You will continue in your role as a nurse with your local health department. Examine your online lesson, assigned readings, and visit The Community Guide website: .thecommunityguide.org/”>http://www.thecommunityguide.org/ to explore interventions related to violence. Choose one evidence-based intervention, and present this intervention to the task force.
Summarize this intervention and why it might work in your area.
Describe whether it is considered a primary, secondary, or tertiary prevention strategy and include your rationale (see Nies & McEwen, 2015, Chapter 1, p. 7 for a review of levels of prevention).
Community Preventive Services Task Force. (2014). The Community Guide. Retrieved from.thecommunityguide.org/”>http://www.thecommunityguide.org/
Nies, M. A., & McEwen, M. (2015). Community/Public health nursing: Promoting the health of populations (6th ed.). St. Louis, MO: Saunders/Elsevier.
Disaster and Communicable Disease Preparedness (graded)
Preparing for disasters or communicable disease outbreaks is an important part of public health nursing. Visit the website .ready.gov/”>http://www.ready.gov. Review the steps for being prepared for a disaster.
As a community health nurse, what elements do you think are important to stress to the community?
How well is your community prepared for a potential outbreak or disaster?
Federal Emergency Management Agency. (2014). Ready: Prepare. Plan. Stay Informed.Retrieved from.ready.gov/”>http://www.ready.gov/
Exercise 17-1: Variance Analysis
Greenview Hospital operated at 120% of normal capacity in two of its
departments during the year. It operated 120% times 20,000 normal capacity
direct labor nursing hours in routine services and it operated 120% times
20,000 normal capacity equipment hours in the laboratory. The lab allocates
overhead by measuring minutes and hours the equipment is used; thus equipment
Assumptions: For Routine Services Nursing: •
20,000 hours X 120% = 24,000 direct labor nursing hours. • Budgeted Overhead at
24,000 hours = $42,000 fixed plus $6,000 variable = $48,000 total. • Actual
Overhead at 24,000hours = $42,000fixed plus $7,000variable = $49,000 total. •
Applied Overhead for 24,000 hours at $2.35 = $56,400. For Laboratory: • 20,000
hours X 120% = 24,000 equipment hours. • Budgeted Overhead at 24,000 hours =
$59,600 fixed plus $11,400variable = $71,000 total. • Actual Overhead at 24,000
hours = $59,600 fixed plus $11,600 variable = $71,200 total. • Applied Overhead
for 24,000 hours at $3.455 = $82,920. Required
1. Set up a worksheet for applied
overhead costs and volume variance with a column for Routine Services Nursing
and a second column for Laboratory.
2. Set up a worksheet for actual overhead
costs and budget variance with a column for Routine Services Nursing and a
second column for Laboratory.
3. Set up a worksheet for volume variance and
budget variance totaling net variance with a column for Routine Services
Nursing and a second column for Laboratory.
4. Insert input data from Assumptions.
5. Complete computations for all three
Assignment Exercise 17-2:
Three-Level Revenue Forecast Three
eye-ear-nose-and-throat physicians decide to hire an experienced audiologist in
order to add a new service line to their practice.
*They ask the practice manager to
prepare a three-level volume forecast as a first step in their decision-making.
Assumptions: for the base level (most
likely) revenue forecast, assume $200 per procedure times four procedures per
day times five days equals 20 procedures per week times 50 weeks per year equals
1,000 potential procedures per year. For the best case revenue forecast, assume
an increase in volume of one procedure per day average, for an annual increase
of 250 procedures (5 days per week times 50 weeks equals 250). (The best case
is if the practice gains a particular managed care contract.) For the worst
case revenue forecast, assume a decrease in volume of two procedures per day
average, for an annual decrease of 500 procedures. (The worst case is if the
practice loses a major payer.)
Audiologists were designated as
“eligible for physician and other prescriber incentives” as discussed
in Chapter 20. Thus the new service line was a logical move. Required Using the
above assumptions, prepare a three-level forecast similar to the example in
Fig- ure 17-5 and document your calculations. Assignment
Target Operating Income Acme Medical Supply Company
desires a target operating income amount of $100,000, with assumption inputs as
follows: • Desired (target) operating income amount = $100,000 • Unit price for
sales = $80 • Variable cost per unit = $60 • Total fixed cost = $60,000 Compute
the required revenue to achieve the target operating income and compute a
contribution income statement to prove the totals. Assignment
Exercise 18-1: Estimate of Loss You are the
practice manager for a four-physician office. You arrive on Monday morning to
find the entire office suite flooded from overhead sprinklers that
malfunctioned over the weekend. Water stands ankle-deep everywhere. The
computers are fried and the contents of all the filing cabinets are soaked.
Your own office, where most of the records were stored, has the worst damage.
The practice carries valuable papers insurance coverage for an amount up to
$250,000. It is your responsibility to prepare an estimate of the financial
loss so that a claim can be filed with the insurance company. How would you go
about it? What would your summary of the losses look like?
Exercise 18-2: Estimate of Replacement Cost The
landlord carries contents insurance that should cover the damage to the
furnishings, equipment, and to the computers, and the insurance company
adjuster will come tomorrow to assess the furnishings and equipment damage.
However, your boss is sure that the insurance settlement will not cover
replacement costs. Consequently, you have been instructed to prepare an
estimate of what has been lost and/ or damaged plus an estimate of what the
replacement cost might be. How would you go about it? What would your summary
of these losses look like?
Exercise 18-3: Benchmarking Review the chapter text
Required 1. Select either the MHS case study in
Chapter 25 or one of the organizations represented by a mini-case study in
Chapters 27, 28, or 29.
2. Prepare a list of measures that could be
bench marked for this organization. Comment on why these items are important for
3. Find another example of benchmarking for a
healthcare organization. The example can be an organization report or it can be
taken from a published source such as a journal article.
Post a description of the performance appraisal system used in your workplace, including how performance standards are created and communicated to employees. Describe the effectiveness of the performance appraisal system by sharing at least two strengths and two areas for improvement. Conclude your posting by explaining how you might incorporate positive discipline into your performance management approach and what impact you think it will have.
Discussion: Performance Standards and Appraisals
Performance appraisals should be timely, thoughtful, consistent, thorough, and free from bias. How can performance appraisal systems be structured to facilitate this type of environment? Effective performance standards and appraisals can promote an open and continuous relationship among the nurse manager, HR professionals, and employees. How might you, as a nurse manager, use performance appraisals and other performance management strategies, such as positive discipline, in your leadership approach?
In this Discussion, you reflect on questions that commonly arise when assessing performance appraisal processes.
· Performance Standards:
· Who creates performance standards, and how are they communicated to employees?
· Are performance standards consistent with quality standards commonly used in the nursing profession?
· Do performance standards align with legal and ethical nursing practice?
· Performance Appraisals:
· How is employee performance (i.e., behaviors, attitudes, abilities, and skills) documented?
· What measures, if any, protect employees from subjectivity?
· Are employees asked to engage in any form of self-evaluation?
· Do colleagues participate in peer evaluations such as 360-degree appraisals?
· Does the performance appraisal process encourage employee development?
· Aside from the written performance measures, what aspects contribute to success or failure in achieving performance improvement?
· Review this week’s media, “Performance Management,” and consider the best practices highlighted by this week’s presenters.
· Reflect on the performance standards and appraisal systems used in your current organization or one with which you are familiar. With the above questions in mind, identify this organization’s strengths and areas for improvement.
· Drawing from ideas presented in this week’s Learning Resources, think of specific ways you might improve your organization’s use of performance standards and/or the performance appraisal process.
· Review the article, “Positive Discipline Reaps Retention.” As a nurse manager, how might you incorporate positive discipline into your performance management approach? What effect–good, bad, or indifferent–do you think it would have on your nursing staff?
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.
Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development (2nd ed.). Thousand Oaks, CA: Sage Publications.
· Chapter 8, “Performance Management and Appraisal” (pp. 274–314)
This chapter introduces the performance appraisal process. The authors explain how to effectively carry out performance appraisals, the methods of assessment one can use, and who should be responsible for assessing employees.
· Chapter 9, “Rights and Employee Development&rdquo (pp. 316–355)
Chapter 9 provides an overview of employee rights and privileges. It also explains the processes of developing or terminating an employee, providing counseling for problem employees, and effectively using discipline and termination.
Dupee, J. M., Ernst, N. P., & Caslin, K. E. (2011). Does multisource feedback influence performance appraisal satisfaction? Nursing Management, 42(3), 12–16. Retrieved from the Walden Library databases.
The article focuses on the effects of multisource feedback (MSF) in a nursing environment.
Murray, B. (2003). Positive discipline reaps retention. Nursing Management, 34(6), 19–22. Retrieved from the Walden Library databases.
Positive discipline can transform communication and relationships between nurse managers and nursing staff. This article examines how nurse managers at a medical center in Boise, Idaho shifted their feedback process to an Alternative Correction Action model based on positive discipline philosophies.
Laureate Education, Inc. (Executive Producer). (2012). Performance management. Baltimore, MD: Author.