Assessment Title Assessment 3 – Destination Assessment Report Learning Outcome/s 1, 2, 3, 4 & 5 Assessment type (group or individual) Individual Weighting N/A Word count Approximately 3000 words excluding executive summary, references and appendices Format / Layout of Assessment Proposal: ICMS Cover Page Table of Contents Executive Summary Introduction Findings (Current state of the destination, current visitation, and goals of DAP) Conclusions (Gap to be filled by proposed business) Proposed Tourism Business Reference List Appendices X X X X X X X X X Assessment instructions Scenario: A couple that have been living and working in the tourism industry overseas for the past ten years, are planning to return home to Australia, and more specifically the Great Ocean Road region of Victoria in the next few months. Knowing that tourism is a vital contributor to the economy of the region, they are thinking that they would like to start their own business. You have been asked by the couple to provide an assessment of the region, and recommendation for a new business opportunity in the tourism sector. The business you propose can be an attraction, activity, tour provider or boutique accommodation, but you will need to demonstrate that there is a market for this business and that it fits with the overall strategic tourism objectives for the region. The region is currently divided into sixteen separate destinations, each with its own Destination Action Plan (DAP). These can be found here https://greatoceanroadtourism.org.au/destination-action-plans/ . You will need to pick which of these destinations your business would be located in and ensure that what you propose aligns with the DAP for that destination. Your task is to write a report that: ? Critically appraises the region, its current visitors, current experiential offerings and tourism infrastructure. ? Evaluates the strategic tourism objectives for the region as a whole and the specific destination objectives as per the DAP. ? Identifies a gap in the current experiential offering that is aligned with the DAP for the selected destination. ? Proposes a tourism business that would fill that gap. ? Identifies the specific target market/s, who they are, how you selected them and why you think they would be interested what your business has to offer. ? Identifies what key relationships/partnerships the business would need to be successful. ? Outlines specific goals for your business to achieve. ? Specifies how you would measure the success of your business in achieving the objectives of the region and long-term viability of its operations. The report must be well researched (based on relevant and reliable sources), and incorporate theories, management principles and the published strategies of tourism agencies that promote tourism and visitation to the Great Ocean Road region of Victoria. It should be written in an academic style, approx. 3000 words in length (not including executive summary, reference list or any appendices). Be particularly careful to avoid plagiarism that is, passing other people’s work off as your own (academic theft). Penalties for plagiarism are heavy and may include failure in the course. The main criteria for success: 1.Insight – The report should demonstrate an in-depth understanding of the destination/attraction experiential services and qualities, and tourist/visitor motivation theory and the role of stakeholders in providing and managing this.
Substantiation – The report should be underpinned by course material and additional readings around the topic. 3.Clarity and structure – The report should be well structured and clearly presented Readings for the assessment (instructions where they can be found e.g. MyAthens database, Moodle etc.) Relevant readings for this assessment can be found on Moodle, relevant agency websites and using the EBSCO Discovery service. Grading Criteria / Rubric The grading rubric for this assessment is attached
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Assessment 3 Assessment type: Ethical analysis – individual assignment (1,500 words) Purpose: This assessment will allow students to conduct the ethical analysis of a situation provided by them and approved by tutor. This assessment contributes to learning outcomes a and b. Topic: Students need to identify maximum four situations in the department allocated as per your student ID. Analyse them based on any four ethical philosophies taught to you in this unit. Students will demonstrate that they can identify, assess and analyse the situation. Task Details: Background Since its foundation in 1937, globally, Toyota has strived continuously to contribute to the sustainable development of society and the planet through its business operations. Their principle that they have continued since Toyota Australia started in 1963 and has helped to cement their position as Australia’s leading automotive company. Motor vehicles greatly expand the freedom of mobility, however, they recognised that they can also have an effect on the society and the environment. With this in mind, they listened carefully to their stakeholders as they pursued a business that works towards harmony with people, society, and the global environment. They are continuously innovating to develop vehicles that meet the needs of the market both now and into the future. Their research focuses on vehicles powered by a range of alternative fuels and vehicles with the potential for automated driving. They continue to work towards vehicles that are safe for everyone, and that maintain the standards of durability and reliability that people expect from the Toyota brand. Identify minimum one and maximum four situations in the department allocated as per your student ID. Analyse them based on any four ethical philosophies taught to you in this unit. Identify minimum one and maximum four situations in the department allocated as per your student ID. Analyse them based on any four ethical philosophies taught to you in this unit. Departments Department 1: The Production function undertakes the activities necessary to provide the organisation’s products or services. Its main responsibilities are: o production planning and scheduling o control and supervision of the production workforce o managing product quality (including process control and monitoring o maintenance of plant and equipment o control of inventory o deciding the best production methods and factory layout. Department 2: The Research and Development (R&D) function is concerned with developing new products or processes and improving existing products/processes. R&D activities must be closely coordinated with the organisation’s marketing activities to ensure that the organisation is providing exactly what its customers want in the most efficient, effective, and economical way. want in the most efficient, effective, and economical way. Department 3: The Purchasing function is concerned with acquiring goods and services for use by the organisation. These will include, for example, raw materials and components for manufacturing and also production equipment. The responsibilities of this function usually extend to buying goods and services for the entire organisation (not just the Production function), including, for example, office equipment, furniture, computer equipment and stationery. In buying goods and services, purchasing managers must consider a number of factors – Quantity, Quality, Price and Delivery. Department 4: Marketing is concerned with identifying and satisfying customers’ needs at the right price. Marketing involves researching what customers want and analysing how the organisation can satisfy these wants. Marketing activities range from the ‘strategic’, concerned with the choice of product markets (and how to compete in them, for example, on price or product differentiation) to the operational, arranging sales promotions (e.g., offering a 25 per cent discount), producing literature such as product catalogues and brochures, placing advertisements in the appropriate media and so on. A fundamental activity in marketing is managing the Product, Price, Promotion and Place. Department 5: The Human Resources function is concerned with the following: o Recruitment and selection. Ensuring that the right people are recruited to the right jobs. o Training and development. Enabling employees to carry out their responsibilities effectively and make use of their potential. o Employee relations. Including negotiations related to pay and conditions. o Grievance procedures and disciplinary matters. Dealing with complaints from employees or from the employer. o Health and Safety matters Making sure employees work in a healthy and safe environment. o Redundancy procedures Administering a proper system that is seen to be fair to all concerned when deciding on redundancies and agreeing redundancy payments. Investigate and reflect upon one of the above departments using Ethical Guidelines published by organisations such as: EA and ACS. Investigate and reflect upon one of the above departments using Ethical Guidelines published by organisations such as: EA and ACS. Students with ID ending with 0 or 5, have Department number 1 Students with ID ending with 1 or 6, have Department number 2 Students with ID ending with 2 or 7, have Department number 3 Students with ID ending with 3 or 8, have Department number 4 Students with ID ending with 4 or 9, have Department number 5 Students will prepare a business style report of approximately 1500 words which analyses the above scenario through the lens of any of the FOUR (4) ethical philosophies presented in lecture. For assistance in report writing techniques the relevant resources will be provided through Moodle. A suggested report structure is as follows: o title page o executive summary o table of contents o introduction o ethical analysis o conclusion o references o appendices
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Organizations must stay up-to-date on their vulnerabilities and protection measures. Once vulnerabilities have been evaluated, the organization uses this information to develop a risk assessment plan. This plan should consider the perspectives of owners, shareholders, employees, policy makers, suppliers, and customers.
In this project, “Risk Assessment,” use the previous findings from Project 1, “Vulnerability and Threat Assessment Report,” to recommend an action plan for the risk assessment assigned in this project. The final assignment is a five- to seven-page review or summary of the risk assessment. Note that this is not a complete risk management report, but a “what if” report outlining potentials in both attacks and possible responses.
For this particular project, grades are based on the ability to clearly and accurately assess policies, processes, and technologies to identify and assess risk and articulate effective mitigation strategies to achieve the appropriate security needed for the enterprise.
This is the second of four sequential projects. There are 12 steps in this project. Begin below to review the project scenario.
Transcript
Competencies
Your work will be evaluated using the competencies listed below.
2.1: Identify and clearly explain the issue, question, or problem under critical consideration.
2.5: Develop well-reasoned ideas, conclusions or decisions, checking them against relevant criteria and benchmarks.
9.3: Risk Assessment: Assess policies, processes, and technologies that are used to create a balanced approach to identifying and assessing risks and to manage mitigation strategies that achieve the security needed.
· Project 2: Risk Assessment
Step 1: Review the Risk Management Framework
· As the first step in preparing the risk assessment, review the risk management implementation framework and the risk management technologies that you might use in your assessment.
· In the subsequent sections of this project, you will write a risk assessment summary report that can be used in addressing cybersecurity threats through risk management.
· When this first step is complete, move to the next step, where you will create a list of vulnerable assets
· Step 2: Document Vulnerable Assets
· In the opening step, you considered the risk management implementation framework and the risk management technologies you might use. Now, it’s time to list the organization’s vulnerable assets.
· In order to conduct effective information risk management, the vulnerabilities of the system must be understood and documented prior to starting the assessment, regardless of which of the risk assessment approaches is used.
· Begin by conducting a thorough review of the recently completed Vulnerability and Threat Assessment report. During the review, pay particular attention to which security risks to information systems that might be relevant and consider varying types of risk assessment and analysis.
· Using the Vulnerable Assets Template, identify and create a list of assets considered vulnerable. This is a simple list, not prioritized, not valued, simply identified, but complete. Pay particular attention to application software in both the acquisition and implementation phases. This list of vulnerable assets will also be used during the next step.
· Submit the completed list of vulnerable assets for feedback.
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· In the next step, you will take the vulnerable assets and use them to identify specific internal and external threats.
· Step 3: Review the Vulnerable Assets List
· In the previous step, a list of vulnerable assets was compiled from the Vulnerability and Threat Report in the previous project. Now, incorporate any feedback from the previous step and identify specific cybersecurity threats, including network access risk by devices to those assets.
· Again, the Vulnerability and Threat Assessment final report is the starting point to fulfill this step in the Risk Assessment. Compiling a complete list of threats and vulnerabilities will act as a comprehensive review of your vulnerability assessment as well as potentially expand the list, now that you have greater input and a second look at your previous results.
· Step 4: Document Internal and External Threats
· You’ve reviewed the list of vulnerable assets, and in this step, you will document threats. Recall that a threat is any event, action, or factor that has the potential to cause damage to the enterprise. Threats can come from a variety of sources, including people (a hacker stealing employee passwords) and natural events (a power blackout causing data loss).
· Use the Internal and External Threats Template to add all threats and vulnerabilities—internal and external to the enterprise—and tie them to the itemized assets that will be affected. Note that external threats will include a comprehensive review by device type at network access, both direct and indirect, a view of the social media landscape as a threat.
· Submit the itemized list of threats for feedback.
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· In the next step, you will conduct research and report on inputs for threats and vulnerabilities.
· Step 5: Research Relevant Environmental Factors
· This step continues to build on the internal and external threats as itemized in the previous step by researching relevant external inputs.
· Since cybersecurity is a complex and multifaceted endeavor, an effective analysis of threats includes consideration of the threat landscape inherent within the context in which the enterprise operates.
· Researching how the external context and environment contribute to threats and vulnerabilities is critical because no company or industry is an island, particularly as it pertains to cybersecurity. The very nature of cybersecurity is hyperconnectivity—across companies within the same industry and across industries with similar information demands.
· Be sure to seek external input into the particular situation, specific threats and vulnerabilities, best practices, regulatory factors, government policy issues, previous industry issues, etc. Conduct thorough research in the industry and related industries about previous actions and activities that could affect your company.
· When the research is complete, you will use it in the next step to create a list of external threats and vulnerabilities.
· Step 6: Describe External/Environmental Inputs to Threats and Vulnerabilities
· Using your research from the previous step, create a list of external industry sources and best practices that might apply. Include one or two sentences for each input, commenting on why you think it would add value to your Risk Assessment.
· Submit your list of external inputs of threats and vulnerabilities for feedback.
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· Next, you will identify potential and actual business impacts.
· Step 7: Identify Business Impacts and Probabilities
· Remember, cyber risk management and compliance is not just about the technology. It is also about the impact people, policies, and processes can have on the financial results of the company. After the previous step, in which you created a list of threats and vulnerabilities, now it’s important to consider the effects on business as part of risk assessment.
· Each enterprise must identify and address its own unique threat issues because the most obvious threats are not always the most dangerous ones. Many common threats, such as fire, are already mitigated to a high degree through local building codes and modern infrastructure redundancies. These might not require any further action. However, obscure threats, such as disruptive actions taken by a malicious insider, may be completely unmitigated.
· Any risk assessment should include a view of the business impact should an identified threat become a reality. Also consider the likelihood of occurrence for each threat so the list can be prioritized and appropriately managed.
· For this step, use the external inputs of threats and vulnerabilities compiled in the previous step to consider the business (monetary) impact of any realized threats and the prioritization of these threats by potential impact to the enterprise. In the next step, you will create a list of the business impacts.
· Step 8: List Business Impacts and Probabilities
· You identified the potential financial impacts should identified threats become realities in the last step. Here, use your findings to complete the Business Impacts and Probabilities Matrix, listing each identified threat and the risk, the probability, and a potential mitigation to include all policies, processes, and technologies to be used in formulation of financially and logistically sound mitigation strategy.
· After you’ve completed this step, you will document and prioritize risk responses. Submit your Business Impacts and Probabilities Matrix for feedback.
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· Step 9: Consider Risk Response Strategies
· Now that you have developed a comprehensive list of potential risks with probabilities and potential business impact, it is time to consider possible risk response strategies for these risks. In the next step, you will document and prioritize risk responses.
Step 10: Document and Prioritize Risk Responses
In this step, you will prioritize your selected risk responses from the last step based on several factors:
The economic impact to the organization should the assessed risk occur.
The likelihood (probability) of an event that would activate the risk.
The arrangement of assets ranked by priority based on the highest value of the following formula: (economic impact) X (probability) = risk
SHAPE \* MERGEFORMAT
Risk Formula
Use the Prioritized Risks and Response Matrix template to submit your findings for feedback.
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After this process, you will be ready for the final step, the risk assessment summary report.
Step 11: Compile Your Work Up to This Point
You’ve prioritized your list of risk responses. It’s time to take a look at everything compiled so far for the Risk Assessment Summary Report. Keep in mind that a full risk management report is an intensive team endeavor that takes considerable time and resources to create. Remember that Maria has not tasked you with generating a full risk management report; rather, she has asked you to write a brief “what if” report outlining potentials in both attacks and possible responses.
In this step, take some time to review, make any updates, and compile your risk findings up to this point in preparation for creating the final report in the next step.
Step 12: Write the Risk Assessment Summary Report
Throughout this project, the necessary information has been assembled to provide your boss Maria with a risk assessment so that she may begin developing a long-term risk management strategy. This final step is compiling that information into a cogent “summary report” for presentation to company executives. This report will summarize the Vulnerability and Threat Assessment with the addition of the Risk Assessment just completed.
It is critical to provide recommendations to help the organization implement effective information risk management practices. Use findings in the previous steps to recommend risk management strategies such as least privilege, separation of duties, mandatory vacation, risk management technologies, and others you have found appropriate.
Remember, the recommendations included in the report should address all aspects of the research—business, economic, and technical reasoning for the conclusions.
Follow these Final Risk Assessment Summary Report requirements while writing the final risk assessment summary.
Check Your Evaluation Criteria
Before you submit your assignment, review the competencies below, which your instructor will use to evaluate your work. A good practice would be to use each competency as a self-check to confirm you have incorporated all of them. To view the complete grading rubric, click My Tools, select Assignments from the drop-down menu, and then click the project title.
2.1: Identify and clearly explain the issue, question, or problem under critical consideration.
2.5: Develop well-reasoned ideas, conclusions or decisions, checking them against relevant criteria and benchmarks.
9.3: Risk Assessment: Assess policies, processes, and technologies that are used to create a balanced approach to identifying and assessing risks and to manage mitigation strategies that achieve the security needed.
Submission for Project 2: Risk Assessment Summary Report
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Briefly respond to all the following questions. Make sure to explain and backup your responses with facts and examples. This assignment should be in APA format and have to include at least two references.
In today’s fast-paced, often “agile” software development, how can the secure design be implemented?
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As many have noted, the pandemic did not start this trend but it was a catalyst that forced many industries to mainstream virtual teams. Now weighing the positives and negatives many are not going back to pure face to face. At the least, they are moving to hybrid teams dynamic for the foreseeable future. Motivations are many and range from cost savings on travel and commercial office space to cut commute time, environmental impact, and spending time with family.
Key dynamics often overlooked in virtual teams is building relationships. In those interpersonal communications, both in the team and individually, show appreciation (Roberts, 2012). As team members are challenged and struggle, a virtual team leader who has relationships with their staff can show empathy, which bonds virtual teams together. The process of building relationships is more difficult virtually, but there are a series of techniques for doing this. Some take several days in the team forming stage to focus on team-building activities. Software virtual team leads during CVD would do their daily stand-ups, then schedule virtual coffee breaks during the day. Another creative team leader had her team cook a meal together or do another activity. Another team leader made a point of being highly aware, empathetic, and supportive during the pandemic. She knew that results would come from her highly competent staff if they could stay focused. Another dynamic is to have virtual teams focus on process (Roberts, 2012). As virtual teams work with less immediate oversight an increased attention to process benchmarks can keep them satisfied as they are geographically independent.
In my field, education and leadership coaching, virtual teams are nothing new in the corporate learning and development arena. Training is often most effective face to face in groups with follow up coaching of implementation and turning knowledge into skills. People tend to be more engaged face to face as the distractions of multi-tasking are reduced. Perhaps the biggest emerging trends in education are taking place in intermediate and secondary education. The pandemic has accelerated rapid innovation in Microsoft Teams for education, expanded Google classrooms, and thousands more apps and sites for content. Thousands of teachers are now making instructional videos for virtual teaching online, making virtual classrooms more interactive. For example, using MS Note with Teams, teachers are now able to review students writing as they are doing it and provide live oral input over Teams.
Engagement online of virtual teams is hard. Some companies have alienated employees by reducing salaries for people working remotely. This triggers people to seek new employment immediately. As stated above, rallying people around a shared purpose for task motivation and bonding them via relationships for interpersonal engagement is valuable. For building our virtual team at the beginning of last year, we met for two weeks face to face, then weekly as a team, and one on one with various tasks constantly across the year. This worked pretty well, but each of us made the extra effort to be relational and take an interest in each other’s personal concerns which were rampant across the CVD year, and look for ways to support each other.
Molinsky, A. (2020). Virtual Meetings Don’t Have to Be a Bore. www.hbr.org.
Stewart, L. (2012, Mar 30,). Building Virtual Teams: Strategies For High Performance. Forbes, https://www.forbes.com/sites/ciocentral/2012/03/30/building-virtual-teams-strategies-for-high-performance/
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The Uniform Standards of Professional Appraisal Practice (USPAP) are the generally accepted standards for professional appraisal practice in North America. USPAP contains standards for all types of appraisal services. Standards are included for real estate, personal property, business and mass appraisal. The purpose of USPAP is to promote and maintain a high level of public trust in appraisal practice by establishing requirements for appraisers.
All appraisal reports must include a signed and dated certification that these USPAP requirements have been fulfilled. Among the many stipulations, USPAP requires that the appraiser act as a neutral, disinterested third party, who reports the facts in an unbiased manner. These and other requirements comprise the “standard of care” to which appraisers must adhere.
Discuss one USPAP (Uniform Standards of Professional Appraisal Practice) Business Valuation Standard and how that standard may apply to a given circumstance in a business valuation engagement.
You are required to submit a thread of at least 450 words in response to the provided prompt for each forum. For each thread, you must support your assertions with at least two (2) scholarly/professional sources (note that Investopedia and Wikipedia are not scholarly/professional sources). Your sources MUST be cited at the end of your post using proper APA format
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Reply to material below with at least 250 words citation and reference
The alternatives that are available to Anna and Ethan with regard to holding the conference are a). postpone the conference in hopes for more registries for the next event by researching why this one went south OR b). cancel the event all together OR c). holding the conference as is.
Holding the conference with the limited number of attendees would guarantee a loss of money as their expenses reached $27,450 and their attendees only contributed $6,950 leaving a loss of $20,500.
Canceling the conference means losing money as well since the cost of booking and cancellation fees and airline tickets include a maximum of $17,800.
Rescheduling the event means a cash inflow of $109,600 subtracted by the operating expenses of $56,700 (hotel, planning, operating fees) leaving a profit of $52,900.
The pros of holding the conferences as scheduled is getting some sort of satisfaction in knowing you might have a few loyal customers who would be happy that the event continued. The cons, however, are there will be lots of money lost and the conference would be very awkward with not many people showing up (potential tainted reputation).
The pros of canceling the conference include the company saving money from not incurring costs by holding the conference. The company can focus their money, time, and energy on priorities within the company outside of the conference. The cons, however, include losing those “loyal” customers who were willing and ready to attend the conference.
The pros of rescheduling the conference include holding a legitimate conference (after they go back and review what went wrong with the first one) which attracts many new customers and builds their company reputation and profit. Cons include the hotel company not letting you re-book as you cancelled the first time. Also, by rescheduling the event, the company must devote their time and energy towards a new event rather than devoting their time and money towards other affairs.
As a short-term perspective, Flagstone should learn from this conference by understanding what went wrong the first time. Understanding why there were few registrations and how to make better marketing decisions in the future is key prior to rescheduling any event. Once Flagstone develops an idea of what went wrong, they can pin their eyes towards the future and long-term business decisions. Long term decisions should reflect on how to hold another event which does not repeat the same mistakes and does serve its purpose of attracting many customers. Flagstone needs to identify their weaknesses and build on their strengths in order for maximum success.
References:
Davis C. E., & Davis E. (2020). Managerial Accounting, Enhanced eText (4th ed.). John Wiley & Sons. ISBN-13: 9781119577669
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Some laws arguably overlap into morality. For example, laws prohibiting gambling, underage drinking, and prostitution all arguably stem from moral issues. Are these laws effective? Should they even be laws in our society? Or should they just be moral norms?
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This week, let’s turn for a moment to consider the importance of ethics in your career in the criminal justice system. Watch the following videos and identify the ethical issues for each. Then discuss how you would handle the situations and why.
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Practicum: Population Cultural Considerations and Genetic Predispositions
Overview: This week, you’ll identify any genetic predisposition your chosen population has to a particular disease and develop primary practice interventions that reflect the cultural considerations of the population. Then, you’ll develop culturally appropriate, measureable interventions to help your population members maintain an optimal state of health, avoiding the problem that you identified them being at risk for developing.
Practicum Discussion: Culturally aware nurses recognize that states of health are revealed differently across cultures and ethnicities. Culture and ethnic background will affect the way each individual responds to health, illness, and death (Stanhope & Lancaster, 2020). These nurses are also aware of their own biases, which may affect the care they provide to others (Stanhope & Lancaster, 2020). Because most nurses work in institutions with individual patients, they are accustomed to delivering culturally competent care on a one-on-one basis. When a public health nurse deals with a population, he or she must consider how the population culture affects the ways in which the community nurse may interact. This can be with regard to the provision of education or mass health care needs such as those required in a foodborne illness, if mass vaccinations are needed for a communicable disease outbreak, or if education is required to prevent heart disease. In addition to understanding the nuances of the culture of a population, community health nurses must understand the role genetics play in health. Some disorders, such as glaucoma and diabetes, have a genetic link, as do some cancers, such as breast and ovarian.
Please discuss the following questions in your Practicum Discussion:
Provide a few examples of community resources that should be put in place to assist your population in resolving their health care needs. What gaps in service do you see that affect your population?
Are there any cultural considerations that might inform your approach to caring for this population?
Does your population have a genetic predisposition to the health care problem you have identified?
Identify at least one evidence-based, culturally competent behavior change that would promote health for your selected population and for the specific health care problem you are addressing?
Post your response to this Discussion.
Support your response with references from the professional nursing literature.
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