard mitigation plan, etc.). This plan meets needs for rescue, medical care, food, shelter, clothing, temporary housing, and employment should an emergency arise. This community also uses the CDC’s Public Health Emergency Response Guide for emergency preparedness response. I found all this information on line, but it took considerable research and was not easy. In my research, I found that most residents in this community are not aware of any disaster preparedness plan, nor do they know where to find one. There needs to some community wide teaching on disaster preparedness, and where to find information regarding this. The following is my community genogram and diagnosis. Community Diagnosis Within the parameters assessed above, El Dorado County California is a healthy community. The areas that need improvements are discovering a way to help people respond in healthy ways to painful life events other than drugs alcohol, to create implement a plan to help the homeless community, to educate the public regarding the causes and preventative  measures for Cancer Coronary Artery Disease, and to educate the public regarding emergency disaster preparedness through community outreach programs. Community Diagnosis Within the parameters assessed above, El Dorado County California is a healthy community. The areas that need improvements are discovering a way to help people respond in healthy ways to painful life events other than drugs alcohol, to create implement a plan to help the homeless community, to educate the public regarding the causes and preventative measures for Cancer Coronary Artery Disease, and to educate the public regarding emergency disaster preparedness through community outreach programs. El Dorado County, California hhhh El Dorado County, California hhhh Population Economic Status Located in Northern California Population 181,058 Mostly white Next largest ethnic group Mexican Median household income 70,000 7.9% households at or below poverty level 11.8% unemployment rate 600+ homeless 9,000 receive food stamps 3,000 families receive cash aid Population Economic Status Located in Northern California Population 181,058 Mostly white Next largest ethnic group Mexican Median household income 70,000 7.9% households at or below poverty level 11.8% unemployment rate 600+ homeless 9,000 receive food stamps 3,000 families receive cash aid Cultural Assessment Slightly more females than males Mostly white Christians Subcultures small Mexican Asian Many know how to achieve good health-60% put forth effort 85% have health coverage Most know how where to obtain medical care High prevalence of alcohol drug abuse due to a variety of stressors Stigmas of homelessness Vast variety of outdoor recreational activities Cultural Assessment Slightly more females than males Mostly white Christians Subcultures small Mexican Asian Many know how to achieve good health-60% put forth effort 85% have health coverage Most know how where to obtain medical care High prevalence of alcohol drug abuse due to a variety of stressors Stigmas of homelessness Vast variety of outdoor recreational activities Neighborhood/ Community Safety Health dept very involved in providing health services, education information Very good air quality Very good water quality Potential for wildlife disease Vast amounts of rivers lakes potential for drowning Severe weather events potential Potential for fires due to vast forestry Excellent fire police response Domestic violence calls 10.5 per 1000 Neighborhood/ Community Safety Health dept very involved in providing health services, education information Very good air quality Very good water quality Potential for wildlife disease Vast amounts of rivers lakes potential for drowning Severe weather events potential Potential for fires due to vast forestry Excellent fire police response Domestic violence calls 10.5 per 1000 Disaster Assessment/Planning El Dorado County Operational Area Emergency Operations Plan California Emergency Management Agency Federal Emergency Management Agency preparedness plan Following federal guidelines Rescue, medical care, food, shelter, clothing Temporary housing, food stamps, employment Public Health Emergency Response Guide by CDC for emergency preparedness and response Most residents unaware of any plan Disaster plan not readily available or easily found Disaster Assessment/Planning El Dorado County Operational Area Emergency Operations Plan California Emergency Management Agency Federal Emergency Management Agency preparedness plan Following federal guidelines Rescue, medical care, food, shelter, clothing Temporary housing, food stamps, employment Public Health Emergency Response Guide by CDC for emergency preparedness and response Most residents unaware of any plan Disaster plan not readily available or easily found The community genogram shows a relatively healthy mostly white community. As a whole, the people here make a good living, with unemployment below the national average. A small percentage receives food stamps and public cash benefits, also below the national average. Most people have health coverage, and about 60% of the population is proactive with their health. The leading causes of death are cancer and then cardiac disease occurring in the high 80’s of age, due to the large retirement population. The public health department is very involved in providing health services here (CDHP). The air and water quality is good here, with pollution below the national average. There is some potential for bad weather and fires, however, our fire and police response are excellent here. There is a good disaster preparedness plan, however, it is difficult to find, and few know about it. There is a high incidence of alcohol and drug use here, with poor and inadequate coping skills to handle d ifficult life events. The homeless population is really looked down upon here. Within the parameters assessed above, El Dorado County is a healthy community. The areas that need improvement are discovering a way to help people respond in healthy ways to painful life events other than drugs alcohol, to create implement a plan to help the homeless community, to educate the public regarding the causes and preventative measures for Cancer Coronary Artery Disease, and to educate the public regarding emergency disaster preparedness through community outreach programs. Bibliography CDHP. Retrieved from http://www.cdph.ca.gov/programs/Pages/HealthyCommunityIndicators.aspx City of Placerville. Retrieved from http://www.cityofplacerville.org/ El Dorado County Economic and Demographic Profile. Retrieved from http://www.eldoradocounty.org/ Office of Emergency Services (OES). Retrieved from http://www.edcgov.us/Government/Sheriff/Divisions/Support/Office_of_Emergency_Services_

Panthers :: essays research papers

Bobby Seale   Ã‚  Ã‚  Ã‚  Ã‚  Bobby Seale was one of the co-founders of the Black Panther Party. He was born on October 22, 1939 in Dallas Texas. By the time Bobby was ten his family moved to Oakland, California where he would have a rough childhood. Seale’s family was very poor so this only added to his dire childhood. Bobby eventually dropped out of high school and at 18 he was indicted into the Air Force. He was immediately sent to Amarillo, Texas to receive training as an aircraft sheet-metal mechanic. He soon graduated from the Technical School Class of Air Force training with honors. After that, he was moved to Rapid City, South Dakota at Ellsworth Air Force Base. Bobby served here for three and a half years and left with the rank of corporal. After he left the Air Force he enrolled at Merrit College in Oakland where he intended to study engineering. Bobby first became interested in 1962 when he first heard Malcolm-X speak. During his enrollment at the University, he joined the Af ro-American Association (AAA) which was an organization formed by young African-Americans in Oakland to try to confront the problems faced by the black community. This was an organization that tried to confront the problem faced by the black community. Seale got interested very quickly and was inspired by such people as Booker T. Washington and W.E.B. du Bois. Another member of the AAA named Huey Newton had very similar beliefs as Bobby. Soon Bobby became one of the many black activists who broke away from the traditional non-violent protests to â€Å"preach a doctrine of militant black empowerment.† Bobby and Huey became very close friends and in 1966 formed the Black Panther Party for Self-Defense. Bobby Seale is still alive today and is no longer involved in violent protests. He is running his own web site that tells of his adventures and why he did everything he did in his earlier years. Huey Newton   Ã‚  Ã‚  Ã‚  Ã‚  Huey Percy Newton was the other major co-founder of the Black Panther Party. Huey was born on February 17, 1942, in New Orleans, Louisiana. He was the youngest of Armelia and Walter Newton's seven children. When he was three years old he moved to Oakland, California. Huey and his family fled to the hard core side of Oakland because his father was looking for good work that was out of the Louisiana Bayou.

British Airways- Case Study Essay

The scenario upon which this paper is based relates to the British Airways Swipe Card Debacle case study from the textbook, Managing Organizational Change: A Multiple Perspective Approach (Akin, Dunford, & Palmer, 2009). The purpose of this paper is to analyze and discuss the organizational change associated to the implementation of a new swipe card system that led to strike of over 250 British Airways check-in staff, losing 40 million pounds and negatively effecting the company’s reputation. Additionally, this paper will relate the case study to several change approaches (organizational development, sense-making, change management, contingency, and processual) and identify key issues. Additionally, this paper will examine the case study from my perspective, as if I were a hired change consultant for British Airways responsible for providing advise and recommendations on how to avoid this type of situation. Additionally, as a change consultant, I provide my recommendation as t o what possible change approach or combinations of a change approach would have been best to use for the swipe card change initiative. Change Perspective and Key Issues Prior to going into being able to effectively provide advise and recommendations on this case study, it is first important to discuss aspects of different change approaches. Additionally, relate key issues of the swipe card debacle to these change approaches. With that, this section paper will focus on identify specific aspects of the following change approaches and how these aspects relate to the case study: organizational development, sense-making, change management, contingency, and processual. Organizational Development Approach The organizational development change approach is a well thought through and thoroughly planned change approach that focuses on staff development. Additionally, one of the key aspects to the organizational development approach is the importance placed on the need to form groups and teams, which work together to form the key focus for change (Akin, Dunford, & Palmer, 2009). Unfortunately, this very important characteristic of organizational development approach was truly not used as part of the change approach for the swipe card implementation. For instance, if groups and  teams were created to form the key focus for the change, none of the 250 check-in staff were invited to participate. Sense-making Approach The sense-making approach is very similar to Kurt Lewin’s organizational change model. At a high-level, this model has three primary stages known as Unfreeze (identifying where the company is at, in relation to environmental change and organizational structure), Change (period of time where the change is being made), and Refreeze (change is complete and the organization has embedded the change within its culture) (Levasseur, 2001). However, there is one slight difference with the sense-making approach, in that the second stage is more the about rebalance where the organization balances the external environment with its internal environment. An example of a key issue associated to this from the case study is the fact that it appears those responsible for the Future Size and Shape recovery program, did not take the first stage into consideration. More specifically, the group did not factor in how the company was still recovering from environmental changes such as, 9/11, Iraqi wa r, and SARS. Additionally, did not consider if this was the right time for this type of change. Change Management Approach There are several different change management approaches but the one focused on within this paper is the change management approach Ten Commandments approach, developed by Rosabeth Moss Kanter, Barry A. Stein, and Todd D. Jick. In the book, The Challenges of Organizational Change, Kanter, Stein, and Jick elaborate on what they believe to be the necessary steps to effectively implement change within an organization. One of these steps, which is something that was not executed in the swipe card debacle, is the step to create a shared vision. While the Future Size and Shape project team may have had a shared vision of the swipe card change, this same vision was definitely not shared by the 250 check-in staff. Contingency Approach Similar to the change management approach, the contingency approach has many different variations. For instance, one of these approaches is categorized into the following four ideal types: commanding (change intervention, directed by leadership and is typically driven by the need to implement  quickly and abruptly), engineering (change agent, who also acts as an analyst implements the change along with those who designing the change to process and systems), teaching (third party consultants work with internal staff to assist with identify new ways of operation and is change intervention that is a long-term plan), and socializing (democratic approach that is a gradual change process approach) (Huy, 2001). Each of these approaches are acceptable but may not all work in every type of situation. For instance, within the British Airways case study, it seems as though the project team chose to utilize the commanding approach for the implementation of the swipe cards. The check-in staff w ere completely resistant to not only the swipe card change but were also resistant to the actual approach taken to implement that change. Processual Approach Similar to the sense-making approach, the processual approach also looks at the relationship of external and internal environments. However, with the processual approach, it focuses on the constraints and opportunities of both environments. Within the case study, the project team did not take into consideration how the external environment impacts the internal environment and how the internal environment also effects the staff. For instance, the staff being on edge and untrusting of change was a result situations and changes both internally (one forth reduction in staff) and externally (environmental jolts like inroads on its markets from budget competitors). The combination of these situations, led to the staff being fearful and overreacting to the possibility that the new swipe card process could lead to another reduction in staff. Change Consultant As a change consultant for British Airways, I would provide the following list of lessons learned from the swipe card debacle: lack in including those directly affected by change can lead to staff being uncomfortable and uncertain about a change; lack of taking internal and external environments into consideration is not fully understanding the cumulative effect that these have on the staff; taking a commanding approach to implement change can lead to staff disagreeing with the way a change is being managed; and lack of communication and gaining buy-in on change can led staff to believe that the change could have negative downstream impact. In order to prevent this in the future, I would advise them to take a different approach by having staff be more involved with projects and include them as part of the project teams. Additionally, allowing the staff time to absorb the fact that there will be changes in the future and giving them a platform to be able to ask questions. In addition to providing the staff a platform, leadership also needs to encourage the staff to ask questions and ensure them that there will not be any backlash for those who do have questions about the change. Lastly, as a change consultant, I would emphasis the importance viewing the organization from a birds-eye view (meaning that leadership the context of the situation from an internal and external perspective). If they would have stepped back and looked all the external and internal factors prior to implementing the swipe card change, they may have seen that implementing change over a holiday weekend might not be the best time, they might have iden tify staff moral being low due to internal reduction in force, and the fact that the company was struggling to recover from other external environmental jolts. While there are many change approaches that may be suitable for this type of change initiative, it is my opinion that the best approach for this change would have been to use the Ten Commandments change management process. The reason for this is that it would have resolved and possibly prevented the reaction that staff had towards the implementation of swipe card because this change approach includes creating a shared vision, involving staff, having the support of leadership and political sponsorship, and developing an implementation plan (Barry, Kanter, & Jick, 1992). Conclusion Based on the information provided in the case study about the swipe card debacle at British Airways and comparing key issues to various change approaches, it can be seen that there are many areas where management taken a different approach to the change. If a different approach was taken, it could have easily lead to a successful swipe card implementation versus the outcome that lead to the 250-check in staff, losing 40 million pounds and negatively effecting the company’s reputation. References Akin, G., Dunford, R., & Palmer, I. (2009). Managing organizational change: a multiple perspective approach (2nd. Ed). New York, NY: McGraw-Hill Huy, Q. N. 2001. Time, temporal capability, and planned change. Academy of Management Review 26(4):601–23 Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York, NY: Free Press. Levasseur, R. E. (2001). People Skills:Change Management Tools–Lewin’s Change Model. Interfaces, 31(4), 71.

Dramatic Use of Images of Blood in William Shakespeares...

Dramatic Use of Images of Blood in William Shakespeares Macbeth Macbeth is the story of a nobleman, who, while trying to fulfil a prophecy told to him by three witches, murders his king to cause his ascension to the throne of Scotland. After the Kings death, Macbeth reigns as a cruel and ruthless tyrant who is forced to kill more people to keep control of the throne. Finally, Scottish rebels combined with English forces attack Macbeths castle. A Scottish thane named Macduff, who has sacrificed everything and whose family was killed by this tyrant, then kills Macbeth in the closing scene. Considering the fact that many people are killed in Macbeth, the number of murders committed on-stage†¦show more content†¦In modern-day English, what the Sergeant was telling King Duncan was that Macbeth refused to leave his enemys body until he had cut him open from the navel to the throat. This does not appear sinister at first as it shows Macbeth being noble and faithful to his country, as gruesome as it may appear. Duncan hears of Macbeths nobility and names him Thane of Cawdor, after the previous thane had been found to be a traitor. There is some irony in the situation, as Duncan is the first to be murdered by the loyal Macbeth, whom Duncan trusts and admires so much. The murder of King Duncan is not performed on-stage. We know that Macbeth is about to kill Duncan at the end of Act 2, scene 1, because Macbeth says: I go, and it is done; the bell invites me. Hear it not, Duncan; for it is a knell That summons thee to heaven, or to hell. Before Duncans murder, Macbeth imagines a dagger floating in the air before him. He describes it: Is this a dagger which I see before me, The handle toward my hand? Come, let me clutch thee: I have thee not, and yet I still see thee still. Art thou not, fatal vision, sensible To feeling as to sight? Act 2 sc.1 (lines 33-37). 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