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Nursing Clinical Rounds: Promoting Wellness and Preventing Illness

 

Introduction

Nurses are at the forefront of promoting health—not only by treating illness but by preventing it and ensuring holistic wellness. Whether it's advocating for better sleep habits, supporting emotional well-being, or addressing disparities in care, nurses must integrate clinical knowledge with compassion. This week’s readings reinforce how Maslow’s hierarchy of needs, culturally sensitive nursing, and rest and sleep interventions are essential in creating individualized, person-centered care plans.

Let’s examine how nurses can meet physical, emotional, and environmental needs in real-world situations.

???? Case Study: Whole-Person Nursing Assessment

Client: Mr. Henry Salgado, 58 years old

Background: Recently discharged after a myocardial infarction

Current Concerns: Reports difficulty sleeping, feeling “stressed and tired all the time,” and uncertainty about his health outlook.

Social History: Lives alone, works night shifts, and recently lost his brother to a heart condition.

Assessment Findings:

  • BP: 138/90 mmHg
  • BMI: 31.2 (obese)
  • Appears withdrawn and fatigued
  • Reports sleeping less than 5 hours/night
  • No family nearby
  • Admits he’s “not great at cooking or eating healthy”
  • Avoids follow-up appointments due to transportation issues
???? Discussion Prompt

Choose ONE of the following categories and respond thoroughly:

1. Promoting Health and Preventing Disparities
  • What social determinants of health affect Mr. Salgado’s well-being?
  • As a nurse, how would you promote health and prevent illness in this case (Taylor Ch. 3)?
  • What community-based interventions or resources could reduce disparities in care?
2. Maslow’s Hierarchy in Action
  • Apply Maslow’s hierarchy of needs to prioritize Mr. Salgado’s concerns (Taylor Ch. 4).
  • Which basic needs should be addressed first, and why?
  • Provide specific nursing interventions to meet needs in at least three levels of the hierarchy.
3. Supporting Rest, Sleep, and Self-Concept
  • What factors are contributing to Mr. Salgado’s sleep disturbance (Taylor Ch. 35)?
  • How can nurses assess and intervene to promote rest and emotional wellness?
  • How might self-concept and emotional strain be influencing his health outcomes?
???? Instructions for Participation
  • Post your initial discussion by Saturday at 11:59 PM CST.

    Business Finance – Operations Management Assignment 7 and 8

    No plagiarism! and also check the grammar.. Instructions are provided in the file. READ IT CAREFULLY!

    Due in less than 8 hours 

    Strictly read and follow all the instructions!

    No plagiarism!

    Week 7/Instructions – Week 7.docx

    Week 7/READ ME FIRST – WHITEPAPER.docx

    Week 8/Instructions – Week 8.docx

    Week 8/READ ME FIRST – WHITEPAPER.docx

    Week 10 Discussion- Marketing for Competitiveness

    Marketing for Good

    A successful marketing campaign can yield positive financial outcomes for a company, but marketing can be about more than just capturing competitive advantage and increasing profits. Have you ever encountered a marketing campaign that inspired you to action or change your feelings or opinions about a particular topic or issue? Sometimes organizations utilize marketing to pursue goals that go beyond making money and instead leverage the popularity of brands and reputations of organizations to promote particular causes or contribute to the betterment of society. In this Discussion, you will consider a marketing initiative from a company that created a positive social change impact.

    To prepare for this Discussion:

    • Consider a social-change-focused marketing initiative from a company that promoted diversity and/or inclusion.

    Post a summary of the benefits of a social-change-focused marketing campaign that promoted diversity and/or inclusion, to include the following:

    • Describe the company and its marketing initiative that promoted diversity and/or inclusion.
    • Summarize the impact of that marketing effort. Be sure to include what the effort would, could, or did accomplish for the company.
    • Summarize the positive social change impact a company can have by promoting these ideas through its marketing efforts. Be sure to include at least one example. 

    Marketing for Competitiveness

    Week 10 Learning Resources

    Market Segmentation

    Identifying subgroups within the target audience in order to deliver more tailored messaging for stronger connections is a critical marketing strategy. The subgroups can be based on demographics such as geographic location, gender identity, age, ethnicity, income, or level of formal education. Through these resources, you will consider market segmentation and subgroups.

    · Erhart, A. (2019, October 29).  How to identify target market: Target market examples  Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=LeIePgFDAQI

    · Hurree. (2020, March 25).  Introducing niche and micro-market targeting  Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=8ylNtv4Y6Xc

    · Square. (2021, February 12).  How to define your target audience: Digital marketing for small business [class 2]  Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=CoBc9tNtVDQ

    · Thomas, S. R. (2020, June 23).  4 types of market segmentation with real-world examplesLinks to an external site. Yieldify . https://www.yieldify.com/blog/types-of-market-segmentation/

    Diversity and Inclusion in Marketing

    Note: The following resources on diversity and inclusion in marketing were provided in Week 9. Review them as needed to complete this week’s assigned activities.

    · The Business Professor. (2021, February 9).  Cultural factors impact marketing  Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=_1_d5-AGq0Q

    · Gynn, A. (2020, June 5).  How to do diverse and inclusive content marketing that matters  Links to an external site. . Content Marketing Institute. https://contentmarketinginstitute.com/2020/06/diverse-inclusive-content-marketing/

    · Lumen Learning. (n.d.).  Reading: Cultural factors shaping the global marketing environmentLinks to an external site. . In  Principles of marketing . https://courses.lumenlearning.com/vccs-mkt100-17fa/chapter/reading-cultural-factors-shaping-the-global-marketing-environment/

    · sociallink. (2020, September 19).  Diversity and inclusion in marketing  Links to an external site. . https://www.sociallink.com/blog/diversity-inclusion-marketing-agency

    · Zalis, S. (2019, November).  Inclusive ads are affecting consumer behavior, according to new research  Links to an external site. . Think With Google. https://www.thinkwithgoogle.com/future-of-marketing/management-and-culture/diversity-and-inclusion/thought-leadership-marketing-diversity-inclusion/

    Marketing for Social Change

    The chief errand of “social marketing” is to use traditional marketing tactics and approaches to improve the lives of others and the environment in which they live and operate (often through behavioral change). For example, you may have encountered anti-smoking campaigns or marketing campaigns encouraging people not to litter or pollute the environment. Although this type of marketing is focused on “the good” and typically results in positive outcomes for a company, there can always be a downside, and marketers need to consider any risks involved with launching a campaign focused on a social cause. Through these resources, you will explore how marketing can be used for good.

    · Adhikary, P. (2019, September 3).  Marketing for good: Tugging at the head and the heart  Links to an external site. . Forbes. https://www.forbes.com/sites/forbescommunicationscouncil/2019/09/03/marketing-for-good-tugging-at-the-head-and-the-heart/?sh=6bd571b55c53

    · Carmichael, K. (2020, July 1).  10 cause-related marketing campaign examples that inspire usLinks to an external site. HubSpot . https://blog.hubspot.com/agency/5-tips-to-boost-your-next-cause-marketing-campaigns-reach

    · Goodwill, B. (2020, January 8).  Cause marketing pros & consLinks to an external site. Broadcast Café Newsletter . https://www.psaresearch.com/cause-marketing-pros-cons/

    · Rodriguez Vilá, O., & Bharadwaj, S. (2017, September 1).  Competing on social purpose Harvard Business Review ,  95 (5), 94–101.

    · SproutSocial. (n.d.).  #BrandsGetReal: Brands creating change in the conscious consumer eraLinks to an external site. Sprout Blog . https://sproutsocial.com/insights/data/brands-creating-change/

    Postpartum Hemorrhage

    cover all aspects of the rubric 

    the topic is postpartum hemorrhage 

    APA format for a nursing program, it should be based on the patient that i attached 

    Paper

    include citations 

    NO AI SHOULD BE USED IT WILL BE RUN THROUGH AN AI CHECKER

    HCCC NURSING PROGRAM

    NURSING 210

    RUBRIC FOR NURSING GRAND ROUNDS: GROUP PAPER AND PRESENTATION (5%)

    Student Names: ______________________________________________________________________________________________________

    ____________________________________________________________________________________________________________________

    Clinical Group Rotation: ________________________________________

    Group Paper Rubric

    CONTENT

    0 Point

    5 Points

    10 Points

    15 Points

    20 Points

    Possible score

    Points earned

    Introduction and rationale for patient selection

    Rationale for patient selection not presented in introduction.

    Rationale for patient selection presented in

    Introduction.

    5

    Discussion of health history and course of hospitalization

    Health history and course hospitalization not discussed.

    Health history AND course of hospitalization discussed.

    10

    Review of signs and symptoms, labs, and diagnostic tests

    Signs and symptoms, labs, and diagnostic tests not reviewed.

    Reviewed signs and symptoms, labs, and diagnostic tests and discussed significance of SOME findings.

    Reviewed signs and symptoms, labs, and diagnostic tests and discussed significance of ALL findings.

    10

    CONTENT

    0 Point

    5 Points

    10 Points

    15 Points

    20 Points

    Possible score

    Points earned

    Discussion of pharmacological, dietary, and medical management/Plan of Care, ethical-legal issues related to the care of this patient.

    Pharmacological, Dietary, and Medical Management not discussed.

    Discussed some aspects of patient’s plan of care but rationales not included.

    Discussed all aspects of patient’s plan of care including pharmacological, dietary, and medical management but rationales not included.

    Discussed all aspects of patient’s plan of care including pharmacological, dietary, and medical management and rationales.

    20

    Discussion of health alterations and nursing interventions and accommodations made to incorporate patient preferences, culture, values, and religious beliefs

    Health alterations, nursing interventions and accommodations made to incorporate patient’s beliefs not discussed.

    Discussed some Discussed health alterations, nursing interventions and accommodations made to incorporate patient’s beliefs.

    Discussed health alterations, nursing interventions and accommodations made to incorporate patient’s beliefs.

    10

    Discussion of Quality Improvement processes employed in the care of the patient

    Quality improvement processes employed in the care of the patient not discussed.

    Discussed quality improvement processes employed in the care of the patient.

    5

    Web-based information presented as a basis for patient education

    Website for information did not meet the criteria for evaluating Internet Health Information

    Website for information met the criteria for evaluating Internet Health Information

    5

    CONTENT

    0 Point

    5 Points

    10 Points

    15 Points

    20 Points

    Possible score

    Points earned

    Discussion of “staff work arounds” observed while caring for the patient or any safety concerns and how it could be mitigated

    “Staff work arounds” and safety concerns not discussed.

    Discussed “staff work arounds” and safety concerns.

    5

    Discussion of how teamwork and collaboration could enhance patient care

    Teamwork and collaboration not discussed.

    Discussed how teamwork and collaboration enhance patient care.

    5

    References Cited

    Not APA style.

    Did not meet 5-page minimum requirement.

    Follows APA style.

    Met 5-page minimum requirement and did not exceed 10-page maximum.

    5

    Time Frame

    (Maximum time = 30 minutes)

    Did not adhere to presentation time frame of 30 minutes.

    Adhered to presentation time frame of 30 minutes.

    5

    Comments:

    Group Presentation Rubric

    Overall Group Presentation

    Group does not have grasp of information. Presentation lacks main points and related details. Information is not organized.

    Group is uncomfortable with information. Main points are not clear and lack significant detail. Presentation is loosely organized.

    Group has adequate knowledge of subject. Main points are somewhat clear but could use more detail. Presentation is organized.

    Group has full knowledge of subject. Main points are clear and detailed. Presentation is very organized and understandable.

    15

    Time Frame

    (Maximum time = 30 minutes)

    Did not adhere to presentation time frame of 30 minutes.

    Adhered to presentation time frame of 30 minutes.

    Comments:

    TOTAL POINTS EARNED FOR GROUP PAPER AND PRESENTATION

    5% OF COURSE GRADE

    X 0.05

    POINTS FROM THIS ASSIGNMENT

    Page 1 of 1

    Revised 10/8/2024 by G. Frane

    Week 10 Discussion- Account for Management Decision Making

    Business Skills for Good: Questioning

    You may have heard the common phrase “There’s no such thing as a bad question.” Some people may consider these words to live by, whereas others may consider this to be poor advice they would never follow or promote. Whether it is good advice or not, what is less debatable is that good questions can lead to great outcomes. In some instances, if the right question had never been asked, then a beneficial solution might not have come into existence. In this Discussion, you will consider the role of questioning—the Business Skill for Good featured in this course—in effecting positive social change within an organization.

    To prepare for this Discussion:

    • First, review the following video on Questioning. As you watch, consider that Questioning is not just about seeking answers; it serves as the cornerstone for critical thinking, as it encourages individuals to analyze information, assess options, and make well-informed decisions—all of which are essential for success in the modern workplace. Asking pertinent questions to clarify information, expectations, and goals enhances one’s communication skills, leadership and management skills, as well as interpersonal, social, and people skills. Questioning also drives      innovation by challenging established norms and exploring alternative perspectives, thereby driving positive change within organizations.
    • Then, think about a time in your professional life in which you asked one or more critical questions that helped to bring about positive change within your organization. 

    Post an analysis of the role of questioning in affecting positive changes within an organization, to include the following:

    • Describe a time in your professional life in which you asked one or more critical questions that helped to bring about positive change (i.e., played a significant role in a favorable outcome) within your organization. In your description, include what question(s) you asked.
    • In addition to identifying what your questions were, analyze the way in which you asked your question(s) in the situation and its impact on the outcome.
      • Specifically, describe in what ways you tailored your approach to how you asked the question(s) based on your specific audience (i.e., to support open dialogue and information sharing in order to keep the other party or parties from getting defensive).
    • Reflecting on the situation, and based on any insights gained from the video, analyze what you might do differently if faced with a similar situation in the future.

    Account for Management Decision Making

    Week 10 Learning Resources

    Triple Bottom Line

    In the language of accounting, the bottom line used to refer to the last line on the income statement. It shows either a profit or a loss. That was the concern of all managers. As companies began to understand that they needed to also be concerned about our planet and the people who work for them as well as those that live in the surrounding communities, the triple bottom line was developed.

    · Byars, S. M., & Stanberry, K. (2018).  3.4 corporate social responsibility (CSR)Links to an external site. . In  Business ethics . OpenStax. https://openstax.org/books/business-ethics/pages/3-4-corporate-social-responsibility-csr

    · Elkington, J. (2018, June 25).  25 years ago, I coined the phrase “triple bottom line.” Here’s why it’s time to rethink it Harvard Business Review Digital Articles , 2–5. http://hbr.org

    · Franklin, M., Graybeal, P., & Cooper, D. (2019).  Why it mattersLinks to an external site. . In  Principles of accounting, volume 2: Managerial accounting . OpenStax. https://openstax.org/books/principles-managerial-accounting/pages/13-why-it-matters

    · Franklin, M., Graybeal, P., & Cooper, D. (2019).  13.1 describe sustainability and the way it creates business valueLinks to an external site. . In  Principles of accounting, volume 2: Managerial accounting . OpenStax. https://openstax.org/books/principles-managerial-accounting/pages/13-1-describe-sustainability-and-the-way-it-creates-business-value

    · Franklin, M., Graybeal, P., & Cooper, D. (2019).  13.2 identify user needs for informationLinks to an external site. . In  Principles of accounting, volume 2: Managerial accounting . OpenStax. https://openstax.org/books/principles-managerial-accounting/pages/13-2-identify-user-needs-for-information

    · Franklin, M., Graybeal, P., & Cooper, D. (2019).  13.3 discuss examples of major sustainability initiativesLinks to an external site. . In  Principles of accounting, volume 2: Managerial accounting . OpenStax. https://openstax.org/books/principles-managerial-accounting/pages/13-3-discuss-examples-of-major-sustainability-initiatives

    · Murphy, S. (2017, April 3).  How business can catalyze social change; A triple, bottom-line focus on people, planet and profit will serve progressive companies as they serve humanityLinks to an external site. The Globe and Mail.

    · Walden University, LLC. (2024).  The triple bottom line  Download The triple bottom line [PDF]. Walden University Canvas. https://waldenu.instructure.com

    Questioning

    Have you ever asked what to you seems a reasonable question and the response you get is a blank stare, a dismissive answer that shuts down further conversation, or an answer that doesn’t really give you the information you were seeking? Perhaps you were asking the wrong question, or perhaps you were asking the question in a way that put the other person on the defensive. In these resources, you will consider how asking questions appropriately and effectively can create opportunities for open, honest discussion and help you get the answers you need.

    · Marquardt, M. J.  (2014).  Asking the right questionsLinks to an external site. . In  Leading with questions: How leaders find the right solutions by knowing what to ask (pp. 83–102). John Wiley & Sons.

    · Marquardt, M. J.  (2014).  The art of asking questionsLinks to an external site. . In  Leading with questions: How leaders find the right solutions by knowing what to ask (pp. 103–127). John Wiley & Sons.

    · Walden University, LLC. (2024).  The art of asking questions    Download The art of asking questions [PDF]. Walden University Canvas. https://waldenu.instructure.com 

    · Wood Brooks, A., & John, L. K. (2018, May 1).  The surprising power of questions Harvard Business Review ,  96 (3), 60–67.

    Ready, Set, Grow: Pathway to Recovery

    This Will be a 36 month project that the Hope foundation will implement in Washington, DC based  the need shown through the data and market research in Washington, DC.  I have attached a document that will be helpful in complete this task. We are drafting a proposal for category 1. The projected budget is 650,000 over 3 years and everyone on this grant is part time. This is for a grant writing class. 

    Ready, Set, Grow:Pathway to Recovery 

    This project will enhance and expand mentoring services for children and youth affected by

    opioids and other substance use, as well as their families. Mentoring services may include one-

    on-one, group, or peer mentoring—or a combination of these approaches. In addition to

    mentoring services, this NOFO may support supplemental activities that are consistent with the

    proposed mentoring model and have a clear connection to the mentoring program. Up to 20

    percent of the total funds may be allocated for other non-mentoring direct services, such as

    mental health treatment, substance use treatment, or other supportive services identified and

    aligned with the project design. Please see the Eligible Applicants section for the eligibility

    criteria.

    Category 1: Local Project Sites 

    Category 1 will provide mentoring services as part of a prevention, treatment, recovery,

    and supportive approach for those youth impacted by substance use in a local

    jurisdiction. For more information, see the section titled Eligibility.

    This NOFO supports the implementation and delivery of high-quality mentoring services for

    youth who are currently using or dependent on substances, as well as youth at risk of substance

    use or who have close family members experiencing substance use or dependency. Mentoring

    services may include one-on-one, group, or peer mentoring—or a combination of these

    approaches. Applicants are required to provide mentoring services to youth ages 17 years or

    younger at the time of admission into the program. Mentors must be adults ages 18 or older—in

    cases where peer mentoring models are implemented, older peers may act as mentors under

    the supervision of an adult. Applicants must clearly indicate the number of new and existing

    matches they intend to serve during the project period.

    Applicants should target both the impacted youth and their families. Proposed projects should

    provide training for mentors to recognize the signs and symptoms of substance use among

    individuals at risk of opioid and other substance use. The proposed project may support

    supplemental activities that are consistent with the proposed mentoring model and have a clear

    connection to the mentoring program. Applicants must clearly articulate the connection between

    such services and the project and the reason they are critical to a project providing mentoring

    services for this particular youth population and assisting such youth in sustaining recovery.

    Up to 20 percent of the total project funds may be allocated for other non-mentoring direct

    services, such as mental health treatment, substance use treatment, or other supportive

    services identified and aligned with the project design.

    Applicants are expected to include a fully executed Mentoring Program Profile document (refer

    to Appendix A) as a component of their application

    There are two categories under this NOFO:

    Category 1: Local Project Sites. The focus of this category is to provide mentoring services as

    part of a prevention, treatment, recovery, and supportive approach for those youth impacted by

    substance use. See the section titled Eligibility. Mentoring organizations under Category 1 must

    establish a formal relationship through a Memorandum of Understanding with a public or private

    substance use treatment organization serving the targeted project site location that can

    demonstrate they are licensed and/or accredited prior to application submission

    Agency Funding Priorities

    In order to advance public safety and help meet its mission, OJP will provide priority

    consideration to applicants that propose (as applicable within the scope of this funding

    opportunity) projects designed to advance the goals listed below. Applicants seeking priority

    consideration should specify in the proposal narrative (and in the budget detail form, if

    applicable) which of the following goal(s) the project is intended to advance and how it will do

    so:

    (a) Directly supporting law enforcement operations (including immigration law enforcement

    operations);

    (b) Combatting violent crime;

    (c) Supporting services to American citizens;

    (d) Protecting American children; and

    (e) Supporting American victims of trafficking and sexual assault 

    Program Goals and Objectives

    Goal 1: Improve outcomes (such as improved academic performance and reduced school

    dropout rates) for youth impacted by opioid and other substance use through mentoring.

    Objective 1: Expand the capacity of existing mentoring programs to provide high-quality

    services to youth that reduce substance use, delinquency, or other problem behaviors.

    Goal 2: Reduce the impact of opioid or other substance use on youth.

    Objective 1: Promote the development of innovative approaches to mentoring youth

    impacted by opioid and other substance use.

    Objective 2: Develop/utilize/provide access to related services (including educational

    and support services) for mentees in the program and their families to address opioid or

    other substance use issues.

    How Awards Will Contribute to Program Goals/Objectives

    OJJDP expects award recipients to reduce opioid and other substance use and their negative

    impact through targeted goals that promote resilience, strengthen communities, and develop

    sustainable prevention and treatment systems. Efforts will include mentoring services,

    enhanced with appropriate behavioral health support and recovery assistance for youth and

    their families and improving family dynamics and sobriety rates. To enhance mentoring capacity,

    the focus will be recruiting and training mentors to understand the signs and symptoms of

    substance use for those at risk of using opioids and other substances. Strengthening

    communities will involve collaborations with treatment providers. The initiative seeks to divert at-

    risk populations from the juvenile justice system through mentoring and prevention programs,

    ultimately reducing opioid and other substance use and improving long-term family and

    community outcomes. Programs will:

    • Enhance and/or expand their mentoring services to meet the needs of youth impacted

    by opioids and other substance use.

    • Monitor the program’s target population, new and existing matches, and delivered

    services as specified in the project design and Mentoring Program Profile attachment

    (see details below in Program Design and Implementation).

    Expected Outcomes: Deliverables and Performance Measures

    For any applicants that receive funding, OJP expects to require the recipient to submit the

    following deliverables and performance measures. (See the Application Resource Guide for the

    definitions of “deliverable” and “performance measure.”)

    OJP will measure success by reviewing a recipient's submission of performance reports and

    data and the extent to which project implementation reflects progress toward the goals and

    objectives of this NOFO.

    Deliverables

    Recipients under this funding opportunity do not need to submit any deliverables other than the

    standard Post-Award Requirements and Administration.

    Performance Measures

    Recipients will be required to submit regular performance reports that show their progress

    toward achieving the goals and objectives identified in Program Goals and Objectives. See

    Performance Measure Reporting in this NOFO for details.

    A list of performance measure questions for this funding opportunity can be found here. OJJDP

    will provide further guidance on performance measures and the post-award submission process

    to successful awardees.

    Standard Applicant Information *REQUIRED ELEMENT*

    The Standard Applicant Information section of the JustGrants application is prepopulated with

    the SF-424 data submitted in Grants.gov. Review the Standard Applicant Information in

    JustGrants and make whatever edits are needed. Add ZIP codes for areas affected by the

    project; confirm the Authorized Representative; and confirm the organization’s unique entity

    identifier, legal name, and address.

    Proposal Abstract

    Enter a proposal abstract (no more than 2,000 characters) summarizing the proposed project.

    Abstracts will be made publicly available on OJP.gov and USASpending.gov if the project is

    awarded, so the abstract should not contain any personally identifiable information (e.g., the

    name of the project director).

    Write the abstract in paragraph form without bullets or tables and in the third person (e.g.,

    they/their, the community, rather than I/we). Include the following information:

    • Name of the proposed project.

    • Purpose of the proposed project (i.e., what the project will do and why it is necessary).

    • Where the project will take place (i.e., the service area, if applicable).

    U.S. Department of Justice | Office of Justice Programs | OJJDP | NOFO | ojp.gov | 15Basic

    Information

    Eligibility Program

    Description

    Application

    Submission

    Application

    Review

    Award

    Notices

    Post-Award

    Requirements

    Other

    Information

    Application

    Checklist

    • Who will be served by the project (i.e., who will be helped or have their needs

    addressed).

    • What activities will be carried out to complete the project (see Purpose of the Funding).

    • Subrecipient(s)/partner organizations or entities, if known.

    • Deliverables and expected outcomes (i.e., what the project will achieve; see Expected

    Outcomes: Deliverables and Performance Measures).

    See the Application Resource Guide for an example of a proposal abstract.

    Data Requested With Application

    Financial Management and System of Internal Controls Questionnaire

    (including Applicant Disclosure of High-Risk Status)

    Complete the Financial Management and System of Internal Controls Questionnaire, which

    helps OJP assess:

    • What financial management and internal control systems you have in place.

    • Whether these systems would be sufficient to maintain a funding award.

    • The associated potential risks of your entity as part of the pre-award risk assessment

    process.

    If you are applying as an “individual,

    ” you do not need to complete this form.

    See the Application Resource Guide: Financial Management and System of Internal Controls

    Questionnaire (including Applicant Disclosure of High-Risk Status) for additional guidance on

    how to complete the questionnaire.

    Agency Funding Priorities Inventory

    Applicants should complete the Agency Funding Priorities Inventory to indicate whether they are

    seeking priority consideration based on any of the items listed in the Agency Funding Priorities

    section, and if so, which priority(ies) their project will address.

    Project Description *REQUIRED ELEMENT*

    You have the choice of two formats to submit the Project Description:

    1. 2. Attaching a narrative document in JustGrants OR

    Submitting answers to a set of questions in JustGrants.

    You will need to indicate which of the two formats will be used in the “Project

    Description” question set (labeled “JJ Ment Opioids QS”) in JustGrants.

    If you choose to attach a narrative document, you do not need to answer any other questions in

    the question set. Instead, you will attach the document under Proposal Narrative in the

    application.

    If you choose to complete the question set, then you will proceed through the other questions.

    You do not need to also attach a document under Proposal Narrative.

    U.S. Department of Justice | Office of Justice Programs | OJJDP | NOFO | ojp.gov | 16Basic

    Information

    Eligibility Program

    Description

    Application

    Submission

    Application

    Review

    Award

    Notices

    Post-Award

    Requirements

    Other

    Information

    Application

    Checklist

    Formatting Guidance

    Attached document format uploaded under Proposal Narrative (if selected):

    • File type: PDF or Word document

    • Spacing: Double-spaced

    • Font size: 12 pt. Tables, charts, and graphs included in the Proposal Narrative can

    be created in a legible font smaller than 12 point and will count toward the page

    limit. Margins: 1-inch margins or larger.

    • Page limit: 30 pages; include consecutive page numbers. If the narrative exceeds

    these limits, only the text within the limits will be considered for the review.

    Question and answer format (if selected):

    • Respond to all questions in the Project Description questionnaire in JustGrants. Do

    not attach any files under Proposal Narrative.

    • Do not exceed 90,000 total characters across all responses (90,000 total characters

    is approximately 30 pages of text).

    If responses to any of the questions exceed the text limit, only the text within the limits will

    be considered.

    Content of the Project Description: Regardless of the format chosen, the Project Description

    must include the four sections listed below. If you seek priority consideration, the Project

    Description must state which priority goal(s) the applicant’s project will advance and describe

    how (see section Agency Funding Priorities under Program Description).

    1. Description of the Need: What critical issue or problem related to the purpose of this

    funding opportunity are you proposing to address with this project? How do you know the

    problem exists? Please answer the following:

    • What is the need, gap, or issue to be addressed by the proposed project?

    • How does supporting information, data, and/or evidence demonstrate the need’s

    existence, size, and impact on the target population and community?

    • How does this problem relate to the purpose of the funding opportunity?

    2. Project Goals and Objectives: How closely will the proposed project address the identified

    need and purpose of this funding opportunity (see Program Goals and Objectives). Please

    answer the following:

    • What are the project goals? (Goals are broad, visionary statements on what you hope to

    accomplish.)

    • What are the project objectives? (Objectives are specific outcomes you plan to achieve

    through project activities.)

    • How do the project goals and objectives address the identified need?

    • How do the project goals and objectives relate to the purpose of this funding

    opportunity?

    U.S. Department of Justice | Office of Justice Programs | OJJDP | NOFO | ojp.gov | 17Basic

    Information

    Eligibility Program

    Description

    Application

    Submission

    Application

    Review

    Award

    Notices

    Post-Award

    Requirements

    Other

    Information

    Application

    Checklist

    3. Project Design and Implementation: What is your plan to implement project activities that

    are likely to meet the goals and objectives of the proposed project? Please answer the

    following:

    • What activities will you conduct to achieve the proposed goals and objectives?

    • Who are your target populations, including the exact number of youth to be served and

    the type of program model to be used (individual, group, or peer)?

    • What are your partnerships and referral services?

    • How will the partnership with a substance abuse agency work to help you meet the

    needs of the targeted youth?

    • What are your strategies for addressing issues of underserved youth within your service

    delivery framework?

    • Why do you believe these activities will be effective? (For example, are they based on

    your organization’s previous experience, were they used in a similar program conducted

    elsewhere, or are they drawn from research or evidence?)

    • How will you deliver or complete the activities? When will the activities take place?

    • How will the mentoring approach respond to the unique needs of targeted youth in a way

    that is likely to promote positive outcomes?

    • Who in your organization will conduct the activities, including key staff?

    • Who will participate in and benefit from the activity?

    • What deliverables, reports, and other items will be produced as part of the project?

    • If subrecipients will help conduct the project, please name them (if they are known) or

    describe how they will be identified. What will their role be in conducting project

    activities?

    • What public or private substance use treatment agency are you partnering with? What

    will be their role in your project?

    • Do you plan to use local resources to support this project? If so, how?

    • What are your plans to sustain the mentoring project’s work beyond the grant period?

    4. Capabilities and Competencies: How will you bring administrative and technical capacity

    and expertise to successfully complete this project? Please answer the following:

    • What demonstrates your capacity to deliver the proposed project and meet the

    requirements of the award, including grant management and administration?

    • How do the skills and composition of the project staff, including any proposed

    subrecipients, demonstrate their ability to deliver the proposed project and meet the

    requirements of the award?

    • How does your experience conducting related projects or activities (either in the past or

    currently) demonstrate your ability to undertake the proposed project activities?

    • How does the relevant experience of team members with key responsibilities support the

    implementation of the project?

    • How do your staffing and management patterns for the project connect to the project

    design?

    • What are the relevant history, capabilities, and competencies of the public or private

    substance use treatment agency are you partnering with?

    U.S. Department of Justice | Office of Justice Programs | OJJDP | NOFO | ojp.gov | 18Basic

    Information

    Eligibility Program

    Description

    Application

    Submission

    Application

    Review

    Award

    Notices

    Post-Award

    Requirements

    Other

    Information

    Application

    Checklist

    Project Evaluations: If you propose to use award funds to conduct project evaluations, you

    must follow the guidance in the “Note on Project Evaluations” section in the Application

    Resource Guide. Costs for data- and evaluation-related activities are allowable grant costs.1

    Budget and Associated Documentation: Budget Detail Form *REQUIRED

    ELEMENT*

    Complete the budget detail form.

    • Non-mentoring expenses must be explicitly detailed in the budget narrative.

    • List each individual cost needed to implement your proposed project under the

    appropriate cost category.

    • Make sure the name/description of each cost is clear. Provide the detailed calculation

    (e.g., cost per unit and number of units) for the total cost.

    • Consider if the costs are reasonable, allocable to, and necessary for the performance of

    the project, and if they will comply with the funding statute and agency requirements.

    This includes the conditions of the award and the cost principles set out in 2 C.F.R. Part

    200, Subpart E and the DOJ Grants Financial Guide.

    • Enter additional narrative, as needed, to fully describe the cost calculations and

    connection to your project goals and objectives.

    9

    Youth Violence and Opioid Crisis in Washington, DC (2020 to 2026): A Proposal by the Hope Foundation Reentry Network

    Name

    Course

    Instructor

    Date

    Youth Violence and Opioid Crisis in Washington, DC (2020 to 2026): A Proposal by the Hope Foundation Reentry Network

    Executive Summary

    Washington, D.C., faces a double emergency of public health and community safety concerns: the steady increase in youth-involved violence and the devastating impact of the opioid crisis driven by fentanyl. While overall crime has dropped slightly in 2020, youth homicide and firearm-related assault are still on the rise, with residents from Wards 5, 7, and 8 being disproportionately impacted. At the same time, deaths from opioid overdose, mostly involving fentanyl, have set records. The Hope Foundation Reentry Network suggests a broad approach to the issue that combines trauma-informed reentry services with treatment for substance use and violence prevention. Starting in 2026, this initiative will link youth returning from detention and those who are at risk for overdose with behavioral health, mentorship, and employment programs. This project will work to combine public health and public safety agendas to disrupt cycles of trauma, incarceration, and addiction while at the same time building community resilience throughout the District.

    Introduction

    The problem of youth violence and Opioid-related mortality have crossed paths in Washington, D.C. over the past 10 years. The spread of illegal fentanyl has contributed to these problems and the social inequalities that were made worse due to the Covid-19 pandemic. Young people, particularly those who live in the most underserved neighborhoods, remain over-exposed to violence and substance misuse and are faced with the effects of generations of trauma, housing insecurity, and systemic unfairness in the District. To address these overlapping harms, the Hope Foundation Reentry Network will launch a five-year initiative in 2026, driven by data. The program will be based on prevention, reentry, and recovery in collaboration with schools, hospitals, community organizations, and justice agencies. The vision of the project is a Washington in which the youth at the crime/addiction intersection are provided with support, hope, and access to stability rather than incarceration.

    Methods and Data Sources

    This proposal was built on several sources of data and verified media reports. Data on opioid fatalities were provided by the Office of the Chief Medical Examiner (OCME) for the time period 2017-2023, and nonfatal overdose hospitalizations captured by the Centers for Disease Control and Prevention (CDC) Drug Overdose Surveillance and Epidemiology (DOSE) System. Youth violence statistics were taken from the Metro. Police Dept. Annual Report 2023 and D.C. Witness findings. Community perspectives informed by research on youth exposure to violence: D.C. Policy Center. Gun Violence in the United States 2022: Examining the Burden Among Children and Teens, a report from Johns Hopkins Center for Gun Violence Solutions, compared the statistics to the national totals in each state. These sources provide a basis for the development of community-based interventions to combat both violent victimization and overdose risk among young people in the District.

    Findings

    Youth Violence Trends

    Data from the Metropolitan Police Department indicate that youth-related homicides in D.C. have risen from about 35 in 2020 to more than 50 by 2024. Although total violent crime in the city has dropped slightly, youth in the town involved in homicide and firearm offenses have increased almost twofold from 2021. D.C. Witness cites retaliation and the spread of untraceable firearms among teens as one reason for this increase. Students in the District also report greater exposure to community gunfire than their peers in other states, and the trauma of their neighborhoods most impacts students in Wards 7 and 8. Gun violence has become the number one cause of death for all children and teens in the United States. Research at the Johns Hopkins Center has found that youth firearm deaths now exceed motor vehicle deaths. Combined with the availability of firearms, poverty, and the lack of behavioral health services, this has created an environment in which violence and trauma reinforce one another in a local context.

    C:UsershpDownloadsFigure1_YouthHomicides_WashingtonDC.png

    Figure 1: Youth-Related Homicides in Washington, D.C., 2020–2024

    Opioid Overdose and Substance Abuse

    The opioid epidemic in D.C. has grown in both width and deadliness. The Office of the Chief Medical Examiner reports that deaths were increasing from 281 in 2017 to 461 in 2023, with more than 95% of the cases showing the presence of fentanyl. The epidemic disproportionately affects those who are Black, who are a majority of fatal overdose victims. Also, the CDC's DOSE-DIS system continues to reveal that visits to the emergency department for nonfatal overdoses are at historically high levels, especially among people 18-25 years of age. Many of the young adults who suffer from opioid use disorder in the District are not long-term users of opioids but people who encountered counterfeit pills with deadly fentanyl in them. Without close attention to these cases, it is easy for experimentation to progress to fatal overdose. Nonfatal overdoses are often not treated, leading to cycles of relapse and risk.

    C:UsershpDownloadsFigure2_FatalNonfatalOverdoses_WashingtonDC.png

    Figure 2: Fatal and Nonfatal Opioid Overdoses in D.C., 2017–2024

    Violence and Opioid Risk Intersection

    The most terrible tendency is the overlap of violent incidents and opioid mortality. The hotspot analysis demonstrates enormous overlaps between the two crises, especially in the east of the Anacostia River. These are the locations of the greatest poverty, unemployment, and housing insecurity as the structural factors that contribute to vulnerability to both violence and addiction. The reciprocity of the relationship between trauma and substance use. Further, the youth are exposed to violence, which also causes post-traumatic stress and, in the absence of mental health services, can result in self-medication through drug use. On the other hand, the victimization of a crime or the victimization of getting caught in a crime is more likely to occur when one is taking drugs or alcohol. In order to break this cycle, holistic approaches related to these prevalent societal determinants are needed. The Hope Foundation Reentry Network-led project on these intersections in 2026 has been in progress, with work being carried out on prevention, treatment, and reentry in the most affected wards.

    C:UsershpDownloadsFigure3_CorrelationByWard_WashingtonDC.png

    Figure 3: Geographic Overlap of Youth Violence and Opioid Death Hotspots

    Discussion

    The information shows that Washington, D.C.'s youth violence and opioid epidemic are intricately linked. The efforts of law enforcement agencies and public health institutions have been effective individually, but in many instances, they have been isolated. This division leaves loopholes in the service delivery to those youths at risk of overdose as well as violence, who are left in the cracks. The Hope Foundation Reentry Network aims to bridge these gaps through the implementation of an integrated reentry, recovery, and prevention model. The project includes behavioral health and substance use treatment as part of the violence prevention program, because human determinants of both addiction and violence are commonly related to trauma. This project shifts the punishment needle to healing by focusing on one of the causes that lead to the criminalization of consequences of trauma.

    Inter-system integration of data is also necessary. Currently, OCME, MPD, and the Department of Health have separate datasets, which prevents the detection of overlapping risks. Creation of a common, privacy-protected database for real-time monitoring of high-risk individuals and neighborhoods, enabling earlier and more coordinated interventions. This project also focuses on equity. The reverse is disproportionate, as a result of the historical injustices at work in health, housing, and justice. Systemic issues that are at the heart of the program's mission are key to achieving sustainable progress.

    Limitations

    The data used for this analysis have numerous limitations. Fatal overdose statistics from the OCME are preliminary and will change as toxicology results are determined. Nonfatal overdose data from the CDC aggregates over all age groups, which limits the ability to interpret the data on youth. Police data are on arrests and not on all incidents, and therefore may undercount victimization. Furthermore, currently, there is no single dataset that links the justice system, health outcomes, and education, making it challenging to capture the overlap accurately. Despite these difficulties, however, the idea of convergence across sources is a consistent and sound take on the dual crises that faced Washington, D.C.

    Recommendations

    Numerous recommendations are suggested from these findings. Washington, D.C., should first establish a secure and cross-sector data integration platform among health, justice, and social service agencies to identify and support at-risk youth. Second, the District should provide greater access to adolescent substance use treatment, particularly medication-assisted programs and programs using trauma-informed approaches. Third, the Hope Foundation will develop community reentry hubs in Wards 7 and 8 to provide mental health services, job training, and harm reduction, enabling intervention with continuity of care. Fourth, naloxone and fentanyl test strips programs should be scaled up in schools, libraries, and recreation centers to make overdose prevention programs more normalized.

    Conclusion

    In Washington, D.C., the youth violence and opioid overdose epidemics have intersected, resulting in the deaths of Washingtonians and distrust in the community. The path forward is through partnerships between health agencies, justice systems and community-based organizations that require a focus on healing and opportunity. The 2026 project of the Hope Foundation Reentry Network provides a unified framework that focuses on prevention, treatment, and reentry assistance. Combining data, empathy, and community-based leadership will help the District to move to the future when all youth will be able to live in a safe environment without being affected by the spiral of violence and drug addiction.

    References

    Brann, J. (2023, March 21). D.C. students are exposed to more community violence. D.C. Policy Center. https://www.dcpolicycenter.org/publications/community-violence-exposure/

    Centers for Disease Control and Prevention. (2025, May 30). Drug Overdose Surveillance and Epidemiology (DOSE) System: Nonfatal Overdose Emergency Department and Inpatient Hospitalization Discharge Data. U.S. Department of Health and Human Services. https://www.cdc.gov/overdose-prevention/data-research/facts-stats/dose-dashboard-nonfatal-discharge-data.html

    Metropolitan Police Department. (2024). 2023 annual report [PDF]. Government of the District of Columbia. https://mpdc.dc.gov/sites/default/files/dc/sites/mpdc/publication/attachments/Annual%20Report%202023_READER_lowres.pdf

    Office of the Chief Medical Examiner. (2024, January 17). Opioid-related fatal overdoses: January 1, 2017 to October 31, 2023 [Report]. Government of the District of Columbia. https://ocme.dc.gov/sites/default/files/dc/sites/ocme/agency_content/Opioid%20related%20Overdoses%20Deaths_Jan%202024.pdf

    Stambaugh, M., & Wechsler, A. (2024, November 18). Everyone thinks youth crime is increasing — D.C. Witness data shows why. D.C. Witness. https://dcwitness.org/everyone-thinks-youth-crime-is-increasing-d-c-witness-data-shows-why/

    Villarreal, S., Kim, R., Wagner, E., Somayaji, N., Davis, A., & Crifasi, C. (2024). Gun violence in the United States 2022: Examining the burden among children and teens. Johns Hopkins Center for Gun Violence Solutions. https://publichealth.jhu.edu/sites/default/files/2024-09/2022-cgvs-gun-violence-in-the-united-states.pdf

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    A manager in criminal justice needs to understand the budgeting policies and strategies in their agency

    manager in criminal justice needs to understand the budgeting policies and strategies in their agency. The ability to critically examine a budget’s economic context will help you articulate fiscal needs and obligations of both your agency and the constituents your agency serves. In this assessment, you will review a criminal justice agency budget to determine how the agency is funded and regulated.

    Preparation

    Select a local, state, or federal criminal justice agency that you currently work for or would like to work for in the future (e.g., city police department, court, county public defender’s office, city jail system).

    Review the agency’s financial records available to the public. Research the following items:

    • The budget: current and anticipated expenditures
    • The strategic plan: the approach the agency is using to use the funds from the budget
    • Governing policies: current policies and/or laws that resulted in the creation of the agency and govern daily operations
    • External considerations: the economic or legislative factors that impact the budget
    • Sources and uses of funds: taxes, fees, and other forms of income that support the budget
    Assessment Deliverable

    Imagine your local city council has asked your agency to provide the budget summary at the next town hall. The city council wants to understand how your budget is developed and managed. 

    Write a 700- to 1,050-word summary explaining the agency’s budget strategies and policies and how the agency’s governing policies determine budget administration.

    Include the following details in your summary:

    Governing Policies: Governing policies help an organization develop and implement procedures or policies that result in efficient, consistent operations.

    • Summarize the published mission of the agency.
    • Summarize 1–2 governing policies related to the agency’s mission.
    • Explain how the policy/policies support the agency’s mission.

    Strategic Plan: Organizations use strategic plans to define present and future vision, goals, and objectives.

    • Summarize 2–3 primary goals and objectives outlined in the agency’s strategic plan.
    • Explain how the goals and objectives align with the agency’s mission.

    Public Sector Funding: Most criminal justice organizations are funded by government entities; these funds are often determined by economic factors.

    • Describe 2–3 programs or initiatives that are funded by the agency budget. Include costs associated with each.
    • Describe the various sources of budget revenue used to fund the programs or initiatives. Be sure to differentiate between local, state, and federal revenue as well as private donations.
    • Of the sources you identified, specify the type of public funds used to support the programs or initiatives (e.g., sales tax, property tax, income tax, grant funds, donations).
    • Describe how changes in economic conditions could potentially affect these funds.
    • Identify policies that direct the use of these funds.

    Fiscal Responsibility: Ongoing review of income and expenses is essential to budget management.

    • Identify policies that govern how the agency ensures accountability and transparency in reporting the budget to constituents. 
    • Explain how the agency reports outcomes related to the mission and budget.

    Conclusion:

    • Conclude with a paragraph summarizing the effectiveness of the budgeting process within the agency.

    Provide a link to the website of the agency and the budget you reviewed.

      Create a recorded PowerPoint presentation demonstrating ethical frameworks used for problem-solving in your workplace

      Create a recorded PowerPoint presentation demonstrating ethical frameworks used for problem-solving in your workplace. Which approach would you use based on the descriptions in this model?

      Contribute a minimum of 10 slides. It should include at least four academic sources, formatted and cited in APA.

      • Your presentation must be original work, logically organized, and follow the current APA format, including citation of references.
      •  Powerpoint presentation with 10-15 slides, clear and easy to read.
        Platinum Essays