The community college instructor has asked for you to write a professional paper that he can make available to his students.

Write a 750- to 1,050-word paper in which you:

·        Analyze the ways financial information is used in health care organizations.

·        Define and discuss consolidated financial statements and how these are used.

·        Evaluate the various methods of financial statement analysis to address financial issues in health care.

·        Include the accounting equation and its relevance to the financial statements.

Cite 3 peer-reviewed, scholarly, or similar references to support your paper.

Format your paper according to APA guidelines including cover page, references, citations and headings to organize your thoughts and provide structure to your paper.

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Read “Topic 6: Vargas Family Case Study.” Develop three experiential interventions that you would use with the Vargas family.

It’s time to get creative! You have noticed that the Vargas family struggles with emotional expression, particularly with congruent emotional expression (i.e., words, actions, and body language being congruent). Using the Experiential Interventions Template, create three unique experiential interventions that you would use with the family and describe how they would be helpful to the family. It may be helpful to refer to the library articles for ideas and inspiration, but do not copy existing interventions. Be sure to fully address each section in the template for each of the three interventions in your paper: 

1. Title of your Intervention
2. General Goals
3. Materials Needed
4. Advance Preparation Needed
5. Description of the Intervention with the Vargas family
6. Discussion of the Benefits of the Intervention to the Vargas Family
7. References (if any)

The Vargas family arrives five minutes late for their 6th session. Elizabeth apologizes for their tardiness and complains that they had come from an event hosted by her former employer and were having an argument in the parking lot. You notice the children appear somewhat disheveled with red cheeks and grass-stained clothing. They excitedly share stories of coming from a “big picnic” where they “played lots of games and made new friends.” Frank tells you that he was playing Kick Ball and that his team was winning. Smiling and tousling Frank’s hair, Bob adds that he and Frank were “an unstoppable force” who dominated each event at the picnic. Bob and Frank were in the middle of a celebratory high-five when Heidi tells her dad that she wishes he would have been on her soccer team. While still engaged in the celebration with Frank, Bob replies, “Me too; maybe next time.” 

Elizabeth states she was “pleasantly surprised” that Bob was enjoying himself, given his strong personal opinion of many of her friends, who are gay. Bob insists that the picnic was “just okay,” and that he “was just trying to be nice.” He tells you he doesn’t have “anything against gays,” but that “they just make me uncomfortable.” Heidi reminds him that he agreed to have her new friend, Dani “and her two daddies,” over for a barbeque. You comment that the family’s mood has changed from how they arrived. Frank explains that his mother got angry at him and admits to running away and hiding from his mother when she said it was time to leave the picnic. Elizabeth immediately denies being mad at him. You ask Frank what made him think his mother was mad, and he replied, “Her eyes were squinty and she had a mean voice.” When asked if his dad was also angry, Frank replies, “He saw me in my hiding place; he was smiling. Then in the car, he yelled at me to ‘listen to your mother.’”

Elizabeth shot Bob an angry look when Heidi shares that she was having fun playing soccer and that she didn’t want to leave either. She adds, “I always listen because I don’t want Mommy to be sad.” She proceeds to blame her brother for “making Mommy and Daddy fight” to which Frank makes a counter-accusation, blaming Heidi for the parental discord. Elizabeth and Bob exchange angry looks, then Bob assures Heidi that, “It wasn’t all your fault.”

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MUST BE 400 word count FOR EACH ASSIGNMENT (TWO ASSIGNMENTS TOTAL)

ANY OUTSIDE SOURCES MUST BE IN APA FORM THROUGHOUT THE PAPER AND WITH AN REFERENCE PAGE.  ALL SOURCES MUST BE FROM SCHOLARLY ARTICLES…

Assignment 1

Imagine that you are the liaison between the decision makers and the followers and that your role is to communicate potential personnel change initiatives. Using the communication strategies found in the text,

1. What actions will you take to format the conversation with employees regarding the restructuring process?

USE THE CHART ATTACHMENT TO HELP ANSWER THIS QUESTION 

Assignment 2

There are specific qualities required to successfully communicate change initiatives within an organization.  

1. Discuss some of the most important leadership skills required to develop employee ownership and acceptance of change initiatives within an organization.

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What is the difference between a disaster recovery plan and a business continuity plan?

DQ requirement: Note that the requirement is to post your initial response no later than Sunday and you must post one additional post during the week. I recommend your initial posting to be between 200-to-300 words. The replies to fellow students and to the professor should range between 100-to-150 words. All initial posts must contain a properly formatted in-text citation and scholarly reference.

Reply 1:

Difference between a Disaster Recovery Plan and a Business Continuity Plan

A disaster recovery plan outlines the systematic approaches that a business can employ to prevent or deal with unplanned incidents (Prazeres & Lopes, 2014). The main aim is minimizing the impact of risks. A business continuity plan also outlines the prevention and recovery mechanisms, but these ensure that a business continues operations even during times of disaster (Ghandour, 2014). In case of emergency situation, the plan allows the company to resume its normal operations within the shortest time possible. It is important to note that most business continuity plans will often involve disaster recovery plans.

There is a difference between the two processes. A disaster recovery plan becomes useful in the case of the occurrence of an incident. The implication of this is that the business risks having its systems down for some time, which may lead to losses (Yang et al., 2016). Since the plan is for use only after a disaster, most stakeholders do not know how to respond in times of emergency. The idea is also at a failure risk since most businesses have never tested it. A business continuity plan is useful before and even during a disaster. The policy ensures that there are already systems in place to keep the business afloat (Ghandour, 2014). In short, a disaster recovery plan is more reactive, while a business continuity plan is more proactive.

Another difference is that the disaster recovery plan allows a business to facilitate the repair of broken equipment and restoration of lost data. The procedure takes place after a company has closed down, and thus, there is ample time for these activities. In most organizations, these plans are known to be most helpful for the IT department (Yang et al., 2016). A business continuity plan promotes minimal outages; thus, there is no time for these maintenance activities. The program cuts across all departments of a business.

Reply2:

Many individuals utilize the terms debacle recuperation (DR) and business congruity (BC) designs reciprocally, however in fact there is a distinction. A fiasco recuperation plan is increasingly responsive while a business congruity plan is progressively proactive. 

With calamity recuperation, your DR plan gets a move on something turns out badly, however you chance data frameworks being down for some time. Truth be told, numerous individuals don’t realize exactly to what extent it’ll take since they’ve never tried their fiasco recuperation plans. With business coherence, you have frameworks set up that “bomb over” and enable key frameworks to keep awake and running and the business above water. A few people contend that DR is dead however I don’t believe that is valid. Until most organizations have controls set up to have the option to sensibly keep up their frameworks in case of a disturbance (which is all around impossible) nobody can sensibly guarantee catastrophe recuperation is dead. 

Business coherence (BC) and debacle recuperation (DR) are firmly related practices that help an association’s capacity to stay operational after an unfavorable occasion. The objective of BC/DR is to restrict hazard and get an association running as near ordinary as conceivable after a surprising intrusion. As digital dangers increment and the resilience for personal time diminishes, business coherence and catastrophe recuperation gain significance. These practices empower an association to financially recover after issues happen, diminish the danger of information misfortune and reputational hurt, and improve activities while diminishing the opportunity of crises. The pattern of consolidating business coherence and fiasco recuperation into a solitary term (BCDR) is the aftereffect of a developing acknowledgment that business and innovation officials need to team up intently when anticipating occurrence reactions as opposed to creating plans in segregation. 

BC/DR is a quickly extending business sector for oversaw specialist co-ops (MSPs) in light of the fact that reinforcement contacts such a large number of their clients’ business concerns. Another creating concern is around consistence. The BC/DR market’s development can be attached to the present condition of the little and medium-sized business (SMB) fragment, which makes up the main part of MSPs’ client center. SMBs are likewise bound by numerous individuals of the administrative necessities that are forced on big business size associations, so they should fulfill those equivalent consistence needs. 
BCDR experts can support an association and its representatives accomplish strength. Building up a system is a mind boggling process that requires investigate, including directing a business sway examination (BIA) and hazard examination, just as creating BCDR plans, tests, activities and preparing. 

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