Family and Community Assessment and Intervention

 

Select a family within your community for this assignment. The family must have at least 3 members with 1 member under the age of 18 living within the home.

Complete and submit a signed Family Consent and Release Form to Typhon prior to your first point of contact with the selected family.

Prior to meeting the family, make sure to:
o Review the key points of therapeutic conversation.
o Visit the Centers for Disease Control and Prevention (CDC) website for parenting resources (e.g., prevention of child abuse and neglect resources).
o Study the definitions of child abuse and neglect in your state regulations.
o Watch the International Society for the Prevention of Child Abuse and Neglect (ISPCAN) webinar on screening for child abuse and neglect.
o Download and familiarize yourself with the ISPCAN Child Abuse Screening Tools (ICAST-P and ICAST-C). These tools will help you frame questions to screen for child abuse and neglect in a safe, empathetic, and therapeutic manner.
o Meet with your preceptor, and together, select 3 key questions from the child and parent versions (3 from each for a total of 6) of the above screening tool to ask your chosen family.

Meet with the family and assess through discussion and observation, critical information to understanding the family unit, including:
o Demographic data (i.e., age in years, self-identified race/ethnicity, languages spoken in the home, gender identification, health insurance status of all family members)
o Developmental stage and history of family (e.g., Erikson’s developmental stages)
o Environmental data (e.g., exposure to lead, house cleanliness)
o Family structure (i.e., who makes up the family?)
o Family functions (i.e., roles, responsibilities, and occupations)
o Family stress and coping (An example of family stress is a family with a child or children with developmental disabilities. Healthy coping strategies include joining a parental support group and/or having an ongoing professional relationship with a caring healthcare provider.)
o Family composition (e.g., “Yours, mine, and ours;” caring for an extended family member)
o Parenting styles (i.e., authoritarian, permissive, authoritative, neglectful)

Identify any weaknesses, limitations, or vulnerabilities that might be interpreted as or place the family at risk for abuse and/or neglect; and discuss with the parents or guardians ways they might strengthen their parenting skills and/or address the perceived vulnerabilities.

Part 2: Clinical Activities: Community Assessment and Intervention (4 Direct Care Clinical Hours)

Discuss your windshield survey findings with your chosen family. In collaboration with your chosen family:

 

Sample Solution

franchisees and the clients, but there is little evidence of this progression happening.

Anecdotally, the Operations Director feels that the digital arm of the business will grow organically through social media over time that there is no need for future proofing and heavy investment in digital. The first of the conflicts arise through the self-named MD feel that this is where the marketing focus should be, but this is only because the competition is already benefitting from using this medium, that he feels financial investment may not be the answer, also wanting to see results before apportioning investment to it. The Compliance Director is the only senior executive to have researched digital in the financial marketplace and fully understand the implications of becoming more digitally focused, but his personality is not strong enough to stand up to either of the other Directors individually and never collectively. Resulting in, one for digital technology, one against and one still to decide.

In AFS environment, an small medium enterprise (SME) where the management struggle to relinquish power, causing conflict because they want the business to move forward whilst retaining the same level of control. This is a contradiction – how do you move forward without releasing any control in the flat organisational structure of the heroic mindset (Gosling and Mintzberg 2003), is it possible to convince the Director’s to release some control whilst still feel they are in overall control? Currently there is dissonance within the business with both the management team, unable to run the business how they feel it needs to go? Also with the Owner/Directors who each feel they know what is best to take the business forward.

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