Screening, Brief Intervention, and Referral to Treatment (SBIRT) is an evidence-based practice intervention used to identify, reduce, and prevent problematic use, abuse, and dependence on substances such as tobacco, alcohol, and illicit drugs.

Purpose
Screening, Brief Intervention, and Referral to Treatment (SBIRT) is an evidence-based practice intervention used to identify, reduce, and prevent problematic use, abuse, and dependence on substances such as tobacco, alcohol, and illicit drugs. The SBIRT model was incited by an Institute of Medicine (IOM) recommendation that called for community-based screening for health-risk behaviors. The purpose of this assignment is to integrate SBIRT into nursing practice to help stimulate positive change at the individual and population-focused level of care.

Course Outcomes
This assignment enables the student to meet the following Course Outcomes (COs).

CO3: Plan prevention and population-focused interventions for vulnerable populations using professional clinical judgment and evidence-based practice. (PO4, PO8)
CO4: Evaluate the delivery of care for individuals, families, aggregates, and communities based on theories and principles of nursing and related disciplines. (PO1)
Due Date
Submit your completed SBIRT presentation by 11:59 p.m. MT Sunday of Week 6.

Points:
225 points

Background information
SBIRT consists of three major components.

1. Screening—A healthcare professional assesses a patient for concerning behaviors using standardized screening tools. Screening can occur in any healthcare setting.

2. Brief Intervention—A healthcare professional engages a patient in a short conversation, providing feedback and advice regarding concerning behaviors.

3. Referral to Treatment—A healthcare professional provides a referral to resources and/or treatment options and additional services available (Substance Abuse and Mental Health Services Administration [SAMHSA], n.d.)

Directions
Prior to starting the presentation, you are to read the assigned training.
SBIRT Education. (n.d.). Overview of screening, assessment and brief intervention: A nursing response to the full spectrum of substance abuse retrieved from https://hospitalsbirt.webs.com/nursingsbirt.htm. Here is the direct link: Intervention and Nursing Response article (Links to an external site.)

Choose “Watch On-Demand Recording”
Start at minute 9:08/slide 12 and end at 1 hr 27 sec (slide 80)
Or you may go directly to the YouTube video:

SBIRT Education. (2015, May 10). Overview of SBIRT: A nursing response to the full spectrum of substance use [Video File]. Retrieved from https://www.youtube.com/watch?v=TZvCQUmN8c. Here is the direct link: YouTube Video for Intervention and Nursing Response (Links to an external site.)

Use this BNI checklist for the role play at the end: BNI Checklist (Links to an external site.) SBIRT Education. (n.d.). Brief negotiated interview checklist [PDF Document]. Retrieved from https://hospitalsbirt.webs.com/nursingsbirt.htm

You are encouraged to review the assignment tutorial found at the end of the Academic Integrity Reminder.

Next, choose one addiction or problem to focus on for this assignment from the options below.
Nicotine (all tobacco and electronic nicotine delivery systems)
Alcohol
Drug use (addictive prescription or illicit)
You must be specific to which drug you are choosing
You are required to use one of the problems listed above. Assignments that do not follow the current guidelines or use the required forms or templates will be evaluated for evidence of an academic integrity violation. After the due date, there will be no opportunity for revision or resubmission of assignments that have been uploaded to the submission area. It is your responsibility to submit the correct assignment to the correct submission area.
After you have chosen the addiction/problem, you are to research SBIRT training specific to that addiction/problem. Before starting to work on the presentation, it is vital you understand how SBIRT is used with that particular addiction/problem. You must find at least two scholarly resources (other than readings assigned in the course) and one video resource. Search YouTube for one SBIRT training video from a reputable source that shows a provider using SBIRT with a patient. Watch this video so that you understand the steps of SBIRT.
You may choose to complete this assignment as a PowerPoint poster or PowerPoint multiple slide presentation. Download the SBIRT PowerPoint poster (Links to an external site.) or slide presentation template (Links to an external site.).
Submit the completed PowerPoint poster or slide presentation by Sunday, 11:59 p.m. MT at the end of Week 6.
Length: The poster should be one page with all boxes on template complete. The slide presentation should be no more than twelve slides, not including the title and references slides.
Guidelines
Below are the requirements needed for successful completion of the SBIRT: Screening, Brief Intervention, and Referral to Treatment presentation.

Introduction to the problem and/or addiction: Clearly identify the problem, and discuss specific statistics from your community related to this problem. You may use city or county data. For example, if you choose tobacco use, you should find the tobacco use rate in your city or county. **Please note, this is only an example, you must choose from one of the topic options provided in the guidelines above.**
Problem description: Utilize one scholarly reference (not assigned in this course) to describe this problem/addiction. Discuss reasons why this may be a problem in your community. Cite all sources.
SBIRT description: Utilize at least one scholarly reference different from the one selected for the problem description above, and not assigned in this course, to describe how SBIRT is used with this specific addiction/problem. Identify specific steps and questions that are used.
Video: Locate and describe at least one video that demonstrates SBIRT related to the addiction you chose.
Citation: Cite all sources.
Community resources: Describe at least two available community resources to which you may refer people who have this problem or an increased potential for acquiring this problem. You are to provide the names of these resources and brief descriptions. You may use online resources if community resources are not available.
Conclusion/future implications for nursing: Provide a summary of your findings. Discuss the use of SBIRT in nursing practice.
References: Provide all references for all sources utilized. Use APA format; however, a hanging indent is not necessary.
Best Practices in Preparing PowerPoint
The following are best practices in preparing this presentation.

Review directions thoroughly.
We recommend that you use one of the linked templates. Replace the placeholder text with your own content. Use a black or colored font that is easy to read.
Be creative. You may choose a design (from Design tab) to enhance visual appeal.
Incorporate graphics, clip art, or photographs to increase interest.
Use short bullet points and large font for easier reading. For PowerPoint slides, use no more than eight lines per slide and no more than eight words per line.
Do not use the notes section in the PowerPoint format (they are not visible in Canvas-Speedgrader)
Cite all sources within the slides or poster with (author, year) as well as on the Reference slide or section.
Proofread prior to final submission.
Spell check for spelling and grammatical errors prior to final submission.
Reference

Substance Abuse and Mental Health Services Administration (SAMHSA). (n.d.). SBIRT: Screening, Brief Intervention, and Referral to Treatment.

References: American Psychological Association. (2010). Publication manual of the American Psychological Association (6th ed.). Washington, DC: Author.

Nies, M. A., & McEwen, M. (2019). Community/public health nursing: Promoting the health of populations (7 ed.). St. Louis, MO: Elsevier.

Quantitative and Qualitative Research Questions in social workAnswers 1Bids 67Other questions 10

Using the empirical research article that your instructor approved in the Week 5 assignment, ask yourself: “Is this a quantitative research article or a qualitative research article?” Remember, in quantitative research, the emphasis is on measuring social phenomenon because it is assumed that everything can be observed, measured, and quantified. On the other hand, in qualitative research, it is assumed that social phenomenon cannot be easily reduced and broken down into concepts that can be measured and quantified. Instead, there may be different meanings to phenomenon and experiences. Often in qualitative research, researchers use interviews, focus groups and observations to gather data and then report their findings using words and quotations.Consider how these different methods affect the sampling design and recruitment strategy, and ask yourself how the recruitment of research participants will affect the findings.For this Assignment, submit a 3-4 page paper. Complete the following: Read your selected empirical research article, and identify whether the study is a quantitative or qualitative study. Justify the reasons why you believe it is a quantitative or qualitative study. (Your instructor will indicate to you if you are correct in identifying the research design. This will point you to whether you will use the “Quantitative Article and Review Critique” or the “Qualitative Article and Review Critique” guidelines for the final assignment in week 10.) Using the empirical research article, focus on the sampling method in the study and begin to evaluate the sampling method by answering the following: Describe the sampling methods in your own words (paraphrase, do not quote from the article). Describe the generalizability or the transferability of the research finding based on the sampling method. Discuss the limitations the article identified with the sample and how those limitations affect the reliability or credibility. Explain one recommendation you would make to improve the sampling plan of the study that would address these limitations in future research. Child Maltreatment and Disaster Prevention: A Qualitative Study of Community Agency PerspectivesShannon Self-Brown, PhD,* Page Anderson, PhD,† Shannan Edwards, MS,† and Tia McGill, MPH*Author information Article notes Copyright and License information DisclaimerThis article has been cited by other articles in PMC.Go to:AbstractIntroduction:Child maltreatment (CM) is a significant public health problem that increases following natural disasters. Ecological approaches have been used to study these complex phenomena, and the current research fits within this perspective by conducting qualitative interviews with disaster response and family-serving community agencies. The purpose of the study was to identify whether or not community agencies identified CM as an issue that is relevant for disaster planning and response and their perspectives on risk and protective factors for CM risk following disaster.Methods:Agencies (n=16) from 2 geographical areas participated – one that recently experienced a natural disaster (Louisiana (LA), n=7) and one that had not (Georgia (GA), n=9). Agency representatives completed semi-structured telephone interviews (n=16) and follow up in person focus groups (n=14). Theory-driven, thematic analyses were completed.Results:Results suggested that community agencies agree that post-disaster environments increase the risk for CM and that CM prevention has a role in disaster response planning. Risk and protective factors were identified according to Bronfenbrenner’ s ecological framework.Conclusion:Study results support the need to include CM prevention efforts within disaster planning and provide guidance for future research to inform such efforts.Go to:INTRODUCTIONGeneral population studies indicate that a significant proportion of people in the United States experience natural disasters.1 Children are a vulnerable population requiring special consideration during and following disaster.2 A recent nationally representative study of U.S. youth indicated that 13.9% reported lifetime natural disaster exposure, with 4.1% reporting exposure in the past year.1 Comprehensive disaster response planning for children addresses the basic needs of nutrition, shelter, sanitation, and clothing, as well as mental health consequences related to disaster exposure. 2–4 Absent, however, is disaster planning and prevention related to disaster-related secondary intentional injury risk, such as child maltreatment (CM).Data suggest that CM incidence rates can increase following natural disaster. Specifically, Keenan et al5found that rates of intentional child traumatic brain injury increased in the 6 months post Hurricane Floyd. Similarly, Curtis et al.6 found that following 2 of 3 disasters studied, the incidence and confirmation of child abuse reports was higher 3 and 6 months following disaster. Children who experience maltreatment or abuse are at great risk for deleterious behavioral, academic, psychological and health problems.7–10Given the increase in CM following disaster, and the pervasive impact of CM, research on disaster response and CM prevention efforts is warranted. This area of research is especially relevant for medical professionals working in emergency medicine, as children are often seen in medical settings post-disaster and, thus, these professionals could serve as important contributors to disaster planning and coordinated response efforts targeting CM prevention.11Bronfenbrenner’s ecological systems framework,12 which emphasizes a broad contextual approach to human development and risk and resilience to stress, has been applied to both post-disaster risk13 and child maltreatment risk.14 This framework describes multiple contexts that make up a child’s ecological system, which vary in their proximity to the child and include the macrosystem (cultural values and beliefs), the exosystem (processes that take place between multiple contexts, one of which does not directly involve the child but has implications for child development), the mesosystem (linkages between proximal ecologies within which the child develops), and the ontogenic level (factors within the individual that impact developmental adaptation).14 Factors within different ecologies can increase the risk for CM post-disaster. For example, disaster might directly impact family microsystem factors that have been associated with CM, such as parental stress, mental health and substance abuse15, or parenting behaviors.16 Disasters also have the potential to disrupt higher order ecologies, by decreasing the availability of important community resources that provide CM prevention and disaster response services. No research exists on this topic to date.Purpose of Current StudyTo date, there has been a paucity of research examining whether disaster planning should include CM prevention/intervention, policy, and resources. The purpose of this exploratory study is to further explore the association between CM and disaster by soliciting the opinions of representatives of community agencies who have been involved in disaster prevention, or providing services to children and families. Participating organizations were located in the capital cities of 2 states–one with extensive experience with natural disaster in recent years (Baton Rouge, Louisiana), and one with relatively less experience (Atlanta, GA). Several exploratory research questions were addressed that impact various ecological contexts: Do community agencies perceive a relationship between CM and disaster? What have participants relevant experiences related to CM in post-disaster environments? Should CM be addressed in disaster planning? Are there recommendations for programming and policy related to CM in disaster planning and post-disaster environments? Who are the most important professionals to include in disaster planning and response to assist with targeting CM efforts?Go to:METHODSParticipantsThe current study, funded by a collaborative grant from the Centers for Disease Control and Prevention and Georgia State University, included 16 representatives of stakeholder agencies in Louisiana and Georgia. To identify relevant organizations, members of the research team contacted experts in child welfare in each state and conducted internet searches. In each state, attempts were made to recruit representatives from pediatric medicine, child and adult mental health, child protection, CM prevention, disaster planning, and schools. A research team member attempted to recruit each agency of interest via an email or a voice message that explained the purpose of the study. In total, 27 agencies were contacted about study participation. Specifically, 11 contact attempts were made to agencies in Louisiana, and contact was successful with 7 agency representatives, all of whom consented (3 female, 4 males). Organization representatives were located in Baton Rouge or New Orleans and worked in pediatric medicine, child and adult mental health, child protection, and CM prevention. In Georgia, 16 agency contact attempts were made, 9 of which were successful. All 9 representatives who were successfully contacted consented (6 females, 3 males). Representatives were from agencies in metro-Atlanta that focused on education, disaster response and preparedness, child and adolescent mental health, CM prevention, and pediatric medicine. All agency representatives held Director or Co-director leadership positions. Further information describing the agencies is excluded to protect confidentiality.Study MeasuresA semi-structured interview, consisting of 22–27 questions, served as the primary mode of data collection for this study. The research team developed an initial draft of the interview and vetted it with 2 experts in CM and disaster research for review. Following review, the research team incorporated recommendations and finalized the measure, which included semi-structured and open-ended questions. Question topics included: Agency mission and focus of work, Agency roles related to CM and disaster planning, Experiences related to the connection between disaster and maltreatment, Opinions regarding the need to address CM in disaster planning, Opinions on the types of professionals who should be involved in the planning and response efforts, and recommendations for improving the current programming and policy related to CM during a disaster and within the post-disaster environment.ProceduresWe conducted research over a 2-year period. Procedures were conducted separately and sequentially for the 2 study sites; with Louisiana agencies participating in Year 1 and Georgia agencies in Year 2. Research team members contacted agencies of interest by phone or email to explain the purpose of the study. Interested respondents (those who replied or responded to recruitment email on phone call) were informed about the purposes and procedures of the project, and asked to consent to the study, which was approved by the Georgia State University Institutional Review Board.All agency representatives (n=16) who responded to initial recruitment agreed to participate in this study were asked to complete a 1-hour telephone interview. Following the interview, participants were invited to an in-person group meeting that included all participating agencies within that particular state (e.g., separate meetings for agencies in Louisiana and Georgia).Telephone InterviewFollowing consent, a telephone interview was scheduled. Study participants were sent a hard copy of the interview questions prior to the interview. Interviews were conducted by one of the 4 research team members. All participants gave permission for the telephone interview to be audio recorded. The interview continued until responses were collected for all the interview questions, usually about an hour. All interviews were transcribed and reviewed by each participant for accuracy.Follow-Up Group MeetingGroup meetings were held to bring the stakeholder agencies within each state together to review the interview data collected, provide feedback about conclusions drawn by the investigative team, and to discuss collectively whether there were additional recommendations for CM efforts in the aftermath of disaster. These meetings were held in centralized locations for participating agencies and were led by the 2 principal investigators. All participants agreed to participate in the groups; however, on the day of the scheduled group, one organization representative in each state cancelled, leaving 6 participants in Louisiana and 8 in Georgia. All group-meeting attendees were reimbursed $100 for the 3 hours of time devoted to participation in the project (1 hour for interview, 2 hours for group meeting).Interview Design and Data AnalysisWe used a theory driven approach to analyze semi-structured interviews. First, audio-recorded interviews were transcribed. 17 Second, the PIs and two graduate research assistants read the raw data independently and generated codes from theory that were used to identify themes within and across participants. Specifically, each member of the research team extracted responses that represented different levels of the ecological model theory 12 which was selected as the classification system for these data based on the work of Weems and Overstreet.13 Each ecological context was operationalized as follows: 1) Macrosystem-participant responses reflect cultural values and beliefs at the policy level that impact children; 2) Exosystem-responses that reflect a relationship between 2 or more contexts, and includes 1 context that does not directly involves the child, but impacts child development; 3) Mesosystem-responses that reflects linkages between proximal child/family contexts; 4) Microsystem-responses that directly represent contexts in which the child develops. Because of the nature of the study participants, interview and focus group questions did not include ontogenic level content, and this context was not operationalized for the study. Third, the 2 PIs developed lists of codes, which were then matched and integrated into a single codebook. When coding discrepancies arose, they were resolved through discussion and enhanced definition of codes. For codes that could not achieve consistency of agreement, the codes were dropped.17The final list of codes, constructed through a consensus of team members, consisted of a numbered list of themes that related to CM prevention in the aftermath of disaster. Excerpts from participants’ interviews have been selected to illustrate identified themes. Finally, the interview themes identified by the researchers were presented to participants in Louisiana and Georgia, during the group meeting for discussion and feedback. We coded feedback and included it in the final themes presented in the results section.Go to:RESULTSOverall, participants agreed that disaster exacerbates risk factors for CM. For instance, a Louisiana (LA) participant indicated that following Hurricane Katrina, “People don’t have the resources they did before…Just knowing the stressors that cause abuse and neglect, there was a natural thought that it would go up much higher than normal.” No participants had implemented or knew of any agencies that had implemented CM prevention programming as part of disaster response, and all agency representatives agreed that it could and should be incorporated.Themes identified according to ecological context are presented below. Illustrative quotes identified by state only to protect confidentiality.Macrosystem FactorsCulture of Disaster Response: Short-term versus a long-term viewGA and LA participants consistently reported that the culture of disaster response is to serve the immediate, basic needs of impacted individuals. As one LA participant indicated, “The focus is really on the crisis intervention and the immediacy of needing housing and financial assistance and not much care to the larger picture of the trauma, the psychological trauma and familial trauma that is taking place.” Similarly, a GA participant stated, “The mental health needs [and protection] of children is really secondary to finding shelter and food.” Participants emphasized both a short- and long-term view for disaster recovery: “Years later [post-Katrina], most of the money is gone, and yet…our mental health needs in our population have skyrocketed. [There is] more acting [out], more substance abuse, dual diagnosis, more mental health than we’ve ever had in our kids before, that needs to be addressed (LA participant).”The impact of policy (or lack thereof) in the every phase of disaster planningParticipants from both states stressed that for CM to be addressed, policy decisions would need to be put in place for all phases of disaster planning (preparedness, response, and recovery). One GA participant noted the importance of involvement by community and state family-focused agencies in the preparedness phase of disaster planning. “First and foremost would be communication, to somehow help communities plan ahead and not just react to the disaster, but think carefully about building protective factors and preventive things…both long term and short term.” Related to response and recovery, participants discussed the importance of establishing the appropriate funding streams for handling CM. Participants noted that there is increased attention to providing funding for substance abuse/mental health issues post-disaster, and that it could be beneficial to include CM prevention as part of this funding mechanism.Exosystem FactorsConnecting Displaced Families to New CommunitiesIn both states, participants shared stories about families displaced by disaster who struggled with getting connected to community resources. One LA participant suggested, “When families are displaced, they have limited knowledge of available community resources and have lost records. It would be nice to have a preplanned central location for families to report to learn about available financial, job, housing, and health information.” This could be a requirement for disaster preparedness committees in every community to help reduce the stress of relocated families.Community Support for ParentsParticipants agreed that providing support to parents is essential to reduce the CM risk post-disaster. Participants suggested that states or communities could identify a coalition of prescreened child professional volunteers who would be ready to offer family and child services after disaster, or opportunities for subsidized child care post disaster. A GA participant stated “… there is a huge resource that we don’t provide that we could do a better job of, and that’s subsidized child care… after a community-wide trauma one of the things that would help the community to heal would be to automatically be able to help parents taking care of their kids so they can their lives back together.”Help for the HelpersIn disaster aftermath, many service professionals are dealing with their own personal loss and disaster-related stressors, which reduces their capacity to help others: “We had some staff in trailer parks…staff wasn’t eligible for congressional relief, which was frustrating because we could help your case load, but we couldn’t help you (LA).” Additionally, many helpers are displaced to other communities or are reassigned as a part of disaster plans. One LA participant reported that of the “staff of 1,800 employees in Office of Child Services, 900 of them went to shelter duty, 600 evacuated, so that left 300 to do the daily work of the agency for almost 3 solid months after Katrina. So the impact on us as the caregiver was huge.” Participants emphasized the need for plans and policy that would allow for creative ways to enhance qualified providers to serve families, especially during the initial response phase in which disaster affected providers are in need, to help implement the necessary interventions for the most vulnerable children and families.MesosystemExisting Community Agency Relationships make a DifferenceParticipants across both states discussed the importance of preexisting relationships among child and family serving agencies. One LA participant stated, “One of the reasons that we did have the successes that we did is because of the trust and collaborative networks that were in place before [Katrina].” Another LA participant reported how much agencies relied on one another, post disaster: “[for] 6 months or so after the hurricane, we met several times per week… individuals and teams…were invited to discuss issues that were going on in the community and how we could provide assistance. So we had everyone from representatives of the schools, mayor’s office, state capital, department of public health, hospital administrators to private practitioners, attending these debriefings.”Rethinking Agency Roles and Finding Creative Ways to Work Together Post-DisasterParticipants across both states recognized the need for family-serving agencies to be very flexible and adaptable in the response and recovery period post-disaster. Participants from LA reported that funding was provided for mobile, multi-disciplinary medical and mental health care to Katrina impacted families. One participant described, “In immediate aftermath, there must be options for mobile care. Transportation is a huge issue and so services must switch gears to outreach. Mobile medical care should receive outside funding so that they can offer services to anyone and are not reliant on insurance reimbursement.”Participants discussed the importance of including trusted agencies in disaster response, including schools and faith-based agencies “…the school system typically is one that is viewed as a partner with families, one that is seen as a positive resource (GA).” and “…people will trust their spiritual leaders…I would think that would be a good mechanism for getting out to people, to say you know it’s so normal and so natural after something of this magnitude for depression and acting out behavior…I think faith based is a great idea because they do so much for people in a concrete basis and are the natural place for people to go (GA).” The group highlighted the need for planning for such approaches during the preparedness phase and establishing policy, such that each organization would have an organized plan for implementation in disaster circumstances.MicrosystemStrain on Parent-child relationshipsParticipants noted the many challenges parents may face post-disaster. One LA participant stated that, “caregivers are like a rubber band that is stretched just about as far as it can go…adults literally don’t have time to have it in them to provide what the children need ’cause they’re in such a bad place….” Participants also reported that parents may often not have the time to spend engaging in positive interactions with their children and that negative interactions may increase. As one LA participant stated, “People [are] so frenetic or busy that they don’t have time [to deal with their children]… People are too much in survival mode to be worrying about keeping kids in line [using positive discipline methods], and this results in a reliance on excessive discipline.” Similarly, such “survival mode” could also place parents at risk for emotional and physical neglect.Participants also discussed that child mental health symptoms may go unrecognized by parents and lead to increased risk of maltreatment. As an LA participant stated, “[when child problem] behavior is starting to show up 3 to 6 months after the traumatic event, parents or others tend to think it’s related to something else, so it’s misdiagnosed.” Similarly, a GA participant stated, “parents [post-disaster are] trying to survive and the mental health needs of their children is secondary to finding shelter and food…[when] the housing issues had been settled, and the daily substance issue had been settled, then the mental health issues started to manifest themselves.” Participants stressed that psychoeducation about common parental responses to trauma and how to be good assessors of their children’s well-being is essential.Child Supervision and SafetyParticipants noted their concern for children who reside post-disaster in shelters, non-familial support systems, or homes with multiple adults. They reported that parents are often so preoccupied that they many not consider how such environments may increase risk for their children. One LA participant disclosed “I used to work [in a] juvenile correction facility and there was a little kid in there – he was only like 13 – and he was in there for shaken baby. He had been left to babysit a whole gaggle of kids with no understanding of how to care for them.” Participants indicated that disaster preparedness at the family level should include planning for childcare and supervision in circumstances where a primary caretaker would be unavailable to parent (temporarily or permanently) due to the disaster.Increases in Overall Family Risk Related to CM PerpetrationParticipants noted that several individual-level risk factors for maltreatment increased post-disaster. Specifically, participants noted that there were significant increases in adult mental health problems, divorce, parent incarceration, and parent substance abuse following disaster. Participants also noted how these types of issues tend to occur more often in the recovery phase versus the response phase, again highlighting the importance of those involved in disaster planning to view recovery as long-term term. For example, one LA participant stated, ‘[from]1- 6 months[post-disaster, parents are focused on] trinity of recovery: house, job, school…Six-nine months post is when you begin to see increases in divorce from all stress, and alcoholism…”Go to:DISCUSSIONPrior research identifies a link between post-disaster environments and increased rates of CM.1,5–6 For over a decade, there has been a call for improving and expanding what is considered appropriate disaster response planning.18 There has been very little attention to whether or how such planning should include CM prevention, intervention, policy, and potential intervention resources. The purpose of this exploratory study was to identify community agency perspectives on risk and protective factors for CM at various levels of the ecological system in post-disaster environments, so to inform disaster-planning efforts and directions for future research. This issue is especially relevant to medical professionals because they are first-line responders to disaster, as well as intricately involved in the post-disaster recovery of communities, and, thus, are in a unique position to advocate for protecting children from intentional injury post-disaster.Qualitative data collected in this study indicated themes at various levels of the ecological framework. At the macro-level, study participants had strong reactions regarding the current culture of disaster response policy and programming, which, as identified in work by Smith and Wenger, 19 emphasizes the management of short-term federal assistance rather than a systematic identification of community needs and the development of a comprehensive strategy for long-term recovery. Recent work has shown the long-term mental health impacts of Hurricane Katrina, with one study indicating that nearly 30% of participants continue to report disaster related psychological distress 3.5 and 4.5 years post-hurricane.20 These compelling data have led to recommendations for policy change in post-disaster mental health response.21Current findings should serve as an impetus for the funding of more comprehensive, longitudinal research examining CM outcomes post-disaster, to help quantify whether similar initiatives and efforts are needed to target CM in such circumstances.At the exosystem level, participants discussed how challenges that emerge at the community level can ultimately impact or disrupt contexts that directly involve the child. First, participants had strong opinions about how communities could be prepared for working with displaced families if such a need were to arise. Specifically, it was suggested that communities maintain up-to-date community resource guides as part of disaster planning to assist displaced families. Community support for parents was also strongly recommended. Innovative ideas for volunteer-led or subsidized child care were discussed. Such efforts take time, coordination, and funding; thus, future program development work is needed to best identify the most effective community procedures for providing these types of services. However, such an effort could be a very important way to prevent CM in post-disaster circumstances, by providing overstressed parents a reprieve at times they might need it most. Lastly, data at the exosystem level also suggested a significant need for policy that provides support to community helpers (i.e., clinicians, medical providers, shelter staff, community resource staff) who are responsible for delivering recovery services, and, ultimately, those who could provide service delivery for CM prevention and intervention efforts. Community helpers often suffer tremendous personal losses as the result of a disaster; equal to or greater than those families they were serving. Identifying ways to develop local provider capacity is critical to prevention and intervention programming success. Funding streams to subsidize communities that lose personnel should also be considered.Themes that emerged at the mesosystem level, focused on the relationships between community agencies that serve families during the disaster planning and preparedness phases, as well as in response and recovery. For instance, the perceptions of several Louisiana participants was that having pre-existing relationships among family-serving agencies allowed for quick and efficient successes related to the needs of youth in the aftermath of Katrina. Cooperation among such agencies allows for the combination of resources without duplication, which is an imperative first step in post-disaster response and recovery. A second theme that emerged for this context was rethinking agency roles and finding creative ways to work together in the post-disaster environment. Most relevant to the medical community, mobile units for health and mental health services obtained through grant funding following Katrina were reportedly very effective and may provide a unique venue for assessing and responding to CM risk in the community post-disaster. Protocols delineating procedures that worked effectively, as well as those that failed, would be very helpful to future recovery efforts. Ultimately researchers are encouraged to study the cost-effectiveness of such planning and recovery efforts, in order to determine what should become standards for best practices in these circumstances.Lastly, at the microsystem level, participants across both states agreed that parents’ post-disaster experience significant stress, have little time, energy or capacity to invest in a nurturing parent-child relationship, provide inadequate supervision, and engage in negative coping behaviors (i.e., substance abuse, criminal behavior, mental health issues, and intimate relationships). Approximately 80% of maltreatment is perpetuated by caretakers within the family;22 thus, it is critical to consider brief, immediate interventions that can target parental stress and related factors, as a primary prevention method for reducing CM risk post-disaster. Interventions available at multiple ecological levels for parents and families will likely have the greatest public health impact.Go to:LIMITATIONSAlthough a diverse group of child and family serving agencies was represented in this study, overall, the number of participants was small, the types of agencies recruited across states were not consistent, and participants held administrative roles, which likely impacted responses. Qualitative data collected from practitioners “on the ground” may have resulted in different themes and recommendations. Additionally, no information was collected from families, which made it difficult to identify relevant themes and recommendations at the ontogenic level. Clearly, there are important prevention efforts that could target the indivi

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early childAnswers 1Bids 36Other questions 10

cHide RubricsRubric Name: Assignment 8 RubricThis table lists criteria and criteria group name in the first column. The first row lists level names and includes scores if the rubric uses a numeric scoring method.CriteriaExemplarySatisfactoryUnsatisfactoryUnacceptablePart 1: Art-Based Centers Nurture Creative Expression20 pointsThe student provides a clear explanation of how art-based centers nurture creative expression.15 pointsThe student provides a mostly clear explanation of how art-based centers nurture creative expression.10 pointsThe student provides a weak or unclear explanation of how art-based centers nurture creative expression.0 pointsThe student does not provide an explanation of how art-based centers nurture creative expression./ 20Part 2: Adapting Art-Based Centers30 pointsThe student provides a clear description of how teachers must adapt art-based centers for toddlers through fourth grade.20 pointsThe student provides a mostly clear description of how teachers must adapt art-based centers for toddlers through fourth grade.10 pointsThe student provides a weak or unclear description of how teachers must adapt art-based centers for toddlers through fourth grade.0 pointsThe student does not provide a description of how teachers must adapt art-based centers for toddlers through fourth grade./ 30Part 3: Managing a Center- Based Environment30 pointsThe student provides a clear discussion of techniques teachers can use to manage a center-based environment in the creative classroom.20 pointsThe student provides a mostly clear discussion of techniques teachers can use to manage a center-based environment in the creative classroom.10 pointsThe student provides a weak or unclear discussion of techniques teachers can use to manage a center-based environment in the creative classroom.0 pointsThe student does not provide a discussion of techniques teachers can use to manage a center-based environment in the creative classroom./ 30Mechanics – Grammar, Punctuation, Spelling5 pointsStudent makes no errors in grammar, punctuation, or spelling that distract the reader from the content.4 pointsStudent makes 1-2 errors in grammar, punctuation, or spelling that distract the reader from the content.2 pointsStudent makes 3-4 errors in grammar, punctuation, or spelling that distract the reader from the content.0 pointsStudent makes more than 4 errors in grammar, punctuation, or spelling that distract the reader from the content./ 5Writing Style – Organization, Transitions, Tone5 pointsThe assignment is written with excellent organization, thoughtful transitions, and the appropriate tone.4 pointsThis writing assignment is adequately organized, but has some errors in the transitions or the tone.2 pointsThis writing assignment is poorly organized, or it contains ineffective transitions and/or inappropriate tone.0 pointsThis writing assignment displays little to no organization or transitions, and/or does not use the appropriate tone./ 5APA Format – Margins, Font, Spacing, Headings and cover page.5 pointsThe margins, font, spacing, headings, and cover page are all formatted properly.4 pointsThere are 1-2 errors in the formatting of the margins, font, spacing, headings, or cover page.2 pointsThere are 3-4 errors in the formatting of the margins, font, spacing, headings, or cover page.0 pointsThere are more than 4 errors in the formatting of the margins, font, spacing, headings, or cover page./ 5APA Format – Citations and References5 pointsAll sources used for quotes and facts are credible and cited, and the references and in-text citations are all properly formatted. Each reference has an in-text citation and in-text citation has a reference.4 pointsAll sources used for quotes and facts are credible and cited, but slight errors are present in the format of the in-text citations or references. Or there may be one in-text citation or reference missing.2 pointsSome sources used for quotes and facts are either not credible or there are significant errors in the in-text citations and/or references. Or there are multiple missing in-text citations or references.0 pointsThe sources used for quotes and facts are not credible and/or not cited. The in-text citations and/or references are not present./ 5TotalLesson 7Theoretical and Research Base: Creative Learning EnvironmentsThe work of Urie Bronfenbrenner (2004), Maria Montessori (1909, 1964), Loris Malaguzzi (1995), and Lev Vygotsky (1967, 1978), among others, provide important insights into creative environments that engage all children. Following is a brief statement of each of these theorists’ assumptions about the influence of the environment on children’s creativity and how their theories might look in early childhood classrooms.BronfenbrennerFrom Bronfenbrenner we learn about the important interactions of many environments, such as the family, school, neighborhood, peers, and media that are all connected and influence not only one another but also the developing child. His theory provides one way to view the effects of the social contexts of children’s lives on the child in the classroom.An early childhood classroom influenced by Bronfenbrenner’s theory would include:· Strong connections between home and school by listening to what families have to say about their children and their home interests so that both teachers and children can learn about every child’s community and culture.· Families that are involved in children’s learning activities that you send home.· Family members that are involved in a variety of roles in the classroom.· Strong relationships with the community.MontessoriFrom Montessori we learn that children need a carefully prepared, well-organized environment with authentic, homelike materials to reflect order and calm. The environment contains aesthetically pleasing and sensory-rich materials, child-sized furnishings, and self-correcting materials to be used in a specific way. Teachers carefully structure the environment for the children to complete tasks and develop at their own pace.This girl is building a tower using Montessori cylinders in a prepared environmentA classroom environment influenced by Montessori would have:· An aesthetically pleasing classroom with a wide selection of sensory materials and experiences for self-expression.· Low shelves with materials that children can access easily and return materials to their original place.· Large, open floor spaces.· Considerable freedom for children to choose activities that have been prepared by the teacher.· Teachers who respect children, guide their use of materials, and offer help if asked.Malaguzzi and Reggio Emilia SchoolsMalaguzzi calls the classroom environment the child’s “third teacher,” which conveys its powerful impact on children’s thinking and feeling. In Reggio schools, environments are places of beauty that are designed to promote children’s relationships, sense of community, and aesthetics. They are also places that value children’s relationships as a basis of learning. Reggio teachers respect children’s curiosity, ask focused questions, document children’s learning, and display children’s work that reflects their conversations, interests, and experiences.This video shows key principles of the Reggio Emilia approach to early childhood education. Notice the Reggio environment. How does it impact children’s creative thinking?Classrooms inspired by Malaguzzi and Reggio Emilia schools would have:· An aesthetically pleasing environment with lots of light and welcoming entryways.· Children collaboratively exploring topics of interest to them for long periods of time.· A variety of open-ended materials and media that stimulate children’s senses and curiosity and encourage investigation, inquiry, and discovery.· Places for children’s “in progress” projects or products.· Displays of children’s work that show children and their work are valued and respected.VygotskyVygotsky theorizes that a hands-on, interactive environment is children’s opportunity to work together. Teachers scaffold children’s thinking and relationships with one another. They guide children in creating themes based on their interests and focus on child-directed play for preschool children and productive activities in the primary grades.Environments based on Vygotsky’s ideas would have:· Small-group work that focuses on social interaction and learning from one another.· Choices of projects for which children can seek help if needed.· Dramatic play that includes children’s plans of what they want to do to increase the complexity of their play.· Teachers who serve as partners in learning until children can apply a skill on their own.Each of these theorists helps us understand the importance of the environment in promoting children’s creative thinking. Now, recall some of your own classrooms in which you were comfortable, felt valued, and looked forward to learning as compared to those in which you were uncomfortable, felt devalued, and felt like learning was a chore. Think about those classrooms as you read about the elements of creative classroom environments.An aesthetically pleasing environment with lots of light impacts children’s creativityElements of Creative Learning EnvironmentsEvery learning environment contains physical, social, emotional, and virtual elements that support creative thinking and arts-based learning. Four main elements are climate, relationships, space, and time (Bransford, Brown, & Cocking, 1999; DeViney, Duncan, Harris, Rody, & Rosenberry, 2010; Davies et al., 2013; Kuh, 2014; Starko, 2014). Each of these is discussed next.ClimateClimate is the emotional and academic feeling one gets from the environment and dictates to what extent children can be productive, engaged thinkers and learners. A classroom climate that promotes children’s creativity and the arts has the following:· Teachers who care about children’s creative expression, intentionally plan active learning experiences that engage children in interesting projects, have high expectations for all students’ success, support children’s efforts in both the art forms and the subject areas, and create aesthetically stimulating classrooms.· Children who feel safe enough to take risks, feel valued and appreciated, can invent, explore and initiate ideas, become engaged in learning, feel supported by the people in the environment, and have choices about work to be done. Asking questions, finding and solving problems are enthusiastically welcomed.· Materials that capture and sustain children’s interest and imagination, are stored attractively and orderly, and spark ideas and active learning.· Spaces that are aesthetically pleasing and evoke a warm, homey quality such as carpeted surfaces; soft, interesting colors and textures; multiple sources of light, and comfortable furniture in a safe, flexible, and orderly environment.Classroom climate is greatly influenced by children’s relationships and by an environment’s aesthetic appeal (DeViney, Duncan, Harris, Rody, & Rosenberry, 2010; Gandini, Hill, Cadwell, & Schwall, 2005; Isbell & Raines, 2012; Kuh, 2014; New & Kantor, 2013). For example, Reggio schools explicitly create environments to build positive relationships and also appeal to children’s aesthetic senses. A visitor to such a school might see environments full of light, color, plants, and mirrors selected for their aesthetic characteristics. Great care is taken to create a beautiful environment—detail is given even to such seemingly inconsequential considerations as how bathrooms are decorated, how materials are stored, and how lunches and snacks are presented. Children are supported by the other children, the teachers, and the families for their unique ideas and abilities. The Reggio environment is caring, warm, and beautiful and is taken as seriously as is instruction.RelationshipsGuideline 1 of developmentally appropriate practice explains the importance of a caring classroom (Copple & Bredekamp, 2009). Such an environment values children’s relationships with each other, with teachers, and within their families. Relationships affect all aspects of children’s development and learning and school success. Environments with high-quality relationships affirm diversity, have an “ethic of care,” and connect with children’s families.· Affirm diversity: High-quality relationships help children feel valued so they can be productive learners. They affirm the diversity of each child, provide equal access to learning opportunities, and educate children for a diverse world. The children live values of cooperation, equality, tolerance, and shared learning (Bullard, 2014; Copple & Bredekamp, 2009; Williams & Cooney, 2006).· Have an ethic of care: Caring is at the heart of healthy relationships. You can show care by learning about children’s interests and offering enough support so children can become responsible learners. The ethic of care is aptly discussed by Nel Noddings (1995), who states that caring teachers are an essential part of responsible education.· Connect with children’s families: It is well accepted that strong families make strong environments for learning. Involving families shows that you value their children and want to build respectful, two-way communication about their children’s learning (Copple & Bredekamp, 2009; National Association for the Education of Young Children [NAEYC], 2005). Sending home positive notes, emails, or hands-on learning activities to be used at home lets families know that you care about their child’s progress.Positive relationships among all the people in the learning environment directly affect how children learn to think, develop, create, and grow.SpaceSpace sends a message to children about creative thinking. Space should be organized, have a purpose, respect children, enhance their learning and creative thinking, and be aesthetically pleasing. At a minimum, you will need space that accommodates different numbers of children as well as some open space where children can engage in dramatic retellings, share their learning through movement, and enjoy each other’s creative work. Most teachers use classroom space quite inventively (Clayton, 2001; Crawford, 2004; DeViney, Duncan, Harris, Rody, & Rosenberry, 2010; Starko, 2014).Consider the following types of spaces you will need in your environment.· Spaces for a range of group sizes. Children need spaces to work alone and in small and large groups. Teachers can use flexible materials and furnishings, such as easels, movable cabinets, storage shelves, and tables to define areas and maximize the potential of any room regardless of its size or shape. If, for example, children are in a school building that is undergoing renovations and want to reconstruct what they are seeing with blocks or other large materials, flexible furnishings allow for spaces to be increased and decreased in response to the children’s current project needs and interests.· Spaces for quiet and noisy activities. Well-balanced classroom space separates quiet and noisy activity and creates safe traffic patterns. It also provides small spaces necessary for young children to create imaginative play worlds in which they can engage for long periods of time. These arrangements give both children and teachers more control and choice over their creative work and their play.· Spaces for privacy. Some children need a periodic rest from the activity of the classroom in a place to restore energy or to think quietly before resuming classroom work. Certain activities, such as listening to a story tape, may be enjoyed more fully in a secluded place. It is important to have a special, comfortable place with pillows, soft animals and furnishings, and soft lighting where children can be alone. If classrooms lack such places, children often create their own, such as the first graders who found that the space underneath their teacher’s seldom used desk was a favorite place to read. Figure 9.1 lists ways of creating small spaces to increase the quality of children’s play and creative thought.Figure 9.1 Suggestions for Creating Small SpacesSpaces for sharing work. These spaces may be physical, such as bulletin boards or display cases, or virtual such as wikis or blogs where children can share their learning. Sharing work helps children stay engaged and communicate their learning—an important 21st-century skill.Children often need time alone before resuming classroom work.· Spaces that accommodate children with special needs. Adapting space for children with special needs helps them feel part of the classroom community. A child in a wheelchair, for example, needs additional space to maneuver or sit at a table. Children who are impulsive often need two distinct spaces—one space to work alone and one space to be in a group. Children who are ELLs need spaces where they can collaborate with peers in English so they are not always working alone. How you arrange and use space impacts how you will use your time to nurture children’s creative work.TimeTime conveys the importance of an activity or experience. More than 200 years ago, Benjamin Franklin referred to time as “the stuff of life.” The same could be said about time and teaching, for many teachers think there never is enough time to cover the material.There is no doubt that the creative process takes time. Children need enough time to explore and examine many ideas before completing them. Time influences three aspects of creative thinking: self-expression and self-regulation, attention span, and complex thinking.· Time influences children’s self-expression and self-regulation. When children have enough time during the school day to think creatively, they become more self-directed learners. Long blocks of time build children’s ability to persist, concentrate, and stay motivated with an experience. Teachers who are sensitive to time factors must decide when to extend or stop an activity or when to capitalize on a “teachable moment.” Classroom environments need ample time to foster children’s imaginative spirit and original thinking.· Time affects children’s attention span. Many teachers erroneously believe that because children have short attention spans, activities must be changed constantly. When children are engaged in meaningful learning, they can concentrate for comparatively long periods of time. In the schools of Reggio Emilia, for example, very young children remain with a topic for as long as they show an interest in it. Often these topics last for several months (Edwards, Gandini, & Forman, 1998; New & Kantor, 2013). In elementary schools, children remain with highly interactive and engaging projects and investigations for long periods of time.· Time affects the complexity of children’s thinking. With ample time, children can use the kinds of complex thinking processes used by inventors—curiosity, persistence, imagination, communication, and problem-solving. Higher levels of play, such as sociodramatic play, require considerable amounts of time to plan and carry out an activity that is particularly engaging and meaningful to the child (Edwards, Gandini, & Forman, 1998; Garreau & Kennedy, 1991). Long-time blocks increase children’s ability to move from exploration to more complex investigative play with materials, people, and events. To illustrate, one primary-grade teacher helped her children observe and record changes of plant growth over time. The children classified those data by similarities and differences in types of plants, answered questions using scientific processes, and concluded their study with cooking, dramatizing, and illustrating the plant growth cycle. In this example, long blocks of time investigating a process (change in plant growth) helped the children deepen their conceptual understanding. These influences on the learning environment—climate, relationships, space, and time—are critical for children’s creative processes. Classrooms that value children’s exploration and inquiry within safe and secure settings support children’s sense of wonder and their changing needs, interests, and abilities. Figure 9.2 contains a checklist for identifying key elements that affect creative learning environments. What questions do you have about implementing these environmental factors?Figure 9.2 Checklist for Elements of Creative Learning EnvironmentsClimate· Have I created an aesthetically pleasing environment that stimulates children’s imagination, supports learning, and inspires creativity?Yes No In Progress· Does my environment reflect the identity of the family and community of the children?Yes No In Progress· Do the colors, furnishings, natural objects, texture, and lighting inspire children’s sense of wonder?Yes No In ProgressRelationships· Do the children feel a sense of belongingness and community?Yes No In Progress· Am I regularly showing respect about children’s sense of wonder, curiosity, and creative problem-solving?Yes No In Progress· Am I promoting appreciation and respect among the children and families?Yes No In ProgressSpace· Is my space organized so the materials are accessible to all children?Yes No In Progress· Am I using children’s work to personalize the space?Yes No In Progress· Have I defined areas that are clear, safe, and that encourage individual, small group, and large group work?Yes No In ProgressTime· Does my schedule encourage creative activity through hands-on learning, in-depth projects, and more complex play?Yes No In Progress· Is there enough uninterrupted time for children to explore, experiment, and problem-solve during selected activities?Yes No In Progress· Am I maximizing flexibility with the time that I have to use?Yes No In ProgressSources: Based on Bullard (2014); Copple & Bredekamp (2009); DeViney, Duncan, Harris, Rody, & Rosenberry (2010a, 2010b); Isbell & Raines (2007); Jacobs & Crowley (2007).Teachers’ Reflections on Classroom EnvironmentsPreservice Teachers“As a student teacher, I noticed the children often started cleaning up at centers almost as soon as they initiated an activity because so little time was allotted there. When I had responsibility for full-time teaching, I extended the time blocks and saw its benefits on children’s creative thinking.”“I used to think that classrooms should be serious, ‘no nonsense’ places to learn. I now believe that warm, safe, and homey environments are more beneficial to fostering creative thinking.”Inservice Teachers“The idea of the environment as the ‘third teacher’ has prompted joyful wanderings in my own head of the possibilities associated with this notion. How to make this happen in my kindergarten class is daunting to me now, but I am convinced of the need for it and am pursuing it.”“As a school board member, I was asked to examine the playground space at one of our elementary schools and hesitated at first. Playground space just did not shout out creative thinking or priority to me in this time of standards and accountability. Now, I realize how the playground can hold the key to hands-on extensions and expand children’s view of their life, the world, and the future.”Your Reflections· What do you think is the impact of the classroom environment on children’s and teachers’ creative thinking?· How might your knowledge and beliefs about creative environment affect children’s self-expression, and learning?· Explain how you would go about designing your own classroom environment and provide a rationale for your decisions.Indoor Environments That Foster Creativity and Arts-Based LearningDesigning the indoor environment for creativity and arts-based learning begins with knowing the children, what they need to learn, and how they best can learn. The next consideration includes four interlocking environments—the physical, social, cognitive, and digital environments—that together support children’s creative growth and arts-based learning (Copple & Bredekamp, 2009; Kuh, 2014; Saracho, 2012). The physical environment includes such arrangements as furniture placement, accessibility of stimulating materials, pathways, and large- and small-group meeting and work areas. It must be a safe place to be and provide novel and flexible opportunities for creating. There is also the social environment that involves interactions among the people. It includes the kinds of relationships, respect, and acceptance of individuals, families, and communities that children experience as well as children’s culture and language. The cognitive environment includes those learning experiences, materials, and opportunities that enhance creativity. It focuses on the knowledge, skills, and abilities children need to acquire in order to think and behave creatively. And the digital environment is a simulated, virtual place accessed through computers. It uses various technology tools, websites, and devices to access virtual worlds through which children learn and develop. How these four environments are designed directly affects children’s creativity and arts-based learning.Classroom environments that value curiosity and eagerness to learn provide children with a balance of self-selected, self-directed, and teacher-selected activities. The following section describes two important components of indoor environments that nurture creativity and the arts: room arrangement and arts-based centers.Room ArrangementRoom arrangement refers to the way space is organized. It can be planned, such as the art center and the areas around it, or unplanned, such as a cubbyhole between two shelving units that attracts children. Room arrangement affects children’s creativity, productivity, and interactions with one another and with materials (Bullard, 2014; Copple & Bredekamp, 2009; Jacobs & Crowley, 2007; Kuh, 2014).When arranging space for creative experiences, keep in mind the following:1. The environment communicates expectations. If you are invited to dinner, you would behave differently at a cookout with paper plates and plastic utensils from a formal dinner party with china, silver, and crystal. Room arrangement works in the same way. Well-organized, carefully arranged space dictates how children may behave, interact, and use materials, and affects their work pace. It fosters self-regulation and student engagement, which creativity and arts-based learning require. In contrast, poorly organized space invites interruptions, decreases children’s attention spans, increases the likelihood of conflicts, and demands more teacher direction.2. Space must be easy to supervise. Teachers need to be able to scan the room from all vantage points. In this way, you can facilitate children’s behaviors that support learning goals and redirect those that do not. It is equally important to distinguish between the child’s and the adult’s environment. Adults and children view their surroundings from different perspectives. Both usually attend to what is at their eye level.3. Materials must be accessible, appropriate, and easy to use. Make sure you have plenty of shelves so that children can reach and see the materials that are there. One preschool teacher arranged the manipulative materials such as large Tinkertoys and shape sorters along low, open shelves that face a carpeted area away from traffic flow. Because children need a lot of floor space to play with them, this teacher provided the space for them to do so. She made her appropriate materials accessible and easy to use, which enhanced children’s sense of ownership, encouraged creative problem-solving, and fostered exchanges of materials from one part of the classroom to another.4. Be alert to traffic patterns. Clear pathways provide for a smooth and easy flow of traffic throughout the room. When centers are too close to one another or crowded around the outside of the room, children cannot freely move among them. To maintain freedom of movement that keeps children focused on their creative processes, paths should not be used for any other purpose. Unclear paths often distract children on their way to a space or lead children to intrude in others’ ongoing activities and concentration.Room arrangement is a powerful environmental tool that affects children’s creativity. Figure 9.3 shows room arrangements for three age groups: toddlers, preschoolers/kindergartners, and children in grades 1 to 4. You can also download free PDF guides for room plans for children from birth through age 5 by going to the website for Environments and choosing planning guides.Figure 9.3 Room ArrangementsThis video describes seven principles of design for creating inspiring and inviting spaces for children. How does Principle 3, Furnishings Define Space, affect children’s creative thinking? What other principles capture your attention?https://www.youtube.com/watch?v=2RD9XOow20EArts-Based CentersArts-based centers are inviting, self-contained spaces where children engage in creative activities. These activities can reinforce skills and concepts or spur new interests while promoting children’s critical thinking, communication, collaboration, and creativity (Bullard, 2014; Copple & Bredekamp, 2009; Isbell & Exelby, 2001; Mayesky, 2015; NAEYC, 2015b; Partnership for 21st Century Skills (2012); Saracho, 2012). Good arts-based centers contain a variety of learning experiences, easily accessible arts-based books, materials, resources, and supplies that accomplish the following:· Promote active learning, planning, decision-making, problem-solving, and originality in all subject areas.· Increase social and verbal interaction and various forms of play among peers.· Offer choices to increase children’s creative thought and help them manage their time.· Reflect children’s interests, families, and cultural backgrounds to motivate learning.Arts-Based Centers for Different Age LevelsArts-based centers are appropriate for every child. Each requires a clear purpose, a range of materials and activities, and a means of assessment or evaluation. While centers must take into account individual needs, interests, and levels of learning, there are unique considerations for children at different ages.Toddlers need centers that contain a variety of sensory materials with different levels of complexity, as well as time for exploration. They must have low, open shelves to display and help the children find materials that reflect familiar people and places matched to their developmental level. Toddlers also need materials that encourage exploration and large motor development with climbing and push–pull toys, provide a private space to watch others play or to rest with a soft toy, and offer sensory and creative experiences with music, science, pretense, construction, manipulatives, and sand and water to encourage different types of play.Preschoolers and kindergartners need centers that meet all of the requirements for toddlers and contain a variety of interesting materials and experiences that can be used to role-play (such as hats and shoes) and to construct (such as wood, glue, and blocks). The materials must reflect the expanding world of their community, their culture, and their increasing interest in all subject areas; the activities must promote creative problem-solving, communication, and collaboration.First and second graders need centers that enhance their developing logical thinking and engage them in focused learning that supports critical thinking, collaboration, and communication. Centers help integrate subjects meaningfully across the curriculum, help children demonstrate competence in a particular area, and feel part of a peer group. Their active learning experiences should capitalize on their need to feel competent and successful.Third and fourth graders like resources in their centers that include literacy materials, challenge cards, hands-on learning, and ongoing projects. They need opportunities to conduct experiments, work on long-term projects, and use data to support their learning. Regardless of age, all children require centers to explore opportunities to connect their learning through art, drama, music, and play.This child is using modeling material to create.As you watch this video about preschool centers, notice how the teacher creates multiple areas for centers. What do you see as the purpose of her centers, and how do the learning activities promote creative problem-solving?Teachers need systems for managing centers. The following section

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HRMD 620 Exam 3Answers 1Bids 35Other questions 10

Case AnalysisYou will see a variety of roles in this case. You will be an external expert source. The questions are embedded in the scenario. The numbered, brown font shows when you need to respond.  Directions for each question are given at that time. NOTE: Assume that all legal notifications to government offices for contract negotiations met the required deadlines. TIP: You may want to create a timeline for the events to help you understand the issues. Characters  For XYZ Union For RST Company PresidentChief Negotiator/team   leader = Bill SharpGrievance ChairpersonShop StewardShop Steward #2 = RaviRank & FileStrike   Replacements: Marley, Juan, Rich,   FrankGrieving Employee =   Barbara StoneCEOVice President of   Finance (VPF)HR DirectorLabor Relations   Specialist = PaulaThe president of the XYZ union (Union) convened a special meeting of the members to discuss the new contract with its private-sector employer, the RST company (Company). Bill Sharp, the union’s chief negotiator, stepped to the front of the room. “Let me begin by saying that our negotiating team has been well prepared for this bargaining. We’ve known that it would not be an easy task and have anticipated the major issues. We’ve been meeting twice a week at the table for the last two months and have secured several of the demands that you wanted, such as standard 2-shift, advanced scheduling. Delores, who plans to retire soon, interrupted: “What did they do for the retirees? The retirees didn’t get a single increase in their pension benefits over the last three years. They should get a at least a 5% bump to help them keep up with inflation.”  Bill replied: “Just like 3 years ago, the company has again refused to negotiate about that; so, no, we’re still working on it. When we have a complete contract that is ready for ratification, we’ll go over all of the provisions with you. For tonight, we need to talk to you about an impasse.”  As the murmurs in the room subsided, Bill shifted his body weight to his other leg and leaned toward the group. “At this point in the process, we’re negotiating the critical elements—keeping the work at our site if they open a new location and health care benefits. The work-to-rule days we had and the informational picketing we already tried were useful, but they are still digging in their heels on both of these important issues. We’re not likely to have a new contract agreed upon when our existing contract expires at the end of this month. We need to start building for a strike. That means work all the overtime you can now and start saving. We’ll have to get a campaign going in the shop, but also talk about a press and customer strategy. But at the end of the day, I think we’ll need to strike the company if we’re going to get them to give us a fair contract. You know striking isn’t the way most contracts are settled, but we need to prepare for the possibility. Tonight, we need to hear your questions and comments. Remember that anything said in this meeting should stay here; we don’t want to tip them off about our plans plus the information could change during the rest of the process.” Here are questions the rank and file asked that evening. You need to provide the answer to each one. Write concisely, limiting the answer to each to a maximum of one-half page. Use the specific statutory provisions, terms and concepts covered in this course to support your analysis. Use APA to reference any borrowed material. 1. If we do strike, I heard the company can hire new people to do our work. Will I lose my job? 2. I have a family and bills to pay. I heard there is a strike fund. Where does that money come from?  After another 3 weeks of negotiation, all of the issues had been settled except for the following items. Several proposals crossed the bargaining table from both sides. The most recent ones were: Union Recognition clause Company’s proposal = The company recognizes the Union as the sole and exclusive bargaining representative of all production, maintenance, and product control employees in the New York facilities. This excludes office and clerical employees, technical employees, sales staff, professionals, and security staff. Supervisors, as defined by the National Labor Relations Act, are also excluded. Union’s proposal = Remove “New York” from the company’s paragraph. Management Right’s clause Company’s proposal =  The Union recognizes that management has full and sole rights to direct the workforce, including the right to hire, transfer, discipline, suspend or discharge employees. It includes the right to determine working hours, to assign overtime, to modify jobs, and to transfer work to any other company location or to subcontract work. Union’s proposal = The Union recognizes that management has full and sole rights to direct the workforce, including the right to hire, transfer, discipline, suspend or discharge employees. It includes the right to determine working hours, to assign overtime, and to modify jobs. Exercising these management rights cannot violate any other term of this contract. The union also proposes to add this provision in the contract: Reassignment of WorkWork that is transferred to any other company location or subcontracted must be offered first to the New York employees. If the first-refusal offer is not made, the company will pay both the NY employees and the workers who perform the work for the time. If the NY employees decline the offer, no penalty will apply. Health care premiumsCompany’s proposal = Employees will pay 20% of their health care premiums in the second and third years of the contract. Union’s proposal =  The company will pay 100% of the health care premiums in all years of the contract. The president of the union, who is planning to run for re-election next year, scheduled a meeting with the union’s negotiation team leader, Bill. President: So what are we going to do? What are the options?Bill: They won’t budge on these. We think they’re planning to open a new facility in a RTW state. If we don’t have protection of our jobs, they will shift the work there and we’ll eventually disappear. We have to raise the pressure. President: Can we file an unfair labor practice claim with the Board about how they are refusing to negotiate? 3. Bill looks to you for guidance.  In a short paragraph, explain whether this is a good strategy. Under what provision would that be done? What is the likelihood that the union would win a case about the company’s bargaining conduct? Why? Write concisely, limiting the answer to a maximum of one-half page. Use the specific statutory provisions, terms and concepts covered in this course to support your analysis. Use APA to reference any borrowed material. At the same time, the Vice President of Finance for the company, who has a bonus clause in his performance plan which is based on cost reduction, meets with Paula, the Labor Relations Specialist who is leading the company’s negotiations. VPF: So where are we now?Paula: Down to the final wire. They might not have reached their resistance point and still be willing to discuss the health care cost, but they are adamant about any language that suggests we could assign their work elsewhere. I’m pretty sure they are preparing for a strike. VPF: Can they do that? I thought it was illegal.4. Paula has explained strikes to the VPF before but realizes that it can be hard to remember which ones are legal and which are not. Briefly explain again whether this particular strike is legal and why. Write concisely, limiting the answer to a maximum of one-half page. Use the specific statutory provisions, terms and concepts covered in this course to support your analysis. Use APA to reference any borrowed material. VPF: Well, what is our Best Alternative to a Negotiated Agreement? BATNA, isn’t that the right word? What else can we do? Paula: Yes, it is. Legally, in our circumstances, we likely can unilaterally implement our last proposal. As soon as we do, however, the picket line will go up.VPF: Is that horrible?Paula: The operation managers tell me we’ll have trouble filling our orders. Even strike replacements, which is a major effort to put in place, won’t be a total solution since they don’t know the work. Some of the jobs have a long learning curve. We’ll need to bolster security measures to minimize the chances of physical damage to property and people. Then, there is the media. When we’re trying to expand our operations and convince the county to give us tax breaks, bad press won’t help. And, there may be damage to our long-term relationship that could result in costly grievances throughout the life of the contract. VPF: Well then? We have to get a handle on these constant overtime costs. They are blowing the budget every quarter. Shifting the work to a lower-cost option is essential. Paula: We might invite a mediator from the FMCS to see if there is any wiggle room. VPF: We had one decide the last contract dispute with one of our vendors. I wasn’t thrilled with the answer, and we’re stuck with it. How can we make sure we don’t get stuck with something we don’t want in this case? 5. Briefly answer the VPF’s concern.  Write concisely, limiting the answer to a maximum of one-half page. Use the specific statutory provisions, terms and concepts covered in this course to support your analysis. Use APA to reference any borrowed material. After four weeks of mediation without any significant change, the union members authorized their leadership to call a strike. In a confidential ballot vote, stipulated by the union’s by-laws, the decision was 95% for a strike and 5% against.  The strike began on July 20. It was a peak production period for the company, and the competition had become keen since global corporations had entered the U.S. market. Believing any loss of market share would hurt the company’s long-term financial status, the company had done some preparation for this possibility. In addition to stockpiling more inventory, it had prepared to employ strike replacements; and, on August 6, it hired 100 of them to cross the picket line to do the work of the employees in the bargaining unit. “Scab!” the picketing employees yelled. Heckling and jeers ensued each morning as the new employees went to work. Fists occasionally slugged the air, but no physical violence occurred.  Some replacements found the environment so hostile that they quit. Local news reports began covering the dispute. Community leaders became concerned that any loss of employment would hurt the tax base and stress the available social services. The strike replacement workers were not as efficient yet at the tasks involved, creating quality problems. Eventually, the two sides found enough common ground to come to agreement. The union negotiating team submitted the new contract to the membership for ratification. The Company CEO issued a press release that said:We are pleased to announce an agreement with the Union bargaining committee and hope that all Union members will give this contract a full and fair consideration. These were very tough negotiations. Both sides worked very hard and compromised. The result is a very positive offer for the employees that also protects the long-term competitive position of the Company. The union members knew it was not exactly what they had demanded, but the strike fund was depleting and people were tired after manning the picket line 24/7. The members voted by 75% to 25% to adopt the new agreement, which met the criteria in the union’s by-laws. Thus, the new contract was ratified on September 1, 2017. During the final stages of the strike the parties negotiated the conditions under which the strikers might return to work. They agreed to the following language as part of a Strike Settlement Agreement, which was signed the same day the new contract was ratified:The strike against the Company by its employees who are members of the Union is terminated as of the date of this Agreement, September 1, 2017.  Striking employees shall be returned to work, to openings in the classifications occupied by an employee on May 31, 2017, in accordance with his/her respective seniority.  In addition to the above agreed upon language, the Company proposed that the Strike Settlement Agreement contain the following section (Paragraph 2), to which the union objected:2.  Jobs filled by employees hired by the Company on or after August 6, 2017 as strike replacements (new hires) for striking employees shall not be considered vacancies to which returning strikers shall be returned unless and until such jobs are vacated by the strike replacements. Such new hires shall not be bumped or displaced by the return of strikers. Such newly hired employees shall become members of the Union as stated in the collective bargaining agreement and their respective seniority shall be measured from their individual hire date.Because the parties did not agree to the Company’s proposal concerning Paragraph 2, the parties determined that while Paragraph 2 would physically remain in the printed Agreement, the following marginal notation would be added reflecting the parties’ failure to agree to this particular provision. This marginal note read: Paragraph 2 represents the position of the Company and is not agreed to by the Union or waived by the Company.During the plan to resume normal operations, the company determined that it had too many workers in the first level positions. It terminated 10 of the strike replacements since they were no longer needed. On September 12, Marley, Juan, and Rich, three of the ten terminated strike replacements, made an appointment with the union’s Grievance Chairperson (GC) to file a complaint.GC:  You need to speak with the Shop Steward first.Marley:   We tried. He wouldn’t listen to us—kept calling us “scabby.”GC:  What is the problem then?Marley: I was fired yesterday. HR told me last week that this would be a permanent job. I’m entitled to some protection. GC, looking at Juan: What about you? Juan: Me, too. I’ve been fired.  GC: When were you terminated?Juan: Two days ago. GC: Why were you fired?Juan: One of the strikers was recalled, so I was pushed out.GC: Wasn’t that the arrangement when you hired in? Juan: Then they said they would see if they could keep me.GC, turning to Rich: What about you?Rich: I was fired on August 31. They told me I’d have the job after the strike was over. I asked that in the interview because I had another part-time job offer closer to home. I was going to take that instead if this job didn’t last very long.GC: Ok, I understand. I need to pull together a couple things. I’ll call you tomorrow to let you know what, if anything, we can do about getting your jobs back. The next morning, the Grievance Chairperson received a visit from another strike replacement worker.GC: What seems to be the problem?Frank: I heard that you might be able to get my job back.GC: When were you fired?Frank: August 29 was my last day.GC: Why were you fired?Frank: I’m not sure. They indicated that the work ran out, but I heard one of the strikers took over the job again. GC: What did they tell you when they hired you?Frank: Nothing really. They just said they needed someone right away. The Grievance Chairperson collected all his notes and pulled the new contractual documents out of his file drawer. He flipped the pages and ran his finger down the paragraphs. He tagged the union shop arrangement:Article IISection 1  Any employee who is a member of the Union on the effective date of this Agreement shall, as a condition of employment, maintain his/her membership in the Union to the extent of tendering uniform initiation fees (if any) and periodic dues. Section 2  Any person hired as a new employee and any employee who is hereafter transferred into the bargaining unit on or after the effective date of this Agreement shall, as a condition of employment, become a member of the Union (to the extent of tendering uniform initiation fees (if any) and periodic dues) on and after the thirty-first day following the date of employment or transfer, and shall maintain such membership in the Union.  He also earmarked: Article 13 – Section 3  Management has the sole right to discipline employees according to the progressive process described in Section 5 and to discharge employees for just cause. Article 13 – Section 4Causes for immediate discharge are: possession or use of drugs or alcohol on company property, theft or damage of company property, workplace violence, and any other threat to the safety of the facilities and workforce. He also checked with the union’s Secretary/Treasurer to learn the status of the workers’ dues. He was told the following:  Dues Status MarleyPaid on September 3 JuanNot paid RichPaid August 20 FrankNot paid#6 –9 – After preliminary investigation, the Grievance Chairperson finds that the information about the termination dates each man gave seems accurate. Use the information gathered in the meetings, the contract provisions, and the record of dues as well as specific statutory provisions, terms and concepts covered in this course, to identify which, if any, of them is entitled to retain employment and whether the union is legally obligated to represent him in a grievance to restore his job. The chart should help you organize the information you need. For your answer, briefly state and explain the response you would give to each of them.  The chart is just to help you organize your thinking. Write concisely, limiting the total answer for all 4 to a maximum of one page. Use APA to reference any borrowed material.   Was he illegally terminated?Why?Legally, must the union represent him?Why? 6.Marley 7.Juan 8.Rich 9.FrankIt was a busy week for the Grievance Chairperson.   Another Shop Steward, Ravi, made an appointment to discuss a grievance he couldn’t resolve with the employee’s supervisor, Paul Hawkman.GC: Hi, Ravi. I saw the grievance form for Barbara Stone. Isn’t she the woman who held the picket sign in the County Courier’s front page coverage of the strike? Ravi: Yes, she is. Nice photo. The paper used a fair shot this time.GC: Well, what about this? In the first step, what did they tell you? Ravi: Hawkman took over from Dick Fleming when he retired. I don’t know why they appointed him. He hasn’t been with the company very long; he has no experience working with unions is what I hear. When I talked to him, he was arrogant—said he was fully within his rights to dismiss her.GC: So what happened? What does Barbara say?Ravi: Barbara had borrowed a company moving dolly. She said Dick had given her permission to use it. She was relocating across town and needed it to move some boxes to her new house. The dolly was in the back of her Chevy truck in the parking lot. It was covered up, for protection, but the handle, with the company tag, was sticking out. Hawkman saw it when he came to work. He couldn’t find any written permission slip on file for her to have it. Barbara said Dick didn’t ask for one this time. She had used it before to help with a community food drive that both she and Dick had volunteered to assist. She was bringing it back but just hadn’t unloaded it yet. Hawkman said she was stealing it and fired her.The GC pulled out the contractual provisions for termination again. He also flipped to the section about company property. It read:Article 17 – Section 8Employees in good standing may occasionally borrow non-essential company equipment, provided they complete the authorization form and have it signed by their supervisor. A specific timeframe must be stipulated and failure to return the property in good condition by that deadline will be grounds for reprimand.GC: How long has she been here? What does her performance record look like? Ravi: About 2 years. Dick wasn’t one to record an issue unless it was something really serious. So, there isn’t anything during his time. Hawkman has marked her for being late twice in the last month, but there isn’t any formal warning. 10.  In the meantime, Paul Hawkman has come to see the HR Director about the matter. He hands over the paperwork for her termination. By addressing Hawkman and the GC separately, explain how the Director should handle this case and why. Write concisely and limit your response to a maximum of 1 page for both. a. Hawkmanb. GC**End of Assignment**

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