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1. For a hospital to operate efficiently and effectively, the three important influences in its governance, medical staff, board of trustees, and administration, must work together in reasonable harmony. What factors might contribute to tensions among these groups? 2. As the nursing profession has expanded through advanced degrees, specialization, and clinical practice, nurses’ salaries and responsibilities have also increased. Now, hospitals substitute non-nurses for nurses to perform all but the most technical tasks. What are the implications for the nursing profession? Have nurses lost their traditional role of hands-on patient care and, if so, is that to their advantage or disadvantage? 3. The traditional management style of hospitals has been hierarchical and internally focused. What are three important challenges that face hospitals to accommodate new payer and consumer expectations? 4. The availability of hospital insurance removed an important cost constraint from hospital services and charges. What were some positive and negative consequences of that development? 5. The organization and practices of modern hospitals reflect the promotion of specialization and sub-specialization by academic health centers. What were the advantages and disadvantages to patients of increasing the number of physicians who limit their activities to narrower fields of practice? 6. With significant oversupply of hospital beds in the U.S. what is the rationale for taxpayer support of the separate and costly hospital system of the Department of Veterans Affairs? ...

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activities to narrower fields of practice?
6.
With significant oversupply of hospital beds in the U.S. what is
the rationale for taxpayer support of the separate and costly
hospital system of the Department of Veterans Affairs?

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Running head: EMPLOYEE RECRUITMENT AND RETENTION 1 EMPLOYEE RECRUITMENT AND RETENTION 4 Employee Recruitment and Retention Name: Institution: Date: The contemporary healthcare sector faces many dynamics that present challenges and opportunities. Advancement in technology, globalization, and competition in the industry are among the components that have significantly altered the manner providers engage in their daily activities. Again, the calls for better and quality services provision have led to innovation-led approaches. Another important challenge facing the sector is the shortage of clinical staff. The report looks into the recruitment and retention challenges in the health sector. In particular, the discussion will evaluate the situation at Chatuge Regional Hospital in North Georgia. The facility is over 54 years old – currently offering emergency, trauma, and heart services. There is a great need for regular training and motivation of clinical staff to foster efficiency and productivity in the provision of health services. Chatuge Hospital, like other facilities, experience challenges in recruitment and retention of experienced health professionals. Hospital administrators should continuously work on initiatives such as talent development and motivation to ensure the retention of staff and the provision of quality services. Recruitment and retention of health professionals remain a significant concern in the quest to ensure patient satisfaction and access to quality services. The trend has seen most hospitals experience high staff turnover and operational costs. Leadership strategies in an organization impact the productivity, motivation, and retention of staff (Kroezen et al., 2015). Hospital administrators need to work on elaborate human resources initiatives that capture needs and interests. The issues highlighted are essential in not only improving service provision but also enhance the satisfaction and retention of clinical staff. Several challenges hamper the process of the improvement of the health facilities and professionals. Inadequate remuneration of the nurses erodes the image of the nursing profession. In the years gone, most people respected the nursing field due to the professionalism exuded by the personnel. However, the remuneration factor erodes the image of the profession in that the nurses earn low wages while they invest significantly in training and performance of their respective jobs (Kroezen et al., 2015). The nurses get de-motivated when working in a less conducive environment. Also, the challenges highlighted above have effects on patient safety and satisfaction. The issue undermines the reputation of a health facility; thereby, leading to low-level sustainability of the business. Healthcare care providers need to take steps that will lead to the formulation of strategies that appreciates diversity and universality in the healthcare sector. The facility needs to train the clinical staff on the basic ...

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A Case Study for Becky Skinner, RRT, BS Specialized Care Coordinator University of Iowa Hospitals and Clinics May 30, 2013 UIHC Human Capital Strategies to Comply and Thrive Under The Patient Protection Affordable Care Act Regulations Table of Contents Mission & Vision 3 History of the University of Iowa Hospitals & Clinics 4 Fiscal Year 2012 Facts 4 Statement of Problem or Challenge 5 Research and Background Data 7 Implications PPACA Has on UIHC Human Capital Management 11 Resolution Proposal 14 Summary and Conclusion 17 Appendix A: SWOT Analysis 19 Appendix B: Corporate Parenting Strategy 27 Appendix C: Portfolio Analysis 35 References 45 History of the University of Iowa Hospitals & ClinicsVision: World Class People. · Building on our greatest strength. World Class Medicine. · Creating a new standard of excellence in integrated patient care, research and education. For Iowa and the World. · Making a difference in quality of life and health for generations.Mission: Simply stated, our mission is: Changing Medicine. Changing Lives.® University of Iowa Health Care is changing medicine through Pioneering discovery · Innovative inter-professional education · Delivery of superb clinical care · An extraordinary patient experience in a multi-disciplinary, collaborative, team-based environment University of Iowa Health Care is changing lives by · Preventing and curing disease · Improving health and well-being · Assuring access to care for people in Iowa and throughout the world In 1873 The University of Iowa began providing medical services when it reached an agreement with Sisters of Mercy to operate a small hospital in the area. It began with two wards, one for women and the other for men containing four private rooms and a surgical amphitheater. In 1865 this agreement was terminated when the Sisters of Mercy moved across town and opened up Mercy Hospital. Today, the University of Iowa Hospitals and Clinics is a public -teaching hospital affiliated with the University of Iowa and a Level 1 trauma center. It has 711 beds including a 190-bed UI Children’s Hospital (About Us, n.d.). On an average day, there are close to 9,000 individuals providing care to patients, including employees, students and volunteers (About Us, n.d.). Fiscal Year 2012 Facts There were 32,000 patients admitted to the hospital for in-patient care with 59,000 emergency room visits. In the 200 outpatient clinics of the UIHC, 977,337 clinic visits were counted. In addition to the 1,300 volunteers of UIHC, it employed during FY2012: · 1,548 physicians, residents, and fellows · 8,221 non-physician employees of whom 1,845 are professional nurses (About Us, n.d.) Since U.S. News & World Report began to rank hospitals in 1990, UIHC has made the list as one of the best and has over 271 physicians ranked as “Best Doctors in America”. Place logo or logotype here, otherwise delete this. Delete text and place photo here. June Place logo or logotype here,.

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Capital Investment EvaluationSelect one of the capital investmen.docx

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Capacity Toolkit What is ‘capacity’? How do I decide whether a person has the capacity to make their own decisions? Information for government and community workers, professionals, families and carers in New South Wales. Information for government and community workers, professionals, families and carers in Tasmania. Aged Care and Rehabilitation Clinical Network Depar tment of Health and Human Ser vices © State of New South Wales through the Attorney General’s Department of NSW 2008. You may copy, distribute, display, download and otherwise freely deal with this work for any purpose, provided that you attribute the Attorney General’s Department of NSW as the owner. However, you must obtain permission if you wish to (a) charge others for access to the work (other than at cost), (b) include the work in advertising or a product for sale, or (c) modify the work. Disclaimer: This document has been prepared by the Attorney General’s Department of NSW for general information purposes. While every care has been taken in relation to its accuracy, no warranty is given or implied. Further, recipients should obtain their own independent advice before making any decisions that rely on this information. ISBN: 978-1-921301-56-8 80072 CP-Capacity Toolkit booklet reprint.indd 2 12/6/08 9:06:20 AM Reprinted June 200 © State of New South Wales through the Department of Justice and Attorney General 2008. You may copy, distribute, display, download and otherwise freely deal with this work for any purpose, provided that you attribute the Department of Justice and Attorney General as the owner. However, you must obtain permission if you wish to (a) charge others for access to the work (other than at cost), (b) include the work in advertising or a product for sale, or (c) modify the work. Disclaimer: This document has been modifi ed by the Department of Health and Human Services, Tasmania (December 2009) for general information purposes. While every care has been taken in relation to its accuracy, no warranty is given or implied. Further, recipients should obtain their own independent advice before making any decisions that rely on this information. This document is based in large part on the New South Wales Capacity Toolkit. The Department of Health and Human Services Tasmania acknowledges the initial work of the NSW Department of Justice and Attorney General in producing the original resource. Capacity Toolkit Information for government and community workers, professionals, families and carers in New South Wales. 80072 CP-Capacity Toolkit booklet reprint.indd 3 12/6/08 9:06:21 AM How to use the Toolkit - see page 13 Information for government and community workers, professionals, families and carers in Tasmania. Capacity Toolkit4 Foreword 6 Section 1 9 Capacity at a glance 10 Who is the Toolkit for? 11 How do I use the Toolkit? 13 Section 2 17 What is capacity? 18 Section 3 25 Capacity .

Capacity ToolkitWhat is ‘capacity’ How do I decide whethe.docx

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Capital Investment 5 Sources of Finance for the Proposed CI Project and the Gap between the Theory and Practice of Capital Budgeting By Course Tutor University City/State Date Introduction Comment by Ufuk Misirlioglu: No need along introduction, and add a very limited contribution. Capital budgeting is one of the key processes businesses use to determine the potential of projects succeeding or failing to recuperate the initial financial investments. The process is very critical when large companies want to expand or introduce huge assets, which probably require colossal amounts of first cash investment as well as maintenance. These investments and projects can range from constructing massive new production plants to other long-term schemes. In such instances, business capital investment managers often spend a significant amount of time assessing the new project’s prospective lifetime success, including the cash outflows and inflows. This investment appraisal process is important in evaluating whether the potential outcomes or revenues generated can meet the target benchmark. After achieving a successful capital budgeting plan, it is critical that a firm evaluates its prospective financial sources to fund the proposed projects. For example, based on its financial position, the projected amount of investment capital, and the repayment duration, an organization can either opt for a bank loan or sells its equity to other potential investors. That being said, Foster Construction Ltd needs to assess a wide range of possible financiers to support the purchase of the new ALII. This paper, therefore, mainly discusses some of these capital financing proposals the company can explore, with the last section detailing the existing gap between theory and practice of capital budgeting. Discussion A. Sources of Finance for the Proposed CI Project Foster is a reputable company and boasts of a sizeable annual revenue-meaning that the firm cannot struggle to pay its debts. We truly have quite a range of options that can assist us to fund the new ALII capital project as a private firm. The following are some of the two most viable financial alternatives for the organization: Firstly, I propose we obtain a short-term loan, probably payable within four years, from a renowned financial institution or commercial bank. I strongly believe a short-term loan can assist the Foster Construction Ltd to buy and maintain the modern ALII crane and restore the old one for the next four years. However, there are critical factors that must be considered before identifying the right financier and the amount we can apply. Current and projected inflation rates in the country will definitely play a central role. We must also consider the interest rates offered by each particular organization to determine the lowest repayable amount within the four years. Comment by Ufuk Misirlioglu: Mismatch. Comment by Ufuk Misirlioglu: This is not a short-term. Comment by .

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Capital Investment Case Waterways Corporation is a private company providing irrigation and drainage products and services for residential, commercial, and public sector projects, including farms, parks, and sports fields. It has a plant located in a small city north of Toronto that manufactures the products it markets to retail outlets across Canada. It also maintains a division that provides installation and warranty servicing in the Greater Toronto Area. The mission of Waterways is to manufacture quality parts that can be used for effective water management, be it drainage or irrigation. The company hopes to satisfy its customers with its products, provide rapid and responsible service, and serve the community and the employees who represent it in each community. Waterways puts much emphasis on cash flow when it plans for capital investments. The company chose its discount rate of 8% based on the rate of return it must pay its owners and creditors. Using that rate, Waterways then uses different methods to determine the best decisions for making capital outlays. In 2020 Waterways is considering buying five new backhoes to replace the backhoes it now has at its installation and training division. The new backhoes are faster, cost less to run, provide for more accurate trench digging, have comfort features for the operators, and have associated one-year maintenance agreements. The old backhoes are working well, but they do require considerable maintenance. The operators are very familiar with the old backhoes and would need to learn some new skills to use the new equipment. The following information is available to use in deciding whether to purchase the new backhoes. Old Backhoes New Backhoes Purchase cost when new $90,000 $200,000 Salvage value now $42,000 None Investment in major overhaul needed in next year $55,000 None Salvage value in 8 years None $ 50,000 Remaining life 8 years 8 years Net cash flow generated each year $25,250 $ 41,000 Instructions a. Using the following methods, evaluate whether to purchase the new equipment or overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost of the overhaul. For the new machine, subtract the salvage value of the old machine to determine the initial cost of the investment.) Ignore income taxes in your analysis. 1. Use the net present value method for buying new or keeping the old. 2. Use the payback method for each choice. (Hint: For the old machine, evaluate the payback of an overhaul.) 3. Compare the profitability index for each choice. 4. Compare the internal rate of return for each choice to the required 8% discount rate. b. Are there any intangible benefits or negatives that would influence this decision? c. What decision would you make and why? Capital Investment CaseInstructions quality Quality management principles http://www.iso.org This document introduces seven quality .

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Capital Budgeting Process Complete an APA-formatted two-page paper (not including the title and reference pages) answering the following questions. Organizations that decide to issue bonds generally go through a series of steps. Discuss the six steps. An alternative to traditional equity and debt financing is leasing. Leasing is undertaken primarily for what purposes? Discuss the two major types of leases. Discuss the terms short-term borrowing and long-term financing. What are the primary sources of equity financing for not-for-profit healthcare organizations? The capital budgeting process occurs in several stages, but generally includes what? Discuss and list the three discounted cash flow methods. .

Capital Budgeting ProcessComplete an APA-formatted two-page paper .docx

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Can We Know the Universe? The following excerpt was published in Broca's Brain (1979). by Carl Sagan "Nothing is rich but the inexhaustible wealth of nature. She shows us only surfaces, but she is a million fathoms deep." — Ralph Waldo Emerson Science is a way of thinking much more than it is a body of knowledge. Its goal is to find out how the world works, to seek what regularities there may be, to penetrate the connections of things—from subnuclear particles, which may be the constituents of all matter, to living organisms, the human social community, and thence to the cosmos as a whole. Our intuition is by no means an infallible guide. Our perceptions may be distorted by training and prejudice or merely because of the limitations of our sense organs, which, of course, perceive directly but a small fraction of the phenomena of the world. Even so straightforward a question as whether in the absence of friction a pound of lead falls faster than a gram of fluff was answered incorrectly by Aristotle and almost everyone else before the time of Galileo. Science is based on experiment, on a willingness to challenge old dogma, on an openness to see the universe as it really is. Accordingly, science sometimes requires courage—at the very least the courage to question the conventional wisdom. Beyond this the main trick of science is to really think of something: the shape of clouds and their occasional sharp bottom edges at the same altitude everywhere in the sky; the formation of the dewdrop on a leaf; the origin of a name or a word—Shakespeare, say, or "philanthropic"; the reason for human social customs—the incest taboo, for example; how it is that a lens in sunlight can make paper burn; how a "walking stick" got to look so much like a twig; why the Moon seems to follow us as we walk; what prevents us from digging a hole down to the center of the Earth; what the definition is of "down" on a spherical Earth; how it is possible for the body to convert yesterday's lunch into today's muscle and sinew; or how far is up—does the universe go on forever, or if it does not, is there any meaning to the question of what lies on the other side? Some of these questions are pretty easy. Others, especially the last, are mysteries to which no one even today knows the answer. They are natural questions to ask. Every culture has posed such questions in one way or another. Almost always the proposed answers are in the nature of "Just So Stories," attempted explanations divorced from experiment, or even from careful comparative observations. But the scientific cast of mind examines the world critically as if many alternative worlds might exist, as if other things might be here which are not. Then we are forced to ask why what we see is present and not something else. Why are the Sun and the Moon and the planets spheres? Why not pyramids, or cubes, or dodecahedra? Why not irregular, jumbly shapes? Why so sym.

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Capital Budgeting and Dividend Policy We examined two very important topics in finance this week; Capital Budgeting and Dividend Policy. Critically reflect on the importance of selecting the right projects in which to invest capital. Do we always select those projects that have the highest return on investment? What other factors play into capital budgeting decisions? We also looked at dividend policy. What incentive is there for a company to pay dividends? What signals does dividend policy provide to investors? .

Capital Budgeting and Dividend PolicyWe examined two very import.docx

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Cape Town contends with worst drought in over a century By Derek Van Dam, CNN Meteorologist Updated 1:35 PM ET, Thu June 1, 2017 (CNN)The worst drought in a century is forcing the most stringent water restrictions ever implemented for South Africa's second largest city. Cape Town has less than 10% of its useable water remaining for its nearly 4 million residents. The city is implementing Level 4 water restrictions, which ask residents to limit daily usage to 100 liters (26 gallons) per person. The measure is meant to reduce demand and conserve what little water is still available and means significant sacrifices for residents. http://www.capetown.gov.za/media-and-news/Water%20resilience%20a%20heightened%20approach%20to%20avoiding%20water%20shortages%20and%20achieving%20long-term%20water%20security For Cape Town resident Suzanne Buckley, the restrictions mean adapting to a new lifestyle. "We have buckets in our shower and bathroom sink to save excess water," Buckley said. "The gray water is then used to flush our toilets." The restrictions are in effect across the city in an aggressive effort to preserve its remaining drinking water, but it may not be enough. South Africa ranks as the 30th driest country in the world and is considered a water-scarce region. A highly variable climate causes uneven distribution of rainfall, making droughts even more extreme. Speaking to CNN, Cape Town Executive Mayor Patricia de Lille explained her concerns about the growing water crisis. "Climate change is a reality and we cannot depend on rainwater alone to fill our dams but must look at alternative sources like desalination and underground aquifers." The Western Cape, one of the country's nine provinces and home to Cape Town, experiences its annual rainy season during the winter months (June-September). Capetonians are likely several weeks away from any substantial, drought-relieving rainfall. Even then, predictions are dire for this winter as a potential El Niño develops off the west coast of South America, according to the Climate Prediction Center. If El Niño does materialize, it would have a negative effect on rainfall across the Western Cape. Severe water restrictions The average American uses between 80 and 100 gallons (302-378 liters) of water per day. This includes flushing toilets, taking showers or baths, brushing teeth, running dishwashers and watering lawns. Imagine restricting daily water use to 25 gallons. Some of the most basic tasks involving water that we take for granted would be eliminated or severely restricted. For Cape Town resident Kathy Basso, saving water has meant adopting the "if it's yellow let it mellow, if it's brown flush it down campaign," a simple and effective measure that saves nearly 10 liters of water per flush, and has been promoted by city officials. Hotels across the city are closing their pools and asking patrons to be water .

Cape Town contends with worst drought in over a century By D.docx

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"Cape Cod Wind project" Please respond to the following: The Cape Cod Wind Project is not only an important environmental issue, but also an important political one. From the e-Activity, either justify or challenge the appropriateness of the government's influence. Provide an argument to justify your position. "Cape Cod Town Upset About Planned Wind Farm." WCVBtv. 1 October 2010. YouTube. (2 min 54 s), Then use the Internet or the Strayer Library to research the government's role in the Cape Cod Wind Project. Be prepared to discuss. .

Cape Cod Wind project Please respond to the followingThe Cape.docx

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Capella Career Center | Last updated: 6/22/16 1 COMPETENCY TRANSLATOR FROM THE CAPELLA CAREER CENTER COMPETENCY TRANSLATOR This resource provides a format for capturing what you learn throughout your program and documenting how you have demonstrated the skills required for your positions of interest. Possible uses for this information include: resume accomplishment statements, interview responses, performance review conversations, promotion proposals, and salary negotiations. View the Competency Translator Example to see sample language. The purpose of Chart 1 below is to encourage you to reflect on and record what you’ve learned and how you might apply it in your career. Start early in your program so you can easily refer to the information throughout (and after) your program! Course name (Optional: Include description from catalog) List of required competencies (From competency map in course) Key project/ Demonstration of learning/Skills acquired (Be specific as this could be included in resume and performance review) Possible application of learning (Where and how could you apply this learning?) Actual application of learning (Where and how did you apply this)? Artifact example (I.e. proposal, lesson plan, or budget) Career goal check in (How has this class influenced your career goal?) http://assets.capella.edu/campus/career-center/competency-translator.pdf Capella Career Center | Last updated: 6/22/16 2 COMPETENCY TRANSLATOR FROM THE CAPELLA CAREER CENTER Chart 2 prompts you to research the skills required for specific jobs and identify how you demonstrate those skills. Job or career goal of interest Requisite skill (Find on job posting, LinkedIn profiles, and networking) Best demonstration of each skill (Reflect on degree program, volunteer and work experience) CARD example (Write specific example in bullet or narrative form using CARD format) Challenge – Problem, goal, or requirement in the example Action – Specific actions you took to resolve the challenge, solve the problem or meet the requirement Result –Benefit resulting in specific and measurable terms Details* - Clarifying details to provide context, consider these questions: how many, how much, how long, and how often. Artifact example (List tangible item such as proposal, lesson plan, or budget) to highlight on LinkedIn, website, or portfolio Refer to the following resources for more information on how to leverage your academic learning to reach your career goals! Please help us: Share your quick feedback on this tool! Competencies in Action Resumes Cover letters Portfolio and Work Samples Interviewing https://capellauniversity.co1.qualtrics.com/SE/?SID=SV_d0uqwTRLcoq6kS1 http://assets.capella.edu/campus/career-center/competencies-in-action.pdf https://campus.capella.edu/web/career-center/job-search-tools/resumes https://campus.

Capella Career Center Last updated 62216 1 COMPE.docx

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Cape Town Water Crisis and the Efficient Use of Scarce Water By: Peter Ferrara Cape Town Water Crisis Overview As far back as 1990, water scarcity was talked about in South Africa, with an article in the Cape Times predicting the city would run out of water in 2007 Since then rapid population growth has played a role in the water conversation From 1995 to 2018 Cape Town’s Population grew 79% Population not sits at close to 4 million people including the greater metropolitan area 2014: cities water supply is 71.9% 2015: dropped all the way to 50% total capacity May 2017: water levels reach low of 10% capacity Water Restriction Timeline South Africa experienced a once in a century drought from 2015-late 2017 Water restrictions Jan. 1, 2016- level 2 Nov. 1, 2016- level 3, no use of hoses or sprinklers in residential areas Jun. 1 2017- level 4, water usage limited to 100L/person/day Sep. 3, 2017- level 5, water usage limited to 50L/person/day By Christmas Day 0 was set for April 21 2018 > Day 0 is the day when municiple water supplies would largely be shut off and residents would have to rely on 140 water collection points throughout the city to collect their water ration of 25 L/person/day > Day 0 was eventually moved back to May, then June, then July and eventually postponed to an undisclosed date in 2019 > while the intense drought has largely finished Cape town in not yet free of water scarcity Tourism According to the Tourism Satellite Account for South Africa report, tourism directly contributed to 2.9% of GDP in 2016 This may seem small however, the tourism sector is now a larger GDP driver than Agriculture Despite pressure from the drought, the tourism sector saw a net gain of 40,000 jobs from 2012 to 2016 Additionally it is hard to fully estimate how much revenue tourism generates because certain actions by tourists are categorized differently in GDP (buses and trains fall under transportation) Where does Cape Town go from here? While the drought may be considered over, Cape Town and South Africa in general most take further precautions to prevent a crisis like this happening again Recognizing that tourism is an essential driver of South Africa’s GDP, Cape Town must include its water usage in any and all water conservation methods moving forward. Possible solutions Desalination Centers Cape Town has already released funding to build 3 emergency desalination plants More Efficient Dam Drainage Systems Roughly 10% of their main water supply is unusable because it is too difficult to drain from the dam References Flynn, Jaqueline. “How Cape Town Defeated Day Zero-for Now.” Pulitzer Center, 23 Oct. 2018 “Chapter 9.” Environmental and Natural Resource Economics, by Thomas H. Tietenberg, Taylor & Francis Group, 2018, pp. 208–212. Africa, Statistics South. “How Important Is Tourism to the South African Economy?” Statistics South Africa, 26 Mar. 2018, www.statssa.gov.za/?p=11030. Env.

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