Write an essay offering a solution—or solutions—to the problem of opioid overdoses in the United States.
1. Opioid Overdoses
Write an essay offering a solution—or solutions—to the problem of opioid overdoses in the United States.
Your purpose is two-fold:
to convince your audience that opioid overdoses is a problem and
to convince your audience that your solution(s) should be adopted.
Make sure that your solution—or solutions—will actually work:
that they have worked elsewhere,
that they have worked in similar situations, or
that credible experts believe that they will work.
For this topic, you should focus more on the solution part of your essay—rather than on the problem part—since most people in your audience will already agree that opioid overdoses is a problem.
Use Andrey-Smith’s “Why the Inventor of the Antidote Naloxone Lost His Stepson to Heroin…” as one of your sources—and cite (quote) it in your essay.
Also use at least four sources beyond that essay—and cite them in your essay
Describe the priority quality assurance/quality improvement project you would undertake.
Case Assignment
After carefully reading through the Module background readings, and the ORYX and CQI initiative, please answer the following questions by creating a PowerPoint presentation. You have been asked to assess an organization for priority quality improvement needs. In your PowerPoint:
Define the health care organization you are discussing.
Describe the priority quality assurance/quality improvement project you would undertake.
Discuss why the activities you have selected would take precedence over any other quality assurance/quality improvement activity in the organization.
Be sure to include your rationale for your choice.
Assignment Expectations
Please define the type of organization.
Outline your points, and then explain them with your OWN added insight.
Speaker’s notes are required.
You must cite peer-reviewed articles as well as the background materials.
Module Readings:
Crider, N. M., & Ulrich, E. (2016). Evaluation of organizations and systems. Evaluation of Health Care Quality for DNPs. In J. Hickey & C. Brosnan (eds) Evaluation of health care quality for DNPs. (127-142) New York: Springer Retrieved from Trident University Online Library.
Kim, R.H., Gaukler, G.M., & Won Lee, C. (2016). Improving healthcare quality: A technological and managerial innovation perspective. Technological Forecasting and Social Change. 133(b):373-78. Retrieved from Trident University Online Library
Morais, R. M. d., Somera, S. C., Goes, W. M., & Costa, A. L. (2016). Applicability of an assessment model for healthcare information systems in a public hospital. Journal of Information Systems and Technology Management, 13(3), 459.
Naessens, J. M., Van Such, M. B., Nesse, R. E., Dilling, J. A., Swensen, S. J., Thompson, K. M., … & Santrach, P. J. (2017). Looking under the streetlight? A framework for differentiating performance measures by level of care in a value-based payment environment. Academic Medicine, 92(7), 943.
Newman, M. W. (2017). Integrated and collaborative care: Quality improvement in action. Psychiatric Annals, 47(7), 374.
van, d. H., Niemeijer, G. C., & Ronald J.M.M. Does. (2013). Measuring healthcare quality: The challenges. International Journal of Health Care Quality Assurance, 26(3)269-78. Retrieved from Trident University Online Library
Yamasato, K., Tsai, P. J. S., Bartholomew, M., Durbin, M., Kimata, C., & Kaneshiro, B. (2016). Discrepancy between identification of early-term elective deliveries by manual chart review and data vendor. Hawai’i Journal of Medicine & Public Health, 75(12), 367.
Newspaper Articles
Slabodkin, G. (2017). Joint Commission eases ORYX requirements for acute care hospitals. Health Data Management (Online).
Health and medicine – Quality of care; Researchers at Oregon State University describe findings in quality of care (what drives continuous improvement project success in healthcare?). (2017). Health & Medicine Week.
Explain some of the reasons why certain companies’ expansion plans have failed in the past.
Purpose
This assignment is intended to give you an opportunity to strengthen your skills in gathering and analyzing business-related information. It provides a deeper understanding of how companies can look at globalization as part of their strategic and operational plans. The assignment has two parts: one focused on information research and analysis, and the other is on applied analytics.
Resources:
Part 1: Globalization and Information Research
Context: Companies that perform well in their country of origin usually consider expanding operations in new international markets. Deciding where, how, and when to expand is not an easy task, though.
Many issues need to be considered before crafting an expansion strategy and investing significant resources to this end, including:
the level of demand to be expected for the company’s products/services
presence of local competitors
the regulatory, economic, demographic, and political environments
Carefully researching and analyzing these and other factors can help mitigate the inherent risk associated with an overseas expansion strategy, thus increasing the likelihood of success.
As a data analyst in your company’s business development department, you’ve been tasked with the responsibility of recommending countries for international expansion. You’ll write a report to the company’s executive team with your research, analysis, and recommendations.
Instructions:
Write a 525-word summary covering the following items:
According to the article listed above, what were the most important strategic moves that propelled Netflix’s successful international expansion?
The article mentions investments in big data and analytics as one of the elements accompanying the second phase of overseas expansion. Why was this investment important? What type of information did Netflix derive from the data collected?
According to the article, what is exponential globalization?
Not all international expansion strategies are a resounding success, however. Research an article or video that discusses an instance in which an American company’s expansion efforts in another country failed. According to the article/video you selected, what were the main reasons for this failure? Do you agree with this assessment?
Explain some of the reasons why certain companies’ expansion plans have failed in the past.
Explain how social media and texts from the girl’s phone were used to make this determination as well as the process you had to go through in order to obtain this information.
Imagine that you are the lead investigator in a missing child case. The case involves a teenage girl who is around 14 years of age. Your captain has requested that you present the current status of the case to him and others within your department. Based on information retrieved from social media and texts from the girl’s phone, you have determined that she ran away from home to meet someone she had been talking with online. You will create a PowerPoint presentation in which you will discuss the criteria below:
Explain how social media and texts from the girl’s phone were used to make this determination as well as the process you had to go through in order to obtain this information.
Describe methods that you will use to obtain help from the public in locating the girl.
Your presentation must be at least 10 slides in length, not counting the title and references slides. You must use at least two resources in this presentation. One of these can be your textbook (Brandl, S. G. (2019). Criminal investigation (4th ed.). Thousand Oaks, CA: SAGE Publications, Inc.), and the other must be a scholarly resource found in the CSU Online Library.
Explain the implications of globalization.
Prior to beginning work on this discussion forum, review the following Week 1 and Week 2 required resources that focus on globalization, ethics, and moral reasoning. This will assist you in examining your own development of ethical and moral responsibilities as they relate to your Final Paper and its topic.
Read these articles from Week 1:
Read these articles from Week 2:
Reflect: The change of our world from a local economy to a national economy to a global, international economy means that increasingly diverse populations will have to work together to achieve common goals. However, as the economy becomes increasingly global, local economies and people may suffer economic disadvantage or may find themselves marginalized from the rest of the world. Globalization creates ethical dilemmas for which we will need to find solutions.
Write: For this discussion, address the following prompts:
Explain the implications of globalization.
Identify at least two ethical issues that go along with the global societal topic you have chosen for your final essay.
Explain how globalization contributes to or affects these ethical dilemmas.
Propose solutions to these ethical dilemmas that are feasible financially, socially, and culturally.
Explain how constraints and opportunities impacted system implementation
Competency
In this project, you will demonstrate your mastery of the following competencies:
• Analyze constraints and opportunities of an organization that impact systems decisions
• Analyze a current system to identify solutions to computing problems
Scenario
You are working for the IT department of Garnet Gardens Hotels, a small hotel chain in the midwest region of the United States. Because of a recent boom in business coming to the area, hotel management is looking to become a competitive player in the region’s hospitality industry. Stakeholders are hoping to target a professional clientele in an effort to increase revenue. However, actualization of such a plan would mean careful thought and consideration of guest amenities.
Your manager has approached you about a system upgrade that would focus on meeting the needs of this increased traffic. The hotel’s targeted guest audience is business travelers who need high-speed access, technological support, and flexible on-demand services, as well as a comfortable place to stay.
The chief information officer (CIO) of the company has asked your department to analyze the case study for the intelligent procurement system project of Harvest City, linked in the Supporting Materials section, as a comparative means to ensure due diligence for the stakeholders of this project. Your analysis report will serve to benchmark and identify known unknowns that could potentially impact project success. Stakeholders want to avoid the mistakes of the Harvest City convention complex. Your analysis report will provide useful information to stakeholders in regard to procuring a new system.
Directions
You have been asked to analyze the case study, “Harvest City: The Intelligent Procurement System Project,” and create an analysis report to present to the stakeholders. Using these directions, and based on the results of your analysis, you will prepare a concise summary and recommendations.
Here are some points to consider as you analyze the case study:
• Factors (constraints and opportunities) that impacted the overall system development in the case study. Consider:
o Strategy
o Communication
o Planning
o Governance
• Stakeholder needs that impacted the initial design of the system. Consider:
o Scalability
o Cost
o Time
• Potential risks of the project
• Formal decision making process concerning the organizational parameters of the project design
• Tracking and documentation. Consider:
o Procedures
o Changes
o Issues
Summary and Recommendations
Using the information gathered through your analysis of the case study, you will create an analysis report for your stakeholders. Within the summary section of the report, you must clearly summarize the factors listed below in relation to the case study. Within the recommendations section of the report, you must make recommendations and provide evidence to support them, using APA citations.
Summary
• Explain how constraints and opportunities impacted system implementation.
• Describe the decision making processes used by stakeholders in the case study and how those decisions impacted system design, implementation, and governance.
• Explain how the needs of the stakeholders influenced the design and implementation of the system in terms of scalability, cost, and time.
• Describe issues and events that occurred in the case study due to the lack of effective documentation and tracking.
Recommendations
• Describe the organizational strategy you would propose and how it would be used to avoid the negative results of the Harvest City project.
• Recommend the decision making process you would use to facilitate effective system implementation. (Graphical representations are often useful supplements to text in describing decision processes.)
• Recommend the measures you would take to meet the needs of the stakeholders, while still considering the scalability, cost, and time requirements.
• Explain the importance of documenting and tracking procedures, changes, and issues that arise during system implementation and how recording this information can reduce the impact of known risks.
What to Submit
To complete this project, you must submit the following:
Analysis Report
You will create a 3- to 5-page analysis report about the intelligent procurement system project of Harvest City, including a summary and recommendations to present to the stakeholders. It is beneficial to get into the practice of creating reports that are high quality, organized, and ready to present to project stakeholders so, while not required, you may want to copy and paste the content below and use it as a table of contents for your analysis report.
Analysis Report (Report should look like the below format)
1. Summary
1.1 Constraints and Opportunities
1.2 Decision Making Processes
1. 3 Scalability, Cost, and Time
1. 4 Documentation and Tracking
2. Recommendations
2.1 Proposed Organizational Strategy
2.2 Recommendations for Decision Making Process
2.3 Recommendations for Scalability, Cost, and Time
2.4 Importance of Documenting and Tracking Procedures
What pressured or motivated Ducati to implement new digital technology?
Company Overview
Ducati Motor Holding manufactures motorcycles known worldwide for their precision engineering, lightning speed, and sleek design and for customers who are passionate about their motorcycles (Table 9.1). Six models make up the product lines, with prices starting at $15,000 to the $90,000 Superleggera Superbike, which produces up to 200 HP at the crankshaft. Ducati is owned by Audi through its Italian subsidiary Lamborghini. Its 2013 net sales were $518 million.
TABLE 9.1Opening Case Overview
Company Ducatiusa.com and Ducati.com
Founded in 1926, the company has 1168 employees.
Ducati’s main factory site and headquarters are located in Bologna, Italy, with an additional assembly factory in Thailand.
Industry Racing-inspired motorcycles characterized by “Desmodromic” performance engines and innovative design and technology.
Product lines Four models: Diavel, Hypermotard, Monster, Superbike, and SuperSportter.
Digital technology New dealer communication application for mobile devices called DCS or Ducati Communication System. The interface lets dealers easily find, send, and receive all the information they need to place orders and track them through production and delivery. The high-performance global communication system serves more than 5,500 users worldwide in seven languages.
Business challenges Because of competition and tough economic conditions worldwide, motorcycle dealerships had to offer customers better value and after-sales services.
Awards
In March 2014, Ducati received five awards at the annual Motorrad des Jahres (Motorcycle of the Year) event in Stuttgart, Germany. Ducati’s Multistrada and Diavel were awarded Motorcycle of the Year in the Allrounder and Cruiser categories, respectively (Figure 9.2). Ducati’s models are benchmarks in innovative design and technology.
FIGURE 9.2 Ducati’s Multistrada and Diavel were awarded Motorcycle of the Year in 2014 in their class for their innovative design and technology.
Product Lines
In addition to six motorcycle brands, the company sells parts, apparel, accessories, and other items to create the Ducati experience. Dealers need to be familiar with thousands of products and customization options for their customers.
Business Challenges
Companies worldwide were faced with tougher competition and economic conditions after the financial meltdown in 2008. And as global manufacturers, geography was a marketing challenge.
Internally, its sales staff struggled with conflicting or outdated data on product inventory, availability, and ordering time schedules. The source of the problem was multiple communication systems and data silos that were not coordinated.
To resolve these challenges and grow the business, Ducati focused on the following:
1. Improving the sales process
2. Engaging the customer in the design of its motorcycles
3. Decreasing the cost of operations
The plan was to redesign dealer operations, business processes, and communication tools to align them with leading industry practices.
Partnership with Accenture and Apple
Ducati selected Accenture to help redesign operations and processes and to roll out a new integrated communication application for its dealers worldwide. Ducati equipped its sales network with iPads and developed a custom in-house app called DCS or Ducati Communication System. The DCS app gives dealers a single point of access to Ducati’s back-end systems. The DCS is an SAP-based interface used by dealers to easily find, send, and receive data necessary to place orders through a point-of-sale (POS) device and then to track orders through the production and delivery processes. (SAP is a global software company that specializes in Enterprise Resource Program (ERP) applications.)
Authorized dealers receive updates directly through the Apple App Store. They also have access to a configurator app on their iPads to configure a customer’s dream motorcycle. An e-mail detailing the customized motorcycle and accessories is then sent to the customer. Dealers communicate in real time with colleagues and complete the sale without delay.
Intuitive User Experience
The familiar user experience was designed to be the same for desktop computers, iPads, and iPhones.
Cristiano Silei, vice president of Global Sales at Ducati, said: “It was clear from the start that iPad was the right device. It’s the simplicity, the immediate usability. Everyone understands how it works in just a few minutes.”
Visiting a dealership is a very emotional experience for customers. Dealers want to make the experience unforgettable. According to Silei, the iPad helps gives the future Ducati owner a richer experience.
In addition to providing real-time sales support, the DCS app on iPad acts as a training interface to keep dealers updated on Ducati’s evolving product line. A change management program helped dealers transition smoothly from the old solution to DCS. DCS was quickly embraced by Ducati dealers, whose positive feedback included comments such as “It’s a game changer” and “a great time saver.”
Performance Improvements
Ducati’s high-performance global DCS was deployed in 88 countries across four continents. DCS serves more than 5,500 users worldwide in seven languages. By leveraging dealer communication, Ducati is able to capture and consolidate local and global sales activity, spare parts, warranty, and service activity. As a result:
• Ducati is able to capture and consolidate local and global sales activity, spare parts, warranty, and service activity, improving the company’s ability to respond daily to changing consumer demand.
• Dealers run all parts of their business and have a robust tool to execute their operational, growth, and customer objectives.
• Dealers respond more quickly to customer demands and market conditions, making each dealership easier for customers to do business with.
• Dealers are equipped with leading practices for their processes to help them better serve customers in a simple, streamlined manner.
The dealer system is one of the most innovative and effective user experiences in the industry. It is user-friendly and sleek and reinforces Ducati’s brand.
Questions
1. What pressured or motivated Ducati to implement new digital technology?
2. What costs could Ducati cut? What costs could it not cut? For example, could Ducati cut its R&D budget? Explain your answers.
3. Why did Ducati need to improve communications with dealers?
4. Explain the capabilities and benefits of the DCS.
5. Why was it important to implement a change management program?
6. What other factors contributed to the success of DCS? Explain their contributions.
7. Visit the Apple iPad store at apple.com/ipad and search for “Ducati.” Review the Ducati Communication System app. Explain how the DCS app gives the future Ducati owner a richer experience.
Sources: Compiled from Ducati websites (2014), LexisNexis company profiles (2014), Apple.com (2014), Accenture.com (2014).
Tech Note 12.1
SWOT Analysis
The SWOT analysis is a useful tool in developing and confirming the goals of the corporate and IT strategies.
The SWOT analysis begins with the evaluation of internal strengths and weaknesses in your organization, followed by an examination of the external opportunities and threats that may affect the organization based on the market and the overall environment of the organization. Examples of some of the strengths, weaknesses, opportunities, and threats commonly experienced by organization are shown in Figure 12.2.
FIGURE 12.2 SWOT analysis consists of a realistic evaluation of internal strengths and weaknesses and external opportunities and threats.
SWOT analysis is the most useful when it is completed in the early stages of the strategic planning process. In the IT Toolbox at the end of this chapter, you will learn how to conduct a SWOT analysis of a business and of yourself.
In what ways did the baggage-handling project fail?
Denver International Airport Learns from Mistakes Made in Failed Baggage-Handling System Project
This classic project management case illustrates almost every possible project management mistake and the lessons that were learned from it. It documents a project disaster that occurred in the development of the baggage-handling system at Denver International Airport (DIA) in the late 1980s and early 1990s. The failure of the baggage-handling system propelled DIA into newspaper headlines across the country, and people joked that if you were flying to Denver, you had to go to Chicago to pick up your luggage! To this day, it remains the classic example of how not to conduct a project.
The purpose of the DIA project was to create the most advanced automated handling of baggage in the world by integrating baggage handling at all three concourses into a single system. The terms “most advanced, automated, and integrated” clearly indicate that the system was going to be extremely complex, risky, and subject to delays. Unfortunately, an unrealistic schedule was planned and the project approved despite the fact that experts warned that the project was infeasible and that any delay would postpone the opening of Denver’s new state-of-the-art international airport.
As a result of the project’s failure, the newly completed international airport designed to service multiple major airlines remained idle for 16 months while engineers dealt with the complexities of the baggage-handling system. During that time, the project had to be scaled down from the original project plan to servicing all concourses to servicing only one concourse. The system was working, but only in segments. Only baggage handling on outbound flights for one concourse was automated. Instead, baggage to/from other concourses had to be handled using a manual tug-and-trolley system that was quickly built when key players finally acknowledged that the automated system would never meet its goals. The problem appeared to be with the software required to get different systems to talk to each other.
The delay resulted in an additional $560 million to build DIA and a U.S. Securities and Exchange Commission probe into whether Denver officials had deliberately deceived bondholders about how equipment malfunctions would affect the opening of DIA. In addition, at least one major airline that was scheduled to occupy DIA pulled out, resulting in one entire concourse remaining unused for several years. The cost of maintaining the empty airport and interest charges on construction loans also cost the city of Denver $1.1 million per day throughout the delay. Ten years after its implementation, the automated baggage-handling system was scrapped because it still did not work correctly.
The System
DIA’s $200 million baggage-handling system was designed to be state of the art. Conventional baggage-handling systems are manual, and each airline operates its own system. DIA wanted an automated one-baggage-system-fits-all configuration that it could lease back to multiple airlines.
The system would consist of 100 computers, 56 laser scanners, conveyor belts, and thousands of motors. The system would contain 400 fiberglass carts, each carrying a single suitcase through 22 miles of steel track. Operating at 20 miles per hour, the system would deliver 60,000 bags per hours from dozens of gates. The system was designed to carry luggage from airplane to baggage carousel in less than 10 minutes. The goal was that the luggage would be waiting at the carousel for deplaning passengers. No more waiting for baggage at the end of a long trip—so customer satisfaction would soar.
The baggage-handling system would be centered on track-mounted cars that slow down, but don’t stop, as a conveyor ejects bags onto their platform. A scanner reads the bar-coded label and transmits the data through a programmable logic controller to an RFID tag on a passing car. In this way, the car knows the destination of the bag it’s carrying, as does the computer software that routes the car to its destination. Imagine thousands of driverless taxi cabs in New York City being controlled by a computer as they pick up and dispatch passengers throughout the streets.
The Team
The city of Denver selected two companies to assist in the project management process. Greiner Engineering—an engineering, architecture, and airport planning company—and Morrison-Knudsen Engineering—a design-construction organization. The City of Denver, Greiner, and MKE made up the project management team that coordinated schedules, controlled costs, managed information, and administered approximately 100 design contract, 160 general contractors, and more than 2,000 subcontractors.
What Went Wrong
DIA’s baggage-handling system was a critical component in the city of Denver’s plan to construct a new state-of-the-art airport that would position Denver as an air transportation hub. By automating baggage handling, aircraft turnaround time was to be cut to as little as 30 minutes. Faster turnaround meant airlines could minimize on-ground time, which would be DIA’s competitive advantage.
Following is the timeline of the major events and project management mistakes:
• November 1989: DIA construction work starts.
• Ignored experts In 1990, the City of Denver hired Breier Neidle Patrone Associates to do a feasibility analysis to build a fully integrated baggage system. Reports advised that complexity made the project unfeasible. Experts from Munich airport advised that the much simpler Munich system had taken two full years to build and that it had run 24/7 for 6 months prior to opening to allow bugs to be ironed out.
• Summer 1991: A decision is made to go ahead with the DIA project and the DIA project management team asked for bids for the automated baggage-handling system.
• Underestimated complexity Fall 1991: Of the 16 companies included in the bidding process, only 3 responded. None could complete the project in time for the October 1993 opening. All three bids were rejected, and the urgent search for a company that would meet the deadline continued.
• Poor planning and impossible expectations In April 1992, DIA went to contract with BAE Systems to complete the project in time for the October 1993 opening—ignoring expert evidence that the timeline was impossible to achieve.
• Lack of due diligence Contract terms between DIA and BAE and project specifications were hammered out in only three meetings. The rush to contract ignored the feasibility analysis. The pressure to move quickly drove them to skip critical due-diligence steps.
• Excluded key stakeholders BAE and the airport project management team excluded key stakeholders—the airlines that had contracted with DIA—during the negotiations. Excluding stakeholders from discussions in which key project decisions are made is always a losing strategy.
• Scope creep 1992–1993: Numerous changes in the scope of the project are made. For instance, Continental Airlines requested ski equipment handling facilities be added to its concourse, and the scope of the baggage-handling system expanded from handling only Concourse “B” baggage to handling baggage for the entire airport.
• Ignored interface design The baggage-handling system had to interface with the airport. That is, because the design of the building was started before the baggage system design was known, the designers of the physical building only made general allowances for where they thought the baggage system would go. The allowance of spaces in which the baggage system would operate represented the interface between the design of DIA and the baggage system. To make effective decisions about how to design DIA, the DIA designers should have worked with experts in designing the baggage system. DIA had sharp corners that required turns that baggage carts cannot navigate. To keep carts from falling off the rails, the speed of the system had to be decreased to 30 cars per minute. This change frustrated passengers who had to wait inordinately long times to pick up their baggage, thus eliminating DIA’s competitive advantage of fast baggage turnaround time.
Lessons Learned
Despite the fact that they are 6 months into formal negotiations for the project, as of March 7, 2017, DIA officials are still not ready to ink the deal with the bid team for a massive planned renovation of Jeppesen Terminal. Although 6 months was the length of time allotted for negotiations as part of a “predevelopment agreement,” DIA spokesman Heath Montgomery said airport officials are still working out project details and design that could be worth hundreds of millions of dollars. When asked how much longer it would take to complete the deal, Montgomery declined to estimate how soon the two sides would propose a full development agreement for public scrutiny and said “We have the ability to stretch it out as long as we need to.” Under the council-approved predevelopment contract, DIA CEO Kim Day can extend the negotiations period by up to six additional months without council approval.
Conclusion
From a project management perspective, the baggage-handling system was doomed from the start. Nobody knew how to design the baggage-handling system or realized the complexity of the software requirements. The decision to proceed with a single integrated system at DIA knowing that the deadline could not be met, not considering possible risks and making other irrational decisions, contributed heavily to project failure.
As a result, the DIA baggage-handling project was a spectacular failure that teaches us a lot about project communication and scope creep and has become the classic example of how not to manage a project. And, at DIA, the massive project failure has led to better project management practices.
Questions
1. In what ways did the baggage-handling project fail?
2. What red flags indicated that the baggage-handling project was likely to be a failure?
3. Which red flags were ignored in the DIA automated luggage-handling project?
4. Why do you think each of these best practice and red flags were ignored?
5. In your opinion, who are the ones responsible for the failure of this important project?
Sources: Calleam.com (2008), Grimes (2013), Coolman (2014), Perkins (2014), and Murray (2017).
What are the reasons for states to abide by or comply with international agreements and treaties?
International law and treaties and their binding effect
In your view what are the reasons for states to abide by or comply with international agreements and treaties?
Describe how the five Es (emergency response engineering, enforcement, education, and economic incentive) of prevention and mitigation are implemented in your plan.
Throughout this course, you are developing a community risk reduction (CRR) plan for a risk that your community faces.
For this assignment, prepare a formal documented outline of the entire CRR plan for your community.
Include data that you have utilized to date in the class, and incorporate that data into your CRR plan.
Also, identify budget requirements and potential funding sources. This plan should utilize charts, graphs, and visuals, which may be placed in the appendix. Since this is a formal outline, you should use complete sentences in all sections of the outline.
Include an introduction that provides supporting information and discussion about how you determined the risk and mitigation activities. Describe how the five Es (emergency response, engineering, enforcement education, and economic incentive) of prevention and mitigation are
implemented in your plan.
You may include the following headers in the outline of your plan. Create subheadings as necessary to break down individual components.
Introduction
Risk Topic, Problem and Purpose Statement, and Demographic and Department Information
Analysis of Community Demographics and Risks
Risk Prioritization and Potential Community Effects
Mitigation Tactics and Strategies
Budget Requirements and Funding Sources
Appendix
Your completed outline must be at least three pages in length and should cite and reference at least two outside sources that support your discussion. Follow APA Style when creating citations and references for this assignment.
