CRJ420002VA016-1182-001 - EMERGENCY MANAGEMENT PROCEDUREWe.docx

CRJ420002VA016-1182-001 - EMERGENCY MANAGEMENT
PROCEDURE
Week 8 Assignment 3 Submission
Randy Wallace
on Mon, Feb 19 2018, 3:08 PM
41% highest match
Submission ID: 3656fa3e-8691-4a18-b253-337d55f602d2
Attachments (1)
Week 8 Assignment 3_RWallace.doc
Running Head: 1 LEADERSHIP AND DECISION MAKING 1
LEADERSHIP
AND DECISION MAKING 7
2 LEADERSHIP AND DECISION MAKING
Randy Wallace Strayer University Leadership and Decision
Making Federal
Emergency Management Agency (FEMA) Irrespective of what
type of situation, it is
inevitable that leaders will be presented with various different
decisions to attain.
Some decisions can be minor decisions t make and may not bear

an effect on anyone
but the leaders themselves while other decisions can be large
and have the capability
of affecting anyone under their leadership and everyone
concerned within their
leadership bounds. Decision making is a component of a
leader’s day-by-day
expectations, making the decision-making process important for
those individuals in
a leadership role. 3 LEADERS HAVE THE RESPONSIBILITY
OF MAKING
GOOD DECISIONS FOR THOSE INVOLVED, THEREFORE,
SHOULD
HAVE A DESIRABLE FRAMEWORK FOR WHICH GOOD
DECISIONS
(http://safeassign.blackboard.com/)
Week 8 Assignment 3_RWallace.doc
Word Count: 1,528 Attachment ID: 200299345
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CAN BE MADE AND MATTERS ADDRESSED AND
RESOLVED
RESPECTIVELY.
The Federal Emergency Management Agency is the central
agency in the United
States within the Federal government for preparedness,
mitigation, emergency
planning, response, and recovery. The agency works closely
with the State and local
governments, in funding emergency programs and offering
technical training and
guidance. FEMA stands prepared to deploy Federal resources in
cases of a
catastrophic disaster. These aligned activities ensure an across-
the-board program
for protecting property and life as well as providing recovery
assistance following a
disaster. In the case of FEMA, core values direct behavior and
furnish the foundation
for what the agency does and how its personnel interrelate with
others and operate.
FEMA is largely bounded by the core values of compassion,
fairness, integrity, and

respect. Through history, in terms of leadership within the
FEMA body, each
director plays different roles and leadership styles distinctly
(Burns, 2006).
4 THE FEMA DIRECTOR TO WHOM I BELIEVE
PERFORMED
ADMIRABLY DURING A MAJOR U.S. 5 EMERGENCY OR
CRISIS IS
JAMES LEE WITT DURING THE TERM OF PRESIDENT
BILL CLINTON.
Witt brought up FEMA to the cabinet level. On previous FEMA
administrations, the
agency was recognized as a “political dumping ground” for
individuals with only an
enthusiast connection. President Clinton worked with Witt so as
to ensure that the
respective appointees at the agency under his administration
were fully professionals
with knowledge pertaining emergency management. 6 WITT
ALONGSIDE HIS
TEAM WORKED CONCENTRATED TO INSTILL A
CULTURE OF
RESPONSIVENESS AND PREPAREDNESS AND A SPIRIT OF

PARTNERSHIP IN FEMA. Witt alongside his team maintained
a closer touch
with the state, local and tribal officials, side by side with other
federal agencies and
departments and with organizations, associations, special needs
populations and
educational institutions.
6 DURING CLINTON’S TERM OF OFFICE, 348
PRESIDENTIALLY
DECLARED CATASTROPHES OCCURRED IN
APPROXIMATELY 6,500
COUNTIES, EXTENDING TO SIX TERRITORIES AND ALL
FIFTY
STATES. Witt supervised the disaster response to the nation’s
costliest flood
disaster historically up until 1993; the costliest earthquake, that
occurred in 1994 in
Los Angeles, California among other serious hurricanes. The
staff and appointees at

FEMA eventually earned recognition for how effectively and
closely they worked
together under Witt’s leadership. Upon his departure from the
agency at the end of
the President’s last term in 2001, Witt successfully launched his
emergency
management consulting business known as the “James Lee Witt
Associates, LLC,”
which provides consultation on disaster and emergency
preparedness to various
governments across the globe.
7 CONSEQUENTLY, THE FEMA DIRECTOR TO WHOM I
BELIEVE
PERFORMED BELOW STANDARDS DURING A MAJOR U.S.
2
EMERGENCY OR CRISIS IS MICHAEL D. Brown. According
to the
Washington Post, “Michael D. 8 BROWN HAS BEEN CALLED
THE
ACCIDENTAL DIRECTOR OF THE FEDERAL EMERGENCY
MANAGEMENT AGENCY, CARICATURED AS THE FAILED
HEAD OF AN
ARABIAN HORSE SPORTING GROUP WHO WAS PLUCKED
FROM

OBSCURITY TO BECOME PRESIDENT BUSH'S POINT MAN
FOR THE
WORST NATURAL DISASTER IN U.S. 9 HISTORY.” IN THE
MIDDLE
OF THE SWIRL OF THE MISERY ALONG THE GULF
COAST, THE
DIRECTOR INITIALLY ADMITTED UNDERESTIMATING
THE IMPACT
AND EFFECT OF HURRICANE KATRINA, WHOSE WATER
AND WINDS
SWAMPED THE PREPARATIONS OF THE AGENCY. As the
nation lurched
at images of the catastrophe, Brown appeared to charge storm
victims noting that
the situation was aggravated by residents of New Orleans who
did not act in
accordance to the FEMA mandatory evacuation order.
Following criticism at all
angles, the emergency director resigned. According to the New
York Times, “The
White House quickly named R. David Paulison to succeed Mr
Brown on an acting

basis. Mr Paulison, a former firefighter, has been director of the
agency's
preparedness division for the past two years.”
The major decision James Lee Witt made which eventually
changed the course of
recovery from the disaster dramatically is the intuition of the
Building Performance
Assessment Team (BPAT). In reply to the disasters that were
caused by the
tornadoes on the 3rd of May, FEMA under the leadership of
Witt deployed a
“Building Performance Assessment Team (BPAT)”, that was
composed of various
national experts in architecture, engineering, planning, and
meteorology to Kansas
and Oklahoma. The team’s mission was to evaluate the
performance of the buildings
that were affected by the tornadoes, describe the lessons
evolved and investigate
respective losses. The evaluation of level and extent that this
decision affected

disaster recovery was adept as various observations,
recommendations, and
conclusions intended to help individuals, businesses, and
communities to reduce
future loss of life and property and injuries resulting from
tornadoes among other
high-wind events were put in place.
However, on Brown’s interventions to FEMA, indecision led to
the dramatic change
to the course of recovery. 10 FOR THE MOST PART,
INDECISION BESET
THE GOVERNMENT LEADERS IN MEDICAL PERSONNEL
DECISIONS,
IN THE DEPLOYMENT OF SUPPLIES AS WELL AS IN
OTHER AREAS.
EVEN THE GRIM TASK OF RECOVERING BODIES AFTER
THE
KATRINA WAS CONFUSED AND SLOW. 11 BODIES WENT
UNATTENDED FOR SEVERAL DAYS AS FEDERAL AND
STATE
OFFICIALS REMAINED DITHERY ON THE BODY
RECOVERY PLAN.
FEMA awaited the Louisiana state to make decisions concerning

the bodies, but the
Louisiana governor blamed FEMA’s timing in administering
with a contractor. 10
ALL THE SAME, THE SIMILAR PROBLEMS OF HAVING
TOO MANY
BUREAUCRATIC COLLABORATORS HAMPERED
DECISION-MAKING
IN RESPECTIVE AREAS, SUCH AS PROVIDING LAW
ENFORCEMENT
RESOURCES AND ORGANIZING EVACUATIONS TO
LOUISIANA
(COOPER & BLOCK, 2007).
In addition, the most alarming aspect of the federal body
response to the Katrina
catastrophe was that FEMA officials blocked private relief
efforts of attending to the
victims. The following attempts were canvased:
10 • IN REPETITION, FEMA BLOCKED THE DELIVERY OF
SEVERAL

EMERGENCY SUPPLIES THAT WERE ORDERED IN NEW
ORLEANS BY
THE METHODIST HOSPITAL FROM ITS OUT-OF-STATE
HEADQUARTERS.
• FEMA DENIED ENTRANCE TO DOCTORS WHO
VOLUNTEERED
THEIR SERVICES AT THE EMERGENCY FACILITIES.
CHALMETTE,
METHODIST’S SISTER HOSPITAL, AS EXAMPLES, SENT
RESPECTIVE
DOCTORS TO THE EMERGENCY FACILITY ASSEMBLE AT
NEW
ORLEANS AIRPORT SO AS TO OFFER THEIR SERVICES
BUT WERE
TURNED AWAY AS THEIR IDENTITIES WERE NOT IN THE
GOVERNMENT DATABASE.
12 • PRIVATE COMPANIES DEALING WITH MEDICAL AIR
TRANSPORT PLAYED A VITAL ROLE IN EXCRETIONS
AFTER
KATRINA. 10 ON THE CONTRARY, FEMA OFFICIALS
OFFERED NO
HELP IN ALIGNING THESE SERVICES, AS THEY

ACTIVELY BLOCKED
A MAJORITY OF THE FLIGHTS.
• THE AGENCY “REFUSED AMTRAK’S OFFER, THE
NATIONAL
RAILROAD PASSENGER CORPORATION TO EVACUATE
KATRINA
VICTIMS, AND WOULD NOT RETURN CALLS MADE BY
THE
AMERICAN BUS ASSOCIATION.” IN OTHER WORDS,
BOTH THE
AMERICAN BUS ASSOCIATION AND THE MOTORCOACH
ASSOCIATION COULD NOT CONTACT ANYONE AT THE
AGENCY TO
OFFER ASSISTANCE FOR EVACUATIONS.
• THE RED CROSS WAS AS WELL DENIED THE ACCESS
TO THE
SUPERDOME IN NEW ORLEANS AS THEIR ATTEMPTS TO
DELIVER

EMERGENCY SUPPLIES FAILED.
• FEMA AVERTED TRUCKS FROM WALMART THAT WERE
LOADED
WITH WATER FOR THE NEW ORLEANS VICTIMS AND
FORECLOSED
THE COAST GUARD IN DELIVERING DIESEL FUEL.
• OFFERS OF VEHICLES, SPECIALIZED EQUIPMENT, AND
EMERGENCY SUPPLIES FROM OTHER NATIONS WERE AS
WELL
CAUGHT WITHIN THE FEDERAL RED TAPE HAVING THE
SHIPMENTS
DELAYED.
According to FEMA’s core values, FEMA personnel addresses
their State, Tribal,
local and Federal government as well as partners from the
private sector with
absolved dignity each partner merits. Its employees employ this
not only by the fact
that it is an adept choice but also because the agency creates
sustainable work
environments and relationships, which in turn improve the
capacity of each partner
effectively so as to meet the disaster needs of survivors.

However, this is contrary to
most speculations made and experienced in cases of disasters.
Dignity, lack of
cooperation, integrity, compassion, respect and many more
values are chucked out.
3 IT IS THEREFORE IMPERATIVE FOR FEMA DIRECTORS
TO
ENGAGE COLLABORATIVE DECISION-MAKING WHICH
USES AND
REQUIRES THE INSIGHT AND OPINIONS OF OTHERS ON
THE TEAM.
Leaders who ask others under them for their viewpoints and
feedback routinely are
seeking upon making a collaborative decision which is vital for
the whole disaster
response team (Raiffa et al, 2002).
References
Burns, L. A. (2006). 7 FEMA (FEDERAL EMERGENCY
MANAGEMENT
AGENCY): An organization in the crosshairs. New York: Nova
Science Publishers.

Haddow, G. D., Bullock, J. A., & Coppola, D. P. (2006). 5
INTRODUCTION TO
EMERGENCY MANAGEMENT. Amsterdam:
Elsevier/Butterworth-Heinemann.
Cooper, C., & Block, R. (2007). Disaster: 13 HURRICANE
KATRINA AND THE
FAILURE OF HOMELAND SECURITY. New York: Henry Holt
and Co.
Raiffa, H., Richardson, J., Metcalfe, D., & Belknap Press.
(2002). Negotiation
analysis: The science and art of collaborative decision making.
Cambridge: 14 THE
BELKNAP PRESS OF HARVARD UNIVERSITY PRESS.
Citations (14/14)
Matched Text
1 Another student's paper

13 ProQuest Document
14 ProQuest Document
Suspected Entry: 84% match
Uploaded - Week 8 Assignment
3_RWallace.doc
LEADERSHIP AND DECISION MAKING 1

Source - Another student's paper
3_RWallace.doc
LEADERSHIP AND DECISION MAKING
Leadership and Decision Making
3_RWallace.doc
EMERGENCY OR CRISIS IS MICHAEL D
emergency or crisis is Michael D
3_RWallace.doc

LEADERS HAVE THE RESPONSIBILITY OF
MAKING GOOD DECISIONS FOR THOSE
INVOLVED, THEREFORE, SHOULD HAVE A
DESIRABLE FRAMEWORK FOR WHICH
GOOD DECISIONS CAN BE MADE AND
MATTERS ADDRESSED AND RESOLVED
RESPECTIVELY
Leaders have a responsibility to make good
decisions for everyone involved and should
have framework to make those decisions
3_RWallace.doc

IT IS THEREFORE IMPERATIVE FOR FEMA
DIRECTORS TO ENGAGE COLLABORATIVE
DECISION-MAKING WHICH USES AND
REQUIRES THE INSIGHT AND OPINIONS OF
OTHERS ON THE TEAM
Collaborative leader decision making requires
and uses the opinions of others on the team
3_RWallace.doc
THE FEMA DIRECTOR TO WHOM I BELIEVE
PERFORMED ADMIRABLY DURING A
MAJOR U.S
The FEMA Director whom I believe performed
excellent during a major U.S

3_RWallace.doc
EMERGENCY OR CRISIS IS JAMES LEE
WITT DURING THE TERM OF PRESIDENT
BILL CLINTON
emergency or crisis is James Lee Witt
3_RWallace.doc
INTRODUCTION TO EMERGENCY
MANAGEMENT
“Introduction to Emergency Management.”
Elsevier Books
3_RWallace.doc

WITT ALONGSIDE HIS TEAM WORKED
CONCENTRATED TO INSTILL A CULTURE
OF RESPONSIVENESS AND
PREPAREDNESS AND A SPIRIT OF
PARTNERSHIP IN FEMA
Witt was known to have emergency
management knowledge, Witt and his team
worked very hard to instill FEMA partnership
and a culture of preparedness and
responsiveness
3_RWallace.doc
DURING CLINTON’S TERM OF OFFICE, 348

PRESIDENTIALLY DECLARED
CATASTROPHES OCCURRED IN
APPROXIMATELY 6,500 COUNTIES,
EXTENDING TO SIX TERRITORIES AND ALL
FIFTY STATES
During President Clintons tenure, there were
approximately 348 declared disasters that
occurred in more than 6,500 countries, covering
all fifty states and six territories
3_RWallace.doc
CONSEQUENTLY, THE FEMA DIRECTOR TO
WHOM I BELIEVE PERFORMED BELOW
STANDARDS DURING A MAJOR U.S
FEMA director whom I believe performed below

standards during a major U.S
3_RWallace.doc
FEMA (FEDERAL EMERGENCY
MANAGEMENT AGENCY)
Federal Emergency Management Agency
(FEMA)
3_RWallace.doc
BROWN HAS BEEN CALLED THE
ACCIDENTAL DIRECTOR OF THE FEDERAL
EMERGENCY MANAGEMENT AGENCY,
CARICATURED AS THE FAILED HEAD OF
AN ARABIAN HORSE SPORTING GROUP
WHO WAS PLUCKED FROM OBSCURITY TO

BECOME PRESIDENT BUSH'S POINT MAN
Brown has been called the accidental director of
the Federal Emergency Management Agency,
caricatured as the failed head of an Arabian
horse sporting group who was plucked from
obscurity to become President Bush's point
man for the worst natural disaster in U.S
FOR THE WORST NATURAL DISASTER IN
U.S
3_RWallace.doc
HISTORY.” IN THE MIDDLE OF THE SWIRL

OF THE MISERY ALONG THE GULF COAST,
THE DIRECTOR INITIALLY ADMITTED
UNDERESTIMATING THE IMPACT AND
EFFECT OF HURRICANE KATRINA, WHOSE
WATER AND WINDS SWAMPED THE
PREPARATIONS OF THE AGENCY
Amid the swirl of human misery along the Gulf
Coast, Brown admitted initially underestimating
the impact of Hurricane Katrina, whose winds
and water swamped the agency's preparations
3_RWallace.doc
FOR THE MOST PART, INDECISION BESET
THE GOVERNMENT LEADERS IN MEDICAL
PERSONNEL DECISIONS, IN THE
DEPLOYMENT OF SUPPLIES AS WELL AS

IN OTHER AREAS
Indecision plagued government leaders in the
deployment of supplies, in medical personnel
decisions, and in other areas
3_RWallace.doc
EVEN THE GRIM TASK OF RECOVERING
BODIES AFTER THE KATRINA WAS
CONFUSED AND SLOW
Even the grisly task of body recovery after
Katrina was slow and confused
3_RWallace.doc

Similar problems hampered decision making in
areas, such as organizing evacuations and
ALL THE SAME, THE SIMILAR PROBLEMS
OF HAVING TOO MANY BUREAUCRATIC
COLLABORATORS HAMPERED DECISION-
MAKING IN RESPECTIVE AREAS, SUCH AS
PROVIDING LAW ENFORCEMENT
RESOURCES AND ORGANIZING
EVACUATIONS TO LOUISIANA (COOPER &
BLOCK, 2007)
providing law enforcement resources to
Louisiana
3_RWallace.doc

• IN REPETITION, FEMA BLOCKED THE
DELIVERY OF SEVERAL EMERGENCY
SUPPLIES THAT WERE ORDERED IN NEW
ORLEANS BY THE METHODIST HOSPITAL
FROM ITS OUT-OF-STATE HEADQUARTERS
· FEMA repeatedly blocked the delivery of
emergency supplies ordered by the Methodist
Hospital in New Orleans from its out-of-state
headquarters
3_RWallace.doc
• FEMA DENIED ENTRANCE TO DOCTORS
WHO VOLUNTEERED THEIR SERVICES AT
THE EMERGENCY FACILITIES
· FEMA turned away doctors volunteering their

services at emergency facilities
3_RWallace.doc
CHALMETTE, METHODIST’S SISTER
HOSPITAL, AS EXAMPLES, SENT
RESPECTIVE DOCTORS TO THE
EMERGENCY FACILITY ASSEMBLE AT NEW
ORLEANS AIRPORT SO AS TO OFFER
THEIR SERVICES BUT WERE TURNED
AWAY AS THEIR IDENTITIES WERE NOT IN
THE GOVERNMENT DATABASE
Methodist’s sister hospital, Chalmette, for
example, sent doctors to the emergency facility
set up at New Orleans Airport to offer their
services, but they were turned away because
their names were not in a government database

of 15SafeAssign Originality Report
3_RWallace.doc
ON THE CONTRARY, FEMA OFFICIALS
OFFERED NO HELP IN ALIGNING THESE
SERVICES, AS THEY ACTIVELY BLOCKED
A MAJORITY OF THE FLIGHTS
But FEMA officials provided no help in
coordinating these services, and they actively
blocked some of the flights
3_RWallace.doc

• THE AGENCY “REFUSED AMTRAK’S
OFFER, THE NATIONAL RAILROAD
PASSENGER CORPORATION TO
EVACUATE KATRINA VICTIMS, AND
WOULD NOT RETURN CALLS MADE BY
THE AMERICAN BUS ASSOCIATION.” IN
OTHER WORDS, BOTH THE AMERICAN BUS
ASSOCIATION AND THE MOTORCOACH
ASSOCIATION COULD NOT CONTACT
ANYONE AT THE AGENCY TO OFFER
ASSISTANCE FOR EVACUATIONS
· FEMA “refused Amtrak’s offer to evacuate
victims, and wouldn’t return calls from the
American Bus Association.” Indeed, both the
Motorcoach Association and the American Bus
Association could not get through to anyone at
FEMA to offer help for evacuations

3_RWallace.doc
• THE RED CROSS WAS AS WELL DENIED
THE ACCESS TO THE SUPERDOME IN NEW
ORLEANS AS THEIR ATTEMPTS TO
DELIVER EMERGENCY SUPPLIES FAILED
· The Red Cross was denied access to the
Superdome in New Orleans to deliver
emergency supplies
3_RWallace.doc
· FEMA turned away trucks from Walmart
loaded with water for New Orleans, and it

• FEMA AVERTED TRUCKS FROM
WALMART THAT WERE LOADED WITH
WATER FOR THE NEW ORLEANS VICTIMS
AND FORECLOSED THE COAST GUARD IN
DELIVERING DIESEL FUEL
prevented the Coast Guard from delivering
diesel fuel
3_RWallace.doc
• OFFERS OF VEHICLES, SPECIALIZED
EQUIPMENT, AND EMERGENCY SUPPLIES
FROM OTHER NATIONS WERE AS WELL
CAUGHT WITHIN THE FEDERAL RED TAPE
HAVING THE SHIPMENTS DELAYED

· Offers of emergency supplies, vehicles, and
specialized equipment from other nations were
caught in federal red tape and shipments were
delayed
3_RWallace.doc
BODIES WENT UNATTENDED FOR
SEVERAL DAYS AS FEDERAL AND STATE
OFFICIALS REMAINED DITHERY ON THE
BODY RECOVERY PLAN
“as state and federal officials remained
indecisive on a body recovery plan
3_RWallace.doc
• PRIVATE COMPANIES DEALING WITH

MEDICAL AIR TRANSPORT PLAYED A
VITAL ROLE IN EXCRETIONS AFTER
KATRINA
Private medical air transport companies played
a significant role in evacuations after Katrina
3_RWallace.doc
Source - ProQuest Document
HURRICANE KATRINA AND THE FAILURE
OF HOMELAND SECURITY
Hurricane Katrina and the Failure of Homeland
Security Disaster

3_RWallace.doc
THE BELKNAP PRESS OF HARVARD
UNIVERSITY PRESS
Source - ProQuest Document
The Belknap Press of Harvard University Press,
2014), pp
Paper needs to be at least 12 pages.
The paper must include the following components. Use proper
headings and Subheadings, as per the current edition of APA
guidelines.
1). Introduction, Problem Statement, Purpose, Research
Questions and Literature Review including:
An introduction to the research topic including the
background of your topic.
A section about the significance of your topic and why
it is important.
The purpose of your study, problem statement and your
research questions and/or hypotheses.
o Cite at least 5 references including a minimum of 3
empirical studies for your literature review.

o The research question being studied is “Does the intensity
and length of a substance abuse program and the gender of the
clinician impact the relapse potential of clients.” The purpose
of this study is to examine the relationship between the length
and intensity of a day treatment program and an intensive
outpatient program for patients with a severe substance use
disorder (SUD). This study will attempt to answer the following
questions: 1) Will the length and intensity of a treatment
experience decrease participants’ relapse potential six months
after treatment is completed? 2) Will the length of the program
day affect how satisfied SUD clients’ treatment experience? 3)
Will the length of time in treatment effect if the client will
maintain sobriety six months after the treatment experience is
complete?
o Please complete a literature review on the above research
questions.
2). Methods including:
Design: A description of the design of your study
covering each relevant aspect
o If you adopt a quantitative design, clearly identify the type
of design (e.g., quasi-experimental); the primary constructs; and
hypotheses to be tested. Justify why you chose this design.
This writer chose to use a quantitative methodology
because the writer is seeking the relationship between two
treatment experiences. The time, frequency and intensity of an
intensive outpatient program and the time, frequency and
intensity of the partial hospitalization program for clients with
severe substance use disorders are being analyzed.
o
o The research design needed to be elaborated on is the cross-
sectional survey
A description of your proposed study’s accessible
population; sampling strategy; and the participants including the
number, demographic information, setting, and other relevant
information. Be sure this is consistent with the type of design.

If you adopt the quantitative method, include a
description of your intended instruments including sample
questions, reliability measures, and types of measurement.
3). Limitations (1–2 pages) in which you discuss the limitations
of your study in terms of participants, design, data collection,
etc. This is a new contribution to your methods. Please refer to
your textbook for examples of limitations.
For Quantitative studies, limitations should be discussed
in terms of threats to internal and external validity.
.
4). References—should be included in accordance with APA
style.
All written assignments and responses should follow APA rules
for attributing sources.
Assignment 1 Grading Criteria
Maximum Points
Included an Introduction section that addressed the following:
Background.
Problem statement.
Purpose of study.
Research question(s) including hypotheses.
Significance of the study (i.e., rationale for conducting
the study).
What are the general demographic characteristics of the
target population from which they will be selected (Students?
General public? Community? Corporation?)?
15
Developed a Literature Review section that included:
An introductory paragraph.
A review of at least five empirical studies.
Clearly demonstrated how the literature logically leads
to the proposed research question.
20
Included a Methods section that addressed the following:
Design
If you adopt a quantitative design, clearly identify the

type of design (e.g., quasi-experimental); the primary
constructs; and hypotheses to be tested. Justify why you chose
this design.
If you adopt a qualitative design, clearly identify the
approach; (ethnographical, phenomenological, case study, etc.)
primary phenomena; and primary research question(s). Justify
why you chose this design.
If you adopt a mixed methods design, clearly justify and
identify the approach.
Participants: accessible population; sampling strategy;
and the number, demographics, setting.
Data collection instruments or methods.
Procedures for securing informed consent and collecting
data.
10
Included a Limitations section where you discussed the specific
limitations of your study, including design, participants, data
collection procedures, etc.
For Quantitative studies, limitations should be discussed
in terms of threats to internal and external validity.
For Qualitative studies, limitations should be discussed
in terms of rigor, credibility and transferability.
10
Included an APA-formatted Reference section.
10
Included the appropriate appendices to include:
Informed consent forms.
Instruments/Interview protocols including interview
questions.
Other appropriate supporting documents (e.g., recruiting
or advertising letter or e-mail; place for agreement letter from
school principals to allow collection of data, etc.). Please note
you should NOT have any formal permissions at this point, just
a placeholder stating this will be included.
Procedures for securing informed consent and collecting
data.

10
Included appropriate transitions from idea to the next as well as
one section to the next to maintain continuity of thought.
10
Displayed accurate APA Style and format by presenting
information in a clear, concise, and organized manner;
demonstrated ethical scholarship with accurate in-text citations
and references; displayed accurate spelling, grammar, and
punctuation.
15
Total:
100

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