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Collaboration as Sustainability in Action; Site and natural energy Required Materials Sustainable construction and design/M. Regina Leffers, Pearson, ISBN-13: 978-0-13-502728-8 please complete the following: 1. Complete Assignment If you use the words of others you must properly cite the reference. If you paraphrase the ideas of others you must properly cite the reference. Please use APA format. .

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Codes of Ethics: Guides Not Prescriptions A set of rules and directives that would result in efficient and ethical professional practice would be something clearly welcomed by student and professional alike. However, as should be clear by now, such prescriptions or recipes for professional practice do not exist, nor does every client and every professional condition provide clear-cut avenues for progress. Professional practice is both complex and complicated. The issues presented are often confounded and conflicting. The process of making sense of the options available and engaging in the path that leads to effective, ethical practice cannot be preprogrammed but rather needs to be fluid, flexible, and responsive to the uniqueness of the client and the context of helping. The very dynamic and fluid nature of our work with clients prohibits the use of rigid, formulaic prescriptions or directions. Never is this so obvious as when first confronted with an ethical dilemma. Consider the subtle challenges to practice decisions presented in Case Illustration 7.1. The case reflects a decision regarding the release of information and the potential breach of confidentiality. The element confounding the decision, as you will see, is that the client was deceased and it was the executrix of the estate providing permission to release the information to a third party. Case Illustration 7.1 Conditions for Maintaining Confidentiality While all clinicians have been schooled in the issue of confidentiality and the various conditions under which confidentiality must be breached (e.g., prevention of harm to self or another), the conditions of maintenance of confidentiality can be somewhat blurred when the material under consideration is that of a client who is now deceased. Consider the case of Dr. Martin Orne, MD, PhD. Dr. Orne was a psychotherapist who worked with Anne Sexton, a Pulitzer Prize winner. Following the death of Ms. Sexton, an author, Ms. Middlebrook, set out to write her biography. In doing her research, Ms. Middlebrook discovered that Dr. Orne had tape-recorded a number of sessions with Ms. Sexton in order to allow her to review the sessions, and he had not destroyed the tapes following her death. Ms. Middlebrook approached Linda Gray Sexton, the daughter of the client and the executrix of the estate, seeking permission to access these tapes of the confidential therapy sessions as an aid to her writing. The daughter granted permission for release of the therapeutic tapes. A number of questions could be raised around this case, including the ethics of tape-recording or the ethics of maintenance of the tapes following the death of the client. However, the most pressing issue involves the conditions under which confidentiality should be maintained. The challenge here is, should Dr. Orne release the tapes in response to the daughter’s granting of permission, or does his client have the right to confidentiality even beyond the grave? As noted, t.

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Codecademy: Monetizing a Movement? 815-093 815-093 Codecademy: Monetizing a Movement? Codecademy: Monetizing a Movement? 815-093 9-815-093 RE V : OCT OB E R 1 4 , 2 0 1 5 JEFFREY J. BU SSGANG LISA C. MA ZZANTI Codecademy: Monetizing a Movement? We’re a movement to make education more of a commodity. We’re not just a for-profit company. Our mission would get tainted if we charged consumers for content. We need to be authentic. — Zach Sims, Cofounder and CEO Zach Sims and Ryan Bubinski sat in the Codecademy headquarters, an exposed-brick fourth-floor office near Madison Square Park in New York City. In 2011, while in their early twenties, the two had founded Codecademy, an open-platform, online community to teach users to code. By 2014, they had a total of 24 million unique users and a library of over 100,000 lessons. The company had raised a total of $12.5 million in funding and was, on many fronts, an overwhelming success. However, there were still no revenues. The company’s website stated, “Codecademy is free and always will be.”1 The founders, along with the board, had decided that 2014 would be a year of experimentation with different monetization strategies. By June, the cofounders had preliminarily tested two monetization models. The first charged companies for training employees offline on coding skills, a service that the training departments of these companies paid an annual fee to receive. The second monetization model focused on a labor marketplace to match Codecademy users with jobs that corporations and recruiters were seeking to fill. But 2014 had also been busy in other arenas for the 25-employee company. In April, the company launched a redesign of its website, because, as the Codecademy blog announced, “it quickly became apparent that if we wanted to grow and mature as a brand, we required a thorough redesign of our entire product.”2 The next month, the company announced that they were opening an office in London to work with the British education system and also had forged partnerships with foundations and government bodies in Estonia, Argentina, and France. As Sims and Bubinski huddled in their glass-walled conference room, they tried to focus on the task at hand—to narrow down their ideas and eventually decide on a viable business model. The two reviewed early results from both experiments to prepare for the upcoming board meeting where they planned to present their findings and propose next steps. The employee-training experiments had yielded promising initial results but would require hiring a sales force, offline instructors, and some content customization to scale. The labor marketplace model promised less friction in scaling but represented a more crowded market opportunity. Senior Lecturer Jeffrey J. Bussgang and Case Researcher Lisa C. Mazzanti (Case Research & Writing Group) prepared this case. It was reviewed and approved before publication by a company designate. Funding for the develo.

Codecademy Monetizing a Movement 815-093 815-093 Codecademy.docx

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Code switching involves using 1 language or nonstandard versions of a language instead of another language due to setting, conversational partner, topic, and other factors. Respond to the following in a minimum of 175 words: When was a time that you engaged in code switching? Why did you engage in code switching? What were the potential benefits and potential consequences of code switching in that scenario? What was the result of your actions? .

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Code of Ethics for the Nutrition and Dietetics Profession Effective Date: June 1, 2018 Preamble: When providing services the nutrition and dietetics practitioner adheres to the core values of customer focus, integrity, innovation, social responsibility, and diversity. Science-based decisions, derived from the best available research and evidence, are the underpinnings of ethical conduct and practice. This Code applies to nutrition and dietetics practitioners who act in a wide variety of capacities, provides general principles and specific ethical standards for situations frequently encountered in daily practice. The primary goal is the protection of the individuals, groups, organizations, communities, or populations with whom the practitioner works and interacts. The nutrition and dietetics practitioner supports and promotes high standards of professional practice, accepting the obligation to protect clients, the public and the profession; upholds the Academy of Nutrition and Dietetics (Academy) and its credentialing agency the Commission on Dietetic Registration (CDR) Code of Ethics for the Nutrition and Dietetics Profession; and shall report perceived violations of the Code through established processes. The Academy/CDR Code of Ethics for the Nutrition and Dietetics Profession establishes the principles and ethical standards that underlie the nutrition and dietetics practitioner’s roles and conduct. All individuals to whom the Code applies are referred to as “nutrition and dietetics practitioners”. By accepting membership in the Academy and/or accepting and maintaining CDR credentials, all nutrition and dietetics practitioners agree to abide by the Code. Principles and Standards: 1. Competence and professional development in practice (Non-maleficence) Nutrition and dietetics practitioners shall: a. Practice using an evidence-based approach within areas of competence, continuously develop and enhance expertise, and recognize limitations. b. Demonstrate in depth scientific knowledge of food, human nutrition and behavior. c. Assess the validity and applicability of scientific evidence without personal bias. d. Interpret, apply, participate in and/or generate research to enhance practice, innovation, and discovery. e. Make evidence-based practice decisions, taking into account the unique values and circumstances of the patient/client and community, in combination with the practitioner’s expertise and judgment. f. Recognize and exercise professional judgment within the limits of individual qualifications and collaborate with others, seek counsel, and make referrals as appropriate. g. Act in a caring and respectful manner, mindful of individual differences, cultural, and ethnic diversity. h. Practice within the limits of their scope and collaborate with the inter-professional team. 2. Integrity in personal and organizational behaviors and practices (Autonomy) N.

Code of Ethics for the Nutrition and Dietetics Pr.docx

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Code of Ethics for Engineers 4. Engineers shall act .docx

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Coder Name: Rebecca Oquendo Coding Categories: Episode Aggressive Behavior Neutral Behavior Virtuous Behavior Aggressive Gaming Neutral Gaming Virtuous Gaming An older peer began using slurs or derogatory language An older peer suggested that the team should cheat The child witnessed an older peer intentionally leave out another player An older player suggested that they play a different game The child lost the game with older players on their team The child witnessed an older player curse every time a mistake was made Index: · In this case aggressive behavior would constitute as mimicking older members undesired behaviors or becoming especially angry or agitated in game. A neutral behavior would be playing as they usually would not mimicking older player’s behaviors or trying to fit in to their more aggressive styles. A virtuous behavior would be steering the game away from aggression, voicing an opinion about the excessive aggression, or finding a way to express their gaming experience in a positive way. The same can be applied for the similar categories in “gaming”. · Each category can be scaled from 1-7 in which way the child’s dialogue tended to be behavior and gaming wise with a 1 indicating little to no effort in that direction and a 7 indicating extreme effort in that category. 1. What are the different types of attributes? Provide examples of each attribute. 2. Describe the components of a decision tree. Give an example problem and provide an example of each component in your decision making tree 3. Conduct research over the Internet and find an article on data mining. The article has to be less than 5 years old. Summarize the article in your own words. Make sure that you use APA formatting for this assignment. Questions from attached files 1. Obtain one of the data sets available at the UCI Machine Learning Repository and apply as many of the different visualization techniques described in the chapter as possible. The bibliographic notes and book Web site provide pointers to visualization software. 2. Identify at least two advantages and two disadvantages of using color to visually represent information. 3. What are the arrangement issues that arise with respect to three-dimensional plots? 4. Discuss the advantages and disadvantages of using sampling to reduce the number of data objects that need to be displayed. Would simple random sampling (without replacement) be a good approach to sampling? Why or why not? 5. Describe how you would create visualizations to display information that describes the following types of systems. a) Computer networks. Be sure to include both the static aspects of the network, such as connectivity, and the dynamic aspects, such as traffic. b) The distribution of specific plant and animal species around the world fora specific moment in time. c) The use of computer resources, such as processor time, main me.

Coder Name Rebecca Oquendo .docx

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Codes of Ethical Conduct: A Bottom-Up Approach Ronald Paul Hill • Justine M. Rapp Received: 18 January 2013 / Accepted: 12 December 2013 / Published online: 1 January 2014 � Springer Science+Business Media Dordrecht 2013 Abstract Developing and implementing a meaningful code of conduct by managers or consultants may require a change in orientation that modifies the way these precepts are determined. The position advocated herein is for a different approach to understanding and organizing the guiding parameters of the firm that requires individual reflection and empowerment of the entire organization to advance their shared values. The processes involved are discussed using four discrete stages that move from the personal to the work team and to the unit to the full company, followed by the board of directors’ evaluation. The hoped-for end product is dynamic, employee-driven, codes of conduct that recognize the systemic and far- reaching impact of organizational activities across internal and external stakeholders. Operational details for and some issues associated with its implementation are also provided. Keywords Code of conduct � Employee-driven approaches � Bottom-up development Corporation, Be Good! Frederick (2006) That managers and employees are capable of both ethical and unethical behaviors due to individual and internal corporate culture factors cannot be denied (Ashforth and Anand 2003; Treviño and Weaver 2003; Treviño et al. 2006). Over the last decade, as diverse organizational stakeholders began exerting more pressure on firms to eliminate unethical conduct, the field of management has witnessed a proliferation of research on ethics and ethical behavior in organizations (Elango et al. 2010; Gopala- krishnan et al. 2008; O’Fallon and Butterfield 2005; Tre- viño et al. 2006). However, recent ethical failures, as well as continuous ethical challenges that organizations face, have led scholars to conclude that predicting ethical dilemmas is difficult a priori: ‘‘It is only, when we look back on our conduct over the long run that we may find ourselves guilty of moral laxity’’ (Geva 2006, p. 138). What underlies this particular situation is the inability of organizational elites to monitor and implement initiatives within today’s complex business entities (Martin and Eisenhardt 2010; Uhl-Bien et al. 2007). Accordingly, more dynamic approaches to business ethics is needed, one that spans ‘‘both the individual and organizational levels’’ of concern (Gopalakrishnan et al. 2008, p. 757). As a consequence and in reaction to neoclassical eco- nomics, managers and their employees are expected to go beyond dictates imposed by the law and marketplace to fulfill larger responsibilities (Stark 1993). This expectation is accomplished through adoption of a stakeholder per- spective that is infused with empathy for people, groups, and communities that may be impacted by the actions of business.

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CNL-530 Topic 2 Sexual Response Cycle ChartMasters and John.docx

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CODE OF ETHICS Review the following case study and address the questions that follow: General Hospital’s staff aggregated its infection rate data for comparison purposes with four other hospitals in the community. The staff members were aware that the data was flawed. They presented a false perception that General Hospital’s postoperative infection rates were lower than those of peer hospitals. The comparison data was published in the local newspaper. The Jones family, believing the data to be correct and concerned about the number of deaths related to hospital-acquired infections, relied on the data in selecting General Hospital as their preferred hospital. Tasks: Describe how organizational and professional codes of ethics were violated in this case. Describe what role an organization’s ethics committee could play in addressing this or similar issues. 400 words APA format .

CODE OF ETHICSReview the following case study and address the qu.docx

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cocaine, conspiracy theories and the cia in central america by Craig Delaval Delaval is a freelance writer and filmmaker and was a production assistant for "Drug Wars." This article was edited by Lowell Bergman, series reporter for "Drug Wars." Since its creation in 1947 under President Harry Truman, the CIA has been credited with a number of far-fetched operations. While some were proven - the infamous LSD mind-control experiments of the 1950s - others, like the assassination of John F. Kennedy and the crash of the Savings and Loans industry, have little or no merit. In 1996 the agency was accused of being a crack dealer. A series of expose articles in the San Jose Mercury-News by reporter Gary Webb told tales of a drug triangle during the 1980s that linked CIA officials in Central America, a San Francisco drug ring and a Los Angeles drug dealer. According to the stories, the CIA and its operatives used crack cocaine--sold via the Los Angeles African-American community--to raise millions to support the agency's clandestine operations in Central America. The CIA's suspect past made the sensational articles an easy sell. Talk radio switchboards lit up, as did African-American leaders like U.S. Rep. Maxine Waters, D-Los Angeles, who pointed to Webb's articles as proof of a mastermind plot to destroy inner-city black America. One of the people who was accused in the San Jose Mercury-News of being in the midst of the CIA cocaine conspiracy is one of the most respected, now retired, veteran D.E.A. agents, Robert "Bobby" Nieves. "You have to understand Central America at that time was a haven for the conspiracy theorists. Christic Institute, people like Gary Webb, others down there, looking to dig up some story for political advantage," Nieves said. "No sexier story than to create the notion in people's minds that these people are drug traffickers." But in the weeks following publication, Webb's peers doubted the merit of the articles. Fellow journalists at the Washington Post, New York Times and Webb's own editor accused him of blowing a few truths up into a massive conspiracy. Amongst Webb's fundamental problems was his implication that the CIA lit the crack cocaine fuse. It was conspiracy theory: a neat presentation of reality that simply didn't jibe with real life. Webb later agreed in an interview that there is no hard evidence that the CIA as an institution or any of its agent-employees carried out or profited from drug trafficking. Still, the fantastic story of the CIA injecting crack into ghettos had taken hold. In response to the public outcry following Webb's allegations--which were ultimately published in book form under the title Dark Alliance--the CIA conducted an internal investigation of its role in Central America related to the drug trade. Frederick Hitz, as the CIA Inspector General-- an independent watchdog approved by Congress--conducted the investigation. In October 1998, the CIA released a declassifie.

cocaine, conspiracy theories and the cia in central america by Craig.docx

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Code of Ethics The Code of Ethical Conduct and Statement of Commitment, approved by NAEYC’s Governing Board in 1989, revised in 2005, and reaffirmed and updated in 2011, includes a section of ethical responsibilities to families, articulating 15 specific principles governing actions and the following nine ideals: 1. To be familiar with the knowledge base related to working effectively with families and to stay informed through continuing education and training 2. To develop relationships of mutual trust and create partnerships with the families served 3. To welcome all family members and encourage them to participate in the program (See Figure 4-14.) 4. To listen to families, acknowledge and build on their strengths and competencies, and learn from families as we support them in their task of nurturing children 5. To respect the dignity and preferences of each family and to make an effort to learn about its structure, culture, language, customs, and beliefs 6. To acknowledge families’ child-rearing values and their right to make decisions for their children 7. To share information about children’s education and development with families and to help them understand and appreciate the current knowledge base of the early childhood education profession 8. To help family members enhance their understanding of their children and support the continuing development of their skills as parents 9. To participate in building support networks for families by giving them opportunities to interact with program staff, other families, community resources, and professional services (NAEYC, 2005, 2011) Figure 4-14. © Cengage Learning® One of the ideals of the revised code of ethics is to welcome all family members and encourage them to participate in their children’s school. Code of Ethics The Code of Ethical Conduct and Statement of Commitment, approved by NAEYC’s Governing Board in 1989, revised in 2005, and reaffirmed and updated in 2011, includes a section of ethical responsibilities to families, articulating 15 specific principles governing actions and the following nine ideals: 1. To be familiar with the knowledg e base related to working effectively with families and to stay informed through continuing education and training 2. To develop relationships of mutual trust and create partnerships with the families served 3. To welcome all family members and encourage them to participate in the program (See Figure 4 - 14.) 4. To listen to families, acknowledge and build on their strengths and competencies, and learn from families as we support them in their task of nurturing children 5. To respect the dignity and pref erences of each family and to make an effort to learn about its structure, culture, language, customs, and beliefs 6. To acknowledge families’ child - rearing values and their right to make decisions for their children 7. To share information about children’s educ ation and development with families and to help them.

Code of EthicsThe Code of Ethical Conduct and Statement of Com.docx

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Code Galore Caselet: Using COBIT® 5 for Information Security Company Profile – Code Galore Background Information The Problems Your Role Your Tasks Figures Notes Questions 2 Agenda © 2013 ISACA. All rights reserved. Profile Start-up company founded in 2005 One office in Sunnyvale, California, USA 10 remote salespeople and a few with space at resellers’ offices Approximately 100 total staff; about one-third work in engineering 3 Company Profile – Code Galore 4 What we do Org. Structure Operational Industry Products Sales Financials Background Information Building a comprehensive business function automation software that performs many functions (decision making in approaching new initiatives, goal setting and tracking, financial accounting, a payment system, and much more). The software is largely the joint brainchild of the Chief Technology Officer (CTO) and a highly visionary Marketing Manager who left the company a year ago 5 What we do Org. Structure Operational Industry Products Sales Financials Background Information – What We Do Financed 100% by investors who are extremely anxious to make a profit. Investors have invested more than US $35 million since inception and have not received any returns. The organization expected a small profit in the last two quarters. However, the weak economy led to the cancellation of several large orders. As a result, the organization was in the red each quarter by approximately US $250,000. 6 Background Information – Financials What we do Org. Structure Operational Industry Products Sales Financials Code Galore is a privately held company with a budget of US $15 million per year. Sales last year totaled US $13.5 million (as mentioned earlier, the company came within US $250,000 of being profitable each of the last two quarters). The investors hold the preponderance of the company’s stock; share options are given to employees in the form of stock options that can be purchased for US $1 per share if the company ever goes public. Code Galore spends about five percent of its annual budget on marketing. Its marketing efforts focus on portraying other financial function automation applications as ‘point solutions’ in contrast to Code Galore’s product. 7 Background Information – Financials What we do Org. Structure Operational Industry Products Sales Financials 8 Background Information – Org. Structure Figure 1—Code Galore Organisational Chart CEO CSO VP, Finance VP, Business CTO VP, Human Resources Security Administrator Sales Mgr Accounting Dir. Sr. Financial Analyst Infrastructure Mgr. Sys. Dev. Mgr. HR Manager What we do Org. Structure Operational Industry Products Sales Financials The board of directors: Consists of seasoned professionals with many years of experience in the software industry Is scattered all over the world and seldom meets, except by teleconference Is uneasy with Code Galore being stretched so thin financially, and a few members have tendered thei.

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Code: Expenses $ including grants of $ Revenue $ Code: Expenses $ including grants of $ Revenue $ Code: Expenses $ including grants of $ Revenue $ Expenses $ including grants of $ Revenue $ 732002 11-28-17 1 2 3 4 Yes No Yes No 4a 4b 4c 4d 4e Form 990 (2017) Page Check if Schedule O contains a response or note to any line in this Part III �� Briefly describe the organization's mission: Did the organization undertake any significant program services during the year which were not listed on the prior Form 990 or 990-EZ? If "Yes," describe these new services on Schedule O. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization cease conducting, or make significant changes in how it conducts, any program services? If "Yes," describe these changes on Schedule O. ~~~~~~ Describe the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported. ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) Other program services (Describe in Schedule O.) ( ) ( ) Total program service expenses | Form (2017) 2 Statement of Program Service AccomplishmentsPart III 990 MAN IN THE MIRROR, INC. 59-3178628 X SERVING PASTORS, TRAINING LEADERS, DISCIPLING MEN. OUR LONG-TERM GOAL IS THAT, WITH GOD'S HELP, 10 MILLION MEN WILL LEAD POWERFUL LIVES TRANSFORMED BY CHRIST BY 2020. X X 2,246,446. LEADERSHIP COMMUNITY: MAN IN THE MIRROR HELPS CHURCHES DISCIPLE MEN THROUGH THE JOURNEY TO BIBLICAL MANHOOD, A FLEXIBLE PROCESS THAT COMBINES THE PRINCIPLES OF NO MAN LEFT BEHIND, CHURCH EVENTS, SMALL GROUP CURRICULA, BIBLE STUDY, AND MORE. THE JOURNEY PROVIDES CHURCHES WITH 12 CHALLENGES TO DISCIPLE MEN IN THE MAJOR AREAS OF THE CHRISTIAN LIFE--ALL OF WHICH ARE FULLY CUSTOMIZABLE WITH TEMPLATES AND TIMELINES. MAN IN THE MIRROR AREA DIRECTORS LINK ARMS WITH PASTORS AND LEADERS IN THEIR AREA OF THE COUNTRY TO HELP THEM BE AS EFFECTIVE AS POSSIBLE IN REACHING MEN. LOCATED THROUGHOUT THE COUNTRY, THEY SERVE AS LOCAL MEN'S DISCIPLESHIP EXPERTS TO ANY CHURCH THAT WANTS HELP. THEY ALSO COORDINATE A LOCAL COALITION FOR MEN'S DISCIPLESHIP, MADE UP OF CHURCHES AND LEADERS COMMITTED TO THE CAUSE. 116,854. RESOURCE MINISTRY (RESOURCES AND BOOKS) - MAN IN THE MIRROR ALSO PROVIDES BOOKS FOR PURCHASE AT UP TO 85% OFF OF THE COVER PRICE THROUGH OUR BOOKS BY THE BOX PROGRAM. THROUGH THIS PROGRAM, WE PARTNER WITH LOCAL LEADERS WHO PURCHASE THE BOOKS AT THESE GRATUITOUS DISCOUNTS AND THEN GIVE THEM AWAY TO FRIENDS, NEIGHBORS AND FELLOW PARISHIONERS FOR FREE. APPROXIMATELY 94,000 BOOKS WERE DISTRIBUTED IN THIS FASHION IN 2016 ALONE. 188,635. 53,242. LEADERSHIP TRAINING CENTER - MAN IN THE MIRROR TRAINS LEADERSHIP TEAMS WITH A PROVEN STRATEGY FOR DISCIPLING EVERY MAN IN THE CHURCH, TH.

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"COBIT Planning" Please respond to the following: Describe how organizations establish the five (5) COBIT IT governance focus areas: strategic alignment, value delivery, risk management, resource management, and performance management Suppose senior management has tasked you with the planning of the COBIT compliance project. In terms of the COBIT framework, predict which key areas are likely to be problematic to implement. Suggest at least two (2) possible solutions to these problematic areas. .

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Coalition Testimony Group Presentation Coalition on Nutrition, Food, and Obesity Identification of the Organization As a stakeholder in the Nutrition, Food and Obesity Coalition, our main focus is to address the needs of people suffering from obesity and also advocate for better food and nutrition in order to prevent the development of obesity among populations. The organization’s stand on the issue of obesity is that obesity is very rampant in our societies that it affects even young school-going kids. This isn’t a good reflection of our society and more efforts should be employed to minimize and manage obese cases among populations. Proposed Bill S.2726 The bill S. 2726 that is referred to as ”Reducing Obesity in Youth Act of 2018” was formulated to ensure that the Public Health Service Act is amended in order to soundly address obesity among children. The bill proposes that physical activity and healthy eating among children must be enhanced. This can be done through various forums which will involve the parents, teachers, trainers and any other stakeholder that interacts with children. Our Stand on the Proposed Bill S. 2726 Our organization is fully supporting the Bill S. 2726 because the adoption of this bill will greatly reduce the cases of children with obesity. Research has shown that kids who are over-weight while young tend to become obese while adults. Therefore, adopting the bill will minimize the cases of obese kids and young future adults. I personally support this bill because through this bill, the lives of many children will be free from obese complications and a healthy lifestyle will be promoted. The bill will also enhance the realization of our organization (and other organizations working to address obesity) goals of promoting healthy eating and managing obesity cases in a proper manner. I would ask all policy makers to vote YES for the Bill S. 2726 as this will be a big milestone in promoting healthy foods and nutrition and, in turn, tackle obesity cases within the human population. Personally, I have witnessed children who suffer from obesity due to their unhealthy lifestyle. For instance, instead of playing outside, most kids prefer to play video games. This increases their inactivity levels thereby promoting the occurrence of obesity. Therefore, voting YES for a bill that will reduce a child’s screen time and increase his/her outdoor playtime will be a plus to the fight against obesity cases among children. Research by Alston, Okrent, & Parks (2012) acknowledge that obesity is a public health menace that affects most American population. They, therefore, find it more effective to implement policies that will curb this menace. Voting the Bill S. 2726 will be a major milestone in the fight against obesity. It is our duty to take care of the health issues of our children since they are the future leaders. For us to maintain a healthy population in the future, more work should be done.

Coalition Testimony Group PresentationCoalition on Nutrition, .docx

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CO3: Through active reading and critical thinking, investigate ideal gases, acids and bases Prompt Describe the three common states of matter and how they are related to temperature and pressure as forces on Earth. On other planets there may be different forces that could alter the states of common atoms or molecules. For example, could Iron exist as a gas in some planets? How could that happen if at all? Could solid oxygen be present in a planet? Is that possible, and if so, why? Your essay should be at least 500 words with two or more academic references in APA format. .

CO3 Through active reading and critical thinking, investigate i.docx

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COBB COUNTY GOVERMENTMARIETTA, GEORGIACOMPREHENSIVE .docx

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Coburn, G (2015). A Psychological Analysis of Behavioral Consumerism: Advertising, Decision-Making, and its Implications for Retailers. CMC Senior Theses. Retrieved from http://scholarship.claremont.edu/cgi/viewcontent.cgi?article=2070&context=cmc_theses Heinberg, R. (2014). The brief tragic reign of consumerism... and the birth of a happy alternative. Fellowship, 78(1-3), 28-31. Retrieved from Proquest Central from the Touro Library Kostadinova, E. (2016). Sustainable Consumer Behavior: Literature Overview. Economic Alternatives, 2, 224-234. Retrieved from http://www.unwe.bg/uploads/Alternatives/Elena_9_ALTERNATIVI_br2_2016-en.pdf The RSA (2016). Frank Trentmann on Consumerism [Video file]. Retrieved from https://www.youtube.com/watch?v=BK036Fei1gI (22:26) question 1. After reviewing the assigned materials, explore the various advertizing, social and psychological factors that contributed to the rise of consumerism in the 20th century question 2 2a. After reviewing the assigned materials, elaborate on 4 key recent psychology related research findings about sustainable consumer behaviors. 2b. Compare and contrast the impact of consumerism versus sustainable consumer behaviors in your own life. Please provide specific examples. .

Coburn, G (2015). A Psychological Analysis of Behavioral Consumerism.docx

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