How can I Explain the study variables? In the Quality Improvement Project to Determine the Knowledge, Attitudes, and Beliefs of Healthcare Providers Regarding the Treatment of Patients with Obesity. Research Article Van Stiphout, C., Alex, R., Turner, K., Twyman, K., Brown, J., Bowes, B., Charlebois, A., & Quinlan, B. (2022). A Quality improvement Project to Determine the Knowledge, Attitudes, and Beliefs of Healthcare Providers Regarding the Treatment of Patients with Obesity. Canadian Journal of Cardiovascular Nursing, 32(2), 11–17.
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How can I Explain the study variables? In the Quality Improvement Project to Determine the Knowledge, Attitudes, and Beliefs of Healthcare Providers Regarding the Treatment of Patients with Obesity.
Research Article
Van Stiphout, C., Alex, R., Turner, K., Twyman, K., Brown, J., Bowes, B., Charlebois, A., & Quinlan, B. (2022). A Quality improvement Project to Determine the Knowledge, Attitudes, and Beliefs of Healthcare Providers Regarding the Treatment of Patients with Obesity. Canadian Journal of Cardiovascular Nursing, 32(2), 11–17.
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- Cousins Jeri Lynn De Bose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. "It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?' Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that is accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant-thus a 5." Tish and Jeri Lynn looked at each other and laughed. "Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there`s no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. How might the state control the accuracy of principals who are conducting teacher evaluations? Explain.Describe the method of sensitivity analysis?Illustrate the concept of sensitivity analysis?
- Analyze the student summative assessment results(attached) by discussing two possible causes of nonproficiency for students in certain areas after the summative assessment.Research Methodology, Design, and Analyses: How can I Explain the research methodology, design, and analyses? In the Quality Improvement Project to Determine the Knowledge, Attitudes, and Beliefs of Healthcare Providers Regarding the Treatment of Patients with Obesity. Research Article Van Stiphout, C., Alex, R., Turner, K., Twyman, K., Brown, J., Bowes, B., Charlebois, A., & Quinlan, B. (2022). A Quality Improvement Project to Determine the Knowledge, Attitudes, and Beliefs of Healthcare Providers Regarding the Treatment of Patients with Obesity. Canadian Journal of Cardiovascular Nursing, 32(2), 11–17.From an action research perspective, how are members of the client organization involved in diagnosis and planning? Why?
- What is the effectiveness of 3M™Health Information System Division Potentially Preventable readmission method and the Centers for Medicare and Medicaid Services (CMS) used for measuring the quality of care at hospitals? Compare and contrast 3M™Health Information System Division Potentially Preventable readmission method and the Centers for Medicare and Medicaid Services (CMS) method and show how each method interconnects with Hospitals Readmissions Reduction Program (HRRP).help me Write TEN (10) policies, regulations, and guidelines on hygiene standards for safe food handling for a day care centre of your choice. Appropriate regulatory requirements relating to food handling and hygiene in the day care centre.A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. The data collected from the past week's diners appear in the following table. Complaint Frequency Food taste 27 Food temperature 9 Order mistake 5 Slow service 19 Table/utensils dirty 47 Too expensive 9 Using a classic Pareto analysis, what top categories comprise 80% of the total complaints? Part 2 A. Food taste, Food temperature, Order mistake, Slow service, Too expensive B. Table/utensils dirty, Food taste, Slow service C. Table/utensils dirty D. Food taste, Food temperature, Order mistake, Slow service, Table/utensils dirty
- Sample Case - Study This is a case-study of an organisation called Rags to Riches Retail – they are considering making changes to their staff appraisal processes and making cuts to their staff training programme. Imagine you are a consultant who has been asked for some help by this company. You have been given a summary of information about the company as attached. Background Information This is a large retail company selling men’s and women’s clothing in the UK, Europe and Asia It is an international, team-based organisation with a strong focus on customer service There are opportunities for staff to gain experience internationally so there is some movement of staff between the outlets in different countries. Outlets are generally open 7 days per week from 9am to 10pm each day with some variation on Sundays and national holidays according to the variability in host-country legal requirements. The CEO and Board of Directors are committed to a vision for a learning and feedback…Sample Case - Study This is a case-study of an organisation called Rags to Riches Retail – they are considering making changes to their staff appraisal processes and making cuts to their staff training programme. Imagine you are a consultant who has been asked for some help by this company. You have been given a summary of information about the company as attached. Background Information This is a large retail company selling men’s and women’s clothing in the UK, Europe and Asia It is an international, team-based organisation with a strong focus on customer service There are opportunities for staff to gain experience internationally so there is some movement of staff between the outlets in different countries. Outlets are generally open 7 days per week from 9am to 10pm each day with some variation on Sundays and national holidays according to the variability in host-country legal requirements. The CEO and Board of Directors are committed to a vision for a learning and feedback…Describe the scorecard claims.