Case 12�1Carson ManorIn late November, Ms. Elaine Taylor, direct.pdf
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Case 121 Carson Manor In late November, Ms. Elaine Taylor, director of supply for the city of Winston, was reviewing proposals for the Carson Manor study. Three consulting groups had responded to a request for proposal (RFP) to study the operation of the city-owned nursing home. Ms. Taylor knew that her recommendations for selection of a consultant would have to be completed by mid-December. page 360 CARSON MANOR Carson Manor was opened about 30 years ago for persons requiring nursing care. Carson had a bed capacity of 470. Staff totaled 235 with nonmanagement personnel unionized under the District Service Workers Union Local 325. Day-to-day operations of the Carson Manor were the responsibility of the Carson Manor administrator, who reported to Mr. Henry Davis, the citys director of social services. Policy and budget plans were developed by Mr. Davis and his staff in conjunction with Carson administrative staff and the Carson Manor Committee of Management (CMCM). The CMCM consisted of five aldermen who were appointed or volunteered to fill these positions. The CMCM reported to another aldermanic committee, with broader community service concerns, called the Committee for Community Services. This committee reviewed major expenditures and decisions impacting community service policy. All major expenditures were then reviewed by the Board of Control, consisting of the mayor and four elected controllers, prior to being sent to city council for final approval. As director of social services, Mr. Davis reported to the city administrator, Mr. J. Peterson, who in turn reported to the mayor. The combined elected and appointed reporting structure is shown in Exhibit 1. PURCHASING AND SUPPLY DIVISION (PSD) The PSD had purchasing and disposal authority for the citys engineering, fire, landfill/sanitation departments, and social services division, and for city hall building support. The city operated separate purchasing departments in the public utilities commission, the libraries, and the police department. Purchasing authority was granted to the PSD director and her buyers by municipal bylaw. This bylaw outlined the limits of purchasing authority and formed the basis of the PSDs Policy Manual for Purchasing, Tendering, and Disposal. The main objective of the PSD was to respond to the needs of other departments and divisions for goods and services at minimum cost, consistent with desired quality, delivery timing, and reliability. The PSD had expertise in the purchasing and tendering of goods and certain services, such as equipment rental, maintenance contracts, and engineering/architectural consulting. However, it had not dealt extensively with management consulting service procurement at that time. Elaine Taylor became director of PSD two years ago at the age of 35. Prior to this, she was chief buyer and assistant director of purchasing for the city of Forestview, similar in size to Winston. Elaine reported to the city treasurer, Mr. R. Holbright, and .
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Be sure to analyze the cost differences as well as other differences i.pdf
Be sure to analyze the cost differences as well as other differences in the proposal.
Required: Create a scorecard using at least five criteria (must include cost and savings as two of the
criteria ) to aid in the analysis. Provide an explanation of why you chose the criteria you chose and why
you used the weights you chose (why is one criteria more or less important than others). You are allowed
to make assumptions but clearly state your assumptions.
Required: Provide an explanation of why you selected the solution that you recommended.
Use the table below as guidance. The scores should be out of 100 and the weights should add up to 1.
Table 1 : Scorecard for XYZ Corp .
Criteria Score Weight Total
Cost 85 0.30 25.5
Savings 88 0.25 22
Criteria 3 95 0.15 14.25
Criteria 4 100 0.15 15
Criteria 5 80 0.15 12
Final Score 88.75
Criteria
Score
Weight
Total
Cost
85
0.30
25.5
Savings
88
0.25
22
Criteria 3
95
0.15
14.25
Criteria 4
100
0.15
15
Criteria 5
80
0.15
12
Final Score
88.75
Criteria Score Weight Total
Cost 85 0.30 25.5
Savings 88 0.25 22
Criteria 3 95 0.15 14.25
Criteria 4 100 0.15 15
Criteria 5 80 0.15 12
Final Score 88.75
In late Nowbater, Ms. Elaine Taylor, Girsctar of upe andy the eperatian of the city-ewnsd old-age
bome. ply for the city of Winuton, wal seviewing propole. Mk. Trylor isew that her
necemmentations for selesfor the Carion Manor stady. Three comalting groupn boe of a
consaltaat wield have to be completed by hat responded to a request for proposat (RFir) be
CARSON MANOR PURCHASING AND SUPPLY Carson Manor was epened about 30 yean
ago for pers. DIVISION (PSD) taif and the Canon Mios Comnithe of Minagenent isg, and
Dispoul. final appoval. Bu Baine Taybor becane firector of PSD Ino yras ago at M. R. Hollvight,
and dealt diferely withober departmeatind EXHIBIT 2 Carus Manor Chapter 6 Nend
identification and Specificatian 157 Eicerpts from "The Municipal Home for the Aged, a Review
and Altecnatves." A sepont to the Carson Manor Commitree of Management by I Peterson, City
Adminstrator, and H. Davis, Orector of Social Services Page 25 : increasing leves of care
requered by Carson Mancr residents have a major intluence on coss, since care essentialy is
transiated into staff to provide the necesary services No objective ciassification of resideat care
fequiements has ever been carred out at the Carson Manor although there is no question that
curtent. residents and even new applicants require much more nurang care than was formedy the
case. Page 33 An operational review could be camied out by an ndependent cansulting firm of
the State's Department of Community and Socal Senices and would provide a thorough analyss
of options and posstle areas tor improvement at the Carson Manot. Such an approech would
provide e fim basi for the developrrent of strategies for operationar change but would not
guarantee implementation of the necesiacy changes. Page 34 The cuerall advantage of an
opecational revew would be the abiity to idently, in depth, prob.
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gave them a great deal of autonomy in their work. Everyone in the organization including the
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city's poor service, including road construction at inconvenient times and the apparent lack of
respect some employees showed toward taxpayers.
During these expansion years, Clarkin put most of its money into "outside" (also called hard")
municipal services. These included road building. utility construction and maintenance, fire and
police protection, recreational facilities, and land use control. This emphasis occurred because an
expanding population demanded more of these services and most of Clarkin 's senior people
came from the outside services group. Forexample, Clarkin's city manager for many years was a
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As commuter and road systems developed, Clarkin attracted more upwardly mobile professionals
into the community. Some infrastructure demands continued, but now these suburban dwellers
wanted more of the soft services, such as libraries, social activities, and community services.
They also began complaining about the way the municipality was being run. The population had
more than tripled over the past three decades, and it was increasingly apparent that the
organization needed more corporate planning, information systems, organization development,
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Deanna’s Input for Question 1As Chief Executive Officer of Ri.docx
Deanna’s Input for Question 1:
As Chief Executive Officer of Riverside County, water resources are a top priority to ensure public needs are adequately being met for all county communities. Water is essential and a human right. Without water, life will not exist. The sources of drinking water (both tap water and bottle water) include rivers, lakes, streams, ponds, springs, and wells. It is extremely important to eliminate as much contaminants in drinking water for the public health. As such high demands in the county for clean drinking water, there is a need to create a new water management policy, which includes the development of a new drinking water treatment plant to respond to this critical need. The following steps are proposed to help coordinate the new water management policy.
The first step is to ensure that choices are rational and based on facts to the highest extent possible. This will help to reduce the tendency for decisions to be driven by individual and/or groups who may be motivated by personal and political interests. One way I would go about this task is to ensure the process is rational and use a policy development framework such as the Eightfold Path. The process includes the following steps.
Policy Development Framework – Eightfold Path
1. Define the problem – review literature to determine conditions that cause the identified problem.
2. Assemble evidence – review sources to ensure they are coming from a trustworthy scholarly source, for example: college or public library; peer-reviewed journal; and database which contains peer-reviewed journals. Additional reputable policy review sources include: Public Policy Institute of California; Legislative Analyst’s Office; United States Government Accountability Office; and the Congressional Research Service.
3. Construct alternatives – review and report on alternative policy options.
4. Select criteria – introduce evaluative criteria for the policy (e.g., efficiency, policy sustainability, political acceptability, etc.).
5. Project outcomes – develop outcomes matrix; include project outcomes that others may be interested in.
6. Confront trade-offs – conduct marginal analysis; clarify the trade-offs between outcomes associated with various policy options.
7. Narrow and decide – determine plausibility of proposed course of action.
8. Communicate and disseminate – ensure final narrative is digestible and not too technical in nature; tailor final report to meet the needs of county’s audience (community business owners, residents and environmentalist)
Stakeholder -
Due to high demands and the complexity of the issue, the challenge of creating a new water management policy would be best undertaken through a collective effort of government, private and non-profit sector leaders. Engaged leadership is extremely important for a successful planning process. Leading an effort to coordinate a new water management policy for t.
Recommended
Be sure to analyze the cost differences as well as other differences i.pdf
Be sure to analyze the cost differences as well as other differences in the proposal.
Required: Create a scorecard using at least five criteria (must include cost and savings as two of the
criteria ) to aid in the analysis. Provide an explanation of why you chose the criteria you chose and why
you used the weights you chose (why is one criteria more or less important than others). You are allowed
to make assumptions but clearly state your assumptions.
Required: Provide an explanation of why you selected the solution that you recommended.
Use the table below as guidance. The scores should be out of 100 and the weights should add up to 1.
Table 1 : Scorecard for XYZ Corp .
Criteria Score Weight Total
Cost 85 0.30 25.5
Savings 88 0.25 22
Criteria 3 95 0.15 14.25
Criteria 4 100 0.15 15
Criteria 5 80 0.15 12
Final Score 88.75
Criteria
Score
Weight
Total
Cost
85
0.30
25.5
Savings
88
0.25
22
Criteria 3
95
0.15
14.25
Criteria 4
100
0.15
15
Criteria 5
80
0.15
12
Final Score
88.75
Criteria Score Weight Total
Cost 85 0.30 25.5
Savings 88 0.25 22
Criteria 3 95 0.15 14.25
Criteria 4 100 0.15 15
Criteria 5 80 0.15 12
Final Score 88.75
In late Nowbater, Ms. Elaine Taylor, Girsctar of upe andy the eperatian of the city-ewnsd old-age
bome. ply for the city of Winuton, wal seviewing propole. Mk. Trylor isew that her
necemmentations for selesfor the Carion Manor stady. Three comalting groupn boe of a
consaltaat wield have to be completed by hat responded to a request for proposat (RFir) be
CARSON MANOR PURCHASING AND SUPPLY Carson Manor was epened about 30 yean
ago for pers. DIVISION (PSD) taif and the Canon Mios Comnithe of Minagenent isg, and
Dispoul. final appoval. Bu Baine Taybor becane firector of PSD Ino yras ago at M. R. Hollvight,
and dealt diferely withober departmeatind EXHIBIT 2 Carus Manor Chapter 6 Nend
identification and Specificatian 157 Eicerpts from "The Municipal Home for the Aged, a Review
and Altecnatves." A sepont to the Carson Manor Commitree of Management by I Peterson, City
Adminstrator, and H. Davis, Orector of Social Services Page 25 : increasing leves of care
requered by Carson Mancr residents have a major intluence on coss, since care essentialy is
transiated into staff to provide the necesary services No objective ciassification of resideat care
fequiements has ever been carred out at the Carson Manor although there is no question that
curtent. residents and even new applicants require much more nurang care than was formedy the
case. Page 33 An operational review could be camied out by an ndependent cansulting firm of
the State's Department of Community and Socal Senices and would provide a thorough analyss
of options and posstle areas tor improvement at the Carson Manot. Such an approech would
provide e fim basi for the developrrent of strategies for operationar change but would not
guarantee implementation of the necesiacy changes. Page 34 The cuerall advantage of an
opecational revew would be the abiity to idently, in depth, prob.
Thirty years ago- Clarkin was a small city (about 70-000 residents) th.pdf
Thirty years ago, Clarkin was a small city (about 70,000 residents) that served as an outer suburb
to a large metropolitan city. The municipality of Clarkin treated its employees like family and
gave them a great deal of autonomy in their work. Everyone in the organization including the
two labor unions representing employees) implicitly agreed that the leaders and supervisors of
the organization should rise through the ranks on the basis of their experience. Few people were
ever hired from the outside into middle or senior positions. The rule of employment at Clarkin
was to learn the job skills, maintain a reasonably good work record, and wait your turn for
promotion.
Clarkin grew rapidly over the past three decades. As the population grew, so did the
municipality's workforce to keep pace with the increasing demand for municipal services. This
meant that employees were promoted fairly quickly and were almost assured guaranteed
employment. In fact, until recently, Clarkin had never laid off any employee. The organization's
culture could be described as one of entitlement and comfort.
Neither the elected city councilors nor the city manager bothered the departmental managers
about their work. There were few cost controls because the rapid growth placed more emphasis
on keeping up with the population expansion. The public became somewhat more critical of the
city's poor service, including road construction at inconvenient times and the apparent lack of
respect some employees showed toward taxpayers.
During these expansion years, Clarkin put most of its money into "outside" (also called hard")
municipal services. These included road building. utility construction and maintenance, fire and
police protection, recreational facilities, and land use control. This emphasis occurred because an
expanding population demanded more of these services and most of Clarkin 's senior people
came from the outside services group. Forexample, Clarkin's city manager for many years was a
road development engineer. The "inside workers (taxation, community services, etc.) tended to
have less seniority, and their departments were given less priority.
As commuter and road systems developed, Clarkin attracted more upwardly mobile professionals
into the community. Some infrastructure demands continued, but now these suburban dwellers
wanted more of the soft services, such as libraries, social activities, and community services.
They also began complaining about the way the municipality was being run. The population had
more than tripled over the past three decades, and it was increasingly apparent that the
organization needed more corporate planning, information systems, organization development,
and cost control systems. In various ways, residents voiced their concerns that the municipality
was not providing the quality of management that they would expect from a city of Clarkin's
size. Three years ago, a new mayor and council replaced most of the previous incumbents,
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Astounding Thesis Statement For Narrative Essay Exam
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Deanna’s Input for Question 1As Chief Executive Officer of Ri.docx
Deanna’s Input for Question 1:
As Chief Executive Officer of Riverside County, water resources are a top priority to ensure public needs are adequately being met for all county communities. Water is essential and a human right. Without water, life will not exist. The sources of drinking water (both tap water and bottle water) include rivers, lakes, streams, ponds, springs, and wells. It is extremely important to eliminate as much contaminants in drinking water for the public health. As such high demands in the county for clean drinking water, there is a need to create a new water management policy, which includes the development of a new drinking water treatment plant to respond to this critical need. The following steps are proposed to help coordinate the new water management policy.
The first step is to ensure that choices are rational and based on facts to the highest extent possible. This will help to reduce the tendency for decisions to be driven by individual and/or groups who may be motivated by personal and political interests. One way I would go about this task is to ensure the process is rational and use a policy development framework such as the Eightfold Path. The process includes the following steps.
Policy Development Framework – Eightfold Path
1. Define the problem – review literature to determine conditions that cause the identified problem.
2. Assemble evidence – review sources to ensure they are coming from a trustworthy scholarly source, for example: college or public library; peer-reviewed journal; and database which contains peer-reviewed journals. Additional reputable policy review sources include: Public Policy Institute of California; Legislative Analyst’s Office; United States Government Accountability Office; and the Congressional Research Service.
3. Construct alternatives – review and report on alternative policy options.
4. Select criteria – introduce evaluative criteria for the policy (e.g., efficiency, policy sustainability, political acceptability, etc.).
5. Project outcomes – develop outcomes matrix; include project outcomes that others may be interested in.
6. Confront trade-offs – conduct marginal analysis; clarify the trade-offs between outcomes associated with various policy options.
7. Narrow and decide – determine plausibility of proposed course of action.
8. Communicate and disseminate – ensure final narrative is digestible and not too technical in nature; tailor final report to meet the needs of county’s audience (community business owners, residents and environmentalist)
Stakeholder -
Due to high demands and the complexity of the issue, the challenge of creating a new water management policy would be best undertaken through a collective effort of government, private and non-profit sector leaders. Engaged leadership is extremely important for a successful planning process. Leading an effort to coordinate a new water management policy for t.
Developing a Progressive AdvocacyProgram Within a HumanS.docx
Developing a Progressive Advocacy
Program Within a Human
Services Agency
Linda Plitt Donaldson, PhD
ABSTRACT. This paper brings together knowledge from research and
practice to suggest a set of building blocks on which a progressive advo-
cacy program could be developed within a human services agency. Pro-
gressive advocacy is defined as advocacy motivated primarily by a desire
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ties that includes methods to meaningfully engage agency clients or con-
stituents in all aspects ofthe advocacy process. The paper concludes with
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nonprofit homeless services agency and discusses the constraints on its
development. Implications for research, education, and practice are also
discussed. doi:10.1300/J147v32n02_03 [Article copies available for a fee from
The Haworth Document Delivery Service: l-800-HAWORTH. E-mail address:
<[email protected]> Website: <http://www.HaworthPress.com>
© 2008 by the Haworth Press. All rights reserved.]
KEYWORDS. Advocacy, nonprofit, human services, leadership, em-
powerment, social change
INTRODUCTION
Since the emergence of the charity organization societies in the late
1800s, nonprofit human service agencies have been the cornerstone of
the U.S. response to community needs. The common image of nonprofit
Linda Plitt Donaldson is Assistant Professor, Catholic University of America,
National Catholic School of Social Service, 620 Michigan Avenue, NE, Washington,
DC 20064.
Administration in Social Work, Vol. 32(2) 2008
Available online at http://asw.haworthpress.com
© 2008 by The Haworth Press. Ail rights reserved.
doi:l0.1300/J147v32n02_03 25
26 ADMINISTRA TION ¡N SOCIAL WORK
human service agencies as providers of shelter, food, clothing, and other
forms of treatment for the symptoms of intractable social problems over-
shadows their important history as social change agents. For example, the
poverty movement, battered women's movement, and gay rights move-
ment were enabled by the participation of nonprofit agencies that served
the needs of those groups. This skewed view of nonprofits as purveyors
of charity but not justice may lead important agency stakeholders like do-
nors. Boards, Executive Directors, and staff, to the conclusion that ad-
vocacy practice is neither worthwhile nor appropriate as a core function
for human service agencies.
The purpose of this paper is to stimulate a greater understanding of
the role and purpose of advocacy as a distinct program within a human
service agency and to lay out a framework for developing one. Advo-
cacy is defined as "any attempt to influence the decisions of any institu-
tional elite on behalf of a collective interest" (Jenkins, 1987, p. 197). The
term progressive advocacy practice refers to advocacy that (1) seeks to
address underlying structural and power inequities as distinct from ad-
vocacy motivated by organizational inter.
Developing a Progressive AdvocacyProgram Within a HumanS
Developing a Progressive Advocacy
Program Within a Human
Services Agency
Linda Plitt Donaldson, PhD
ABSTRACT. This paper brings together knowledge from research and
practice to suggest a set of building blocks on which a progressive advo-
cacy program could be developed within a human services agency. Pro-
gressive advocacy is defined as advocacy motivated primarily by a desire
for social change that addresses underlying structural and power inequi-
ties that includes methods to meaningfully engage agency clients or con-
stituents in all aspects ofthe advocacy process. The paper concludes with
a case study showing the development of an advocacy program within a
nonprofit homeless services agency and discusses the constraints on its
development. Implications for research, education, and practice are also
discussed. doi:10.1300/J147v32n02_03 [Article copies available for a fee from
The Haworth Document Delivery Service: l-800-HAWORTH. E-mail address:
<[email protected]> Website: <http://www.HaworthPress.com>
© 2008 by the Haworth Press. All rights reserved.]
KEYWORDS. Advocacy, nonprofit, human services, leadership, em-
powerment, social change
INTRODUCTION
Since the emergence of the charity organization societies in the late
1800s, nonprofit human service agencies have been the cornerstone of
the U.S. response to community needs. The common image of nonprofit
Linda Plitt Donaldson is Assistant Professor, Catholic University of America,
National Catholic School of Social Service, 620 Michigan Avenue, NE, Washington,
DC 20064.
Administration in Social Work, Vol. 32(2) 2008
Available online at http://asw.haworthpress.com
© 2008 by The Haworth Press. Ail rights reserved.
doi:l0.1300/J147v32n02_03 25
26 ADMINISTRA TION ¡N SOCIAL WORK
human service agencies as providers of shelter, food, clothing, and other
forms of treatment for the symptoms of intractable social problems over-
shadows their important history as social change agents. For example, the
poverty movement, battered women's movement, and gay rights move-
ment were enabled by the participation of nonprofit agencies that served
the needs of those groups. This skewed view of nonprofits as purveyors
of charity but not justice may lead important agency stakeholders like do-
nors. Boards, Executive Directors, and staff, to the conclusion that ad-
vocacy practice is neither worthwhile nor appropriate as a core function
for human service agencies.
The purpose of this paper is to stimulate a greater understanding of
the role and purpose of advocacy as a distinct program within a human
service agency and to lay out a framework for developing one. Advo-
cacy is defined as "any attempt to influence the decisions of any institu-
tional elite on behalf of a collective interest" (Jenkins, 1987, p. 197). The
term progressive advocacy practice refers to advocacy that (1) seeks to
address underlying structural and power inequities as distinct from ad-
vocacy motivated by organizational inter ...
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Summary report: Deep Value Assessment, Improving employability through a new approach to assessing jobseekers
Consider a world in which there are two nations � the US and China, ea.pdf
Consider a world in which there are two nations the US and China, each produces two goods C
(clothing) and F (food). We assume that the two countries are exactly the same in terms of
technology, tastes, etc. and are different in terms of factor endowments, that is the US is
relatively capital abundant country and China is relatively labor abundant country or (K/L)US >
(K/L)China. Further clothing requires relatively capital-intensive technology and food requires
relatively labor-intensive technology (KC/LC > KF/LF). We further assume that food and
clothing are produced using constant returns to scale technology. (a) Discuss why wages/rent
will be different between the US and China in autarky. (b) Discuss why Pc/Pf will be different
between US and China in autarky. (c) Discuss the implications of the two countries
engaging in foreign trade (in terms of wages, rent, Pc, Pf, who will be happy and who will be
unhappy with foreign trade, etc.).
Configure iptables to ACCEPT packets by defaultConfigure iptables .pdf
Configure iptables to ACCEPT packets by default
Configure iptables to deny incoming telnet traffic without any notification
Set up a client on Windows and submit its output or Wireshark capture
Set up an OpenSSH server on the Linux machine
Configure iptables to DROP packets by default
Configure iptables to allow incoming ssh traffic
Set up a client on Windows and submit its output or Wireshark capture
Set up any service (other than telnet and ssh, of course) on the Linux machine
Configure iptables to allow incoming traffic to that service
Set up a client on Windows and submit its output or Wireshark capture
Configure iptables to reject incoming traffic to that service with an ICMP message
Set up a client on Windows and submit its output or Wireshark capture
pleas complete all and post screenshots ive been trying to do it but I always get errors.
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Similar to Case 12�1Carson ManorIn late November, Ms. Elaine Taylor, direct.pdf
Developing a Progressive AdvocacyProgram Within a HumanS.docx
Developing a Progressive Advocacy
Program Within a Human
Services Agency
Linda Plitt Donaldson, PhD
ABSTRACT. This paper brings together knowledge from research and
practice to suggest a set of building blocks on which a progressive advo-
cacy program could be developed within a human services agency. Pro-
gressive advocacy is defined as advocacy motivated primarily by a desire
for social change that addresses underlying structural and power inequi-
ties that includes methods to meaningfully engage agency clients or con-
stituents in all aspects ofthe advocacy process. The paper concludes with
a case study showing the development of an advocacy program within a
nonprofit homeless services agency and discusses the constraints on its
development. Implications for research, education, and practice are also
discussed. doi:10.1300/J147v32n02_03 [Article copies available for a fee from
The Haworth Document Delivery Service: l-800-HAWORTH. E-mail address:
<[email protected]> Website: <http://www.HaworthPress.com>
© 2008 by the Haworth Press. All rights reserved.]
KEYWORDS. Advocacy, nonprofit, human services, leadership, em-
powerment, social change
INTRODUCTION
Since the emergence of the charity organization societies in the late
1800s, nonprofit human service agencies have been the cornerstone of
the U.S. response to community needs. The common image of nonprofit
Linda Plitt Donaldson is Assistant Professor, Catholic University of America,
National Catholic School of Social Service, 620 Michigan Avenue, NE, Washington,
DC 20064.
Administration in Social Work, Vol. 32(2) 2008
Available online at http://asw.haworthpress.com
© 2008 by The Haworth Press. Ail rights reserved.
doi:l0.1300/J147v32n02_03 25
26 ADMINISTRA TION ¡N SOCIAL WORK
human service agencies as providers of shelter, food, clothing, and other
forms of treatment for the symptoms of intractable social problems over-
shadows their important history as social change agents. For example, the
poverty movement, battered women's movement, and gay rights move-
ment were enabled by the participation of nonprofit agencies that served
the needs of those groups. This skewed view of nonprofits as purveyors
of charity but not justice may lead important agency stakeholders like do-
nors. Boards, Executive Directors, and staff, to the conclusion that ad-
vocacy practice is neither worthwhile nor appropriate as a core function
for human service agencies.
The purpose of this paper is to stimulate a greater understanding of
the role and purpose of advocacy as a distinct program within a human
service agency and to lay out a framework for developing one. Advo-
cacy is defined as "any attempt to influence the decisions of any institu-
tional elite on behalf of a collective interest" (Jenkins, 1987, p. 197). The
term progressive advocacy practice refers to advocacy that (1) seeks to
address underlying structural and power inequities as distinct from ad-
vocacy motivated by organizational inter.
Developing a Progressive AdvocacyProgram Within a HumanS
Developing a Progressive Advocacy
Program Within a Human
Services Agency
Linda Plitt Donaldson, PhD
ABSTRACT. This paper brings together knowledge from research and
practice to suggest a set of building blocks on which a progressive advo-
cacy program could be developed within a human services agency. Pro-
gressive advocacy is defined as advocacy motivated primarily by a desire
for social change that addresses underlying structural and power inequi-
ties that includes methods to meaningfully engage agency clients or con-
stituents in all aspects ofthe advocacy process. The paper concludes with
a case study showing the development of an advocacy program within a
nonprofit homeless services agency and discusses the constraints on its
development. Implications for research, education, and practice are also
discussed. doi:10.1300/J147v32n02_03 [Article copies available for a fee from
The Haworth Document Delivery Service: l-800-HAWORTH. E-mail address:
<[email protected]> Website: <http://www.HaworthPress.com>
© 2008 by the Haworth Press. All rights reserved.]
KEYWORDS. Advocacy, nonprofit, human services, leadership, em-
powerment, social change
INTRODUCTION
Since the emergence of the charity organization societies in the late
1800s, nonprofit human service agencies have been the cornerstone of
the U.S. response to community needs. The common image of nonprofit
Linda Plitt Donaldson is Assistant Professor, Catholic University of America,
National Catholic School of Social Service, 620 Michigan Avenue, NE, Washington,
DC 20064.
Administration in Social Work, Vol. 32(2) 2008
Available online at http://asw.haworthpress.com
© 2008 by The Haworth Press. Ail rights reserved.
doi:l0.1300/J147v32n02_03 25
26 ADMINISTRA TION ¡N SOCIAL WORK
human service agencies as providers of shelter, food, clothing, and other
forms of treatment for the symptoms of intractable social problems over-
shadows their important history as social change agents. For example, the
poverty movement, battered women's movement, and gay rights move-
ment were enabled by the participation of nonprofit agencies that served
the needs of those groups. This skewed view of nonprofits as purveyors
of charity but not justice may lead important agency stakeholders like do-
nors. Boards, Executive Directors, and staff, to the conclusion that ad-
vocacy practice is neither worthwhile nor appropriate as a core function
for human service agencies.
The purpose of this paper is to stimulate a greater understanding of
the role and purpose of advocacy as a distinct program within a human
service agency and to lay out a framework for developing one. Advo-
cacy is defined as "any attempt to influence the decisions of any institu-
tional elite on behalf of a collective interest" (Jenkins, 1987, p. 197). The
term progressive advocacy practice refers to advocacy that (1) seeks to
address underlying structural and power inequities as distinct from ad-
vocacy motivated by organizational inter ...
Essay Samples For Scholarship Applications
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City council candidate questionnaire Shereda Nosakhare - D6
Oakland City council candidate questionnaire 2014
TOPIC Why should I stop smoking An experimental study on success.docx
TOPIC: Why should I stop smoking? An experimental study on successful compliance-gaining strategies for health communication.
Relate research to health communication messages.
Schenck-Hamlin et al.’s Typology of Compliance-Seeking
(Ingratiating, Promise, Debt, Esteem, Allurement, Aversive stimulation, Threat, Guilt, Warning, Altruism, Direct request, Explanation, Hinting, and Deceit). Explain the study that Schenck-Hamlin et al. conducted to develop the 14 typologies of compliance-gaining strategies. That is how they carried out the study, the results, the participants, and so on.
Review of Other Compliance-Gaining Strategies used in Health Communication
Here, we would get about 4-5 examples of health messages and review the communication style used in those messages. It could include health campaigns, public service announcements, and health-related advertisements, amongst other things. The contents we would review will be anything trying to convince people to do health-related things.
Review of Campaigns Against Smoking
Here, we would be doing the same thing we did in the previous section, but this time we would focus on campaigns against smoking- just as a way to narrow down our scope.
The “How” of Communication.
We would talk about the fact that people also pay attention to how we present our messages and not just the content of the message. We would draw our hypotheses from this section. So, based on the content of this place, our hypotheses would look something like this:
CUSP-GX 7003 Civic Analytics and Urban Intelligence
Project: Understanding and Reducing Long-term Street Parking in Manhattan
Organizational Review Part II
MEMORANDUM
Re: NYC Department of Transportation Organizational Review – Culture, Bias, and Partnerships
Overview
The New York City Department of Transportation is charged with providing for the “safe, efficient, and environmentally responsible movement of people and goods” in the city. The agency has about 5,500 full-time employees and is currently led by Commissioner Henry Gutman, who was appointed by Mayor Bill de Blasio in February 2021. In conversations with individuals both inside and outside the agency, as well as comprehensive document research, I have identified the key characteristics of the organizational culture at DOT and developed an assessment of the state of the organization’s data and technology readiness. My research has informed an overall understanding of DOT’s engagement with issues of bias and equity as well as community interaction and outreach.
In short, the NYC Department of Transportation has operated under a
culture of fear for the last seven years. Under the control of Mayor de Blasio and the leaders he has directly and indirectly appointed to run DOT, public servants at all levels of the organization feel powerless to act independently of the mayor’s vision when it comes to transportation initiatives. While there are teams and divisions within DOT that are ve.
Emergency task force on unsheltered homelessness recommendations to mayor murray
Mayor Murray's Task Force on Unsheltered Homelessness provided these recommendations.
Why Do I Want To Go To College Essay Example
Assignment Writing Service
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CLASS MATE EXAMPLECLASS MATE EXAMPLEMayer Anthony Williams a.docx
CLASS MATE EXAMPLE
CLASS MATE EXAMPLE
Mayer Anthony Williams and Performance Management in Washington, DC
Case Issues:
· Main Challenges
Improve the quality of city services and make the voters aware of the improvements.
· Performance Measurement
Introduced measureable ‘Scorecard’ goals for improving the services, focus on specific departments to measure improvements and accountability through performance management.
· Five strategic priorities
1- Building and sustaining neighborhoods
2- Strengthening children, youth and families
3- Making government work
4- Promoting economic development
5- Enhancing unity of purpose and democracy
· Inside the Department of Motor Vehicles
* Most unpopular department in the city
* Serious problem with operations
* Long waiting lines
* Less funds and resources
* Frontline employees were less informed and motivated
- Inside the Department of Consumer and Regulatory Affairs
* Department is offering too many services i.e. hodgepodge of services
* Everything was manual i.e. no information system was used
* Problem of lost data in the absence of any proper system to maintain it
* No one answers the phone calls
* Massive layoffs and constant turnover at the top
* Speed of the processes was very slow
* Managers didn’t know the processes
* Managers didn’t have the mechanism to track the processes
* Frontline people were not aware of the agency goals and targets
Public Administration Issues:
· Performance
There was no way to measure the performance of the department
· Motivation
Frontline employees were not motivated enough to give better performance
· Goals
Organizational goals were not clear and employees were not aware of them
· Tasks
Goals were not subdivided into tasks and it made them difficult to achieve
1
1
0000
INSTRUCTOR EXAMPLE ..
Case Issues:
*Poor organization and planning for human resources.
*A turbulent economic situation does not allow privatization.
*Privatization is the best way to increase efficiency and improve service, but the deliberate steps to move from the public sector to the private sector takes time.
*Neglect of infrastructure, sidewalks, parks and tax increases for the completion of projects caused many problems and discomfort with for the citizens.
*Working arrangements have been a long term relationship with the local institutions because of regulation and centralization and to make sudden change is difficult.
*There is a lack of security by the employees and a fear of fire.
*Non-competition reduced the performance and efficiency.
*There is rapid change and competition in the private sector without the presence of equal benefits and incentives for workers like there is between the public and private sector.
*There is lack of sufficient information about the costs and workers' wages regarding their time and expertise.
*There needs to be monitoring of the performance of the public servants and accountability.
* There are conspiracy theories regarding gett.
Help With College Essay Writing College Essay, Es
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Denver 9/28 Russ Adams
Presentation from Partners in Innovation Policy Forum in Denver, CO on September 28, 2010.
Paul Martin on regulation v2
Presentation from Paul Martin, Chief Executive of Sutton Council, on regulation, sector-led support, and the challenges of 'the Big Society'
Deep Value Assessment: Improving employability through a new approach to asse...
Summary report: Deep Value Assessment, Improving employability through a new approach to assessing jobseekers
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Developing a Progressive AdvocacyProgram Within a HumanS.docx
Developing a Progressive AdvocacyProgram Within a HumanS.docx
Developing a Progressive AdvocacyProgram Within a HumanS
Developing a Progressive AdvocacyProgram Within a HumanS
City council candidate questionnaire Shereda Nosakhare - D6
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report_shaping_services_around_individuals_needs_274
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TOPIC Why should I stop smoking An experimental study on success.docx
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A Government Agency With Fice Of Quality, Performance, And...
Emergency task force on unsheltered homelessness recommendations to mayor murray
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Tom feltner-woodstock cra-expansion-ncrc2011_conference
Tom feltner-woodstock cra-expansion-ncrc2011_conference
David R. Goode National Transportation Policy Conference
David R. Goode National Transportation Policy Conference
Cost Savings Analysis of the Streets to Homes Program
Cost Savings Analysis of the Streets to Homes Program
CLASS MATE EXAMPLECLASS MATE EXAMPLEMayer Anthony Williams a.docx
CLASS MATE EXAMPLECLASS MATE EXAMPLEMayer Anthony Williams a.docx
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Consider a world in which there are two nations � the US and China, ea.pdf
Consider a world in which there are two nations the US and China, each produces two goods C
(clothing) and F (food). We assume that the two countries are exactly the same in terms of
technology, tastes, etc. and are different in terms of factor endowments, that is the US is
relatively capital abundant country and China is relatively labor abundant country or (K/L)US >
(K/L)China. Further clothing requires relatively capital-intensive technology and food requires
relatively labor-intensive technology (KC/LC > KF/LF). We further assume that food and
clothing are produced using constant returns to scale technology. (a) Discuss why wages/rent
will be different between the US and China in autarky. (b) Discuss why Pc/Pf will be different
between US and China in autarky. (c) Discuss the implications of the two countries
engaging in foreign trade (in terms of wages, rent, Pc, Pf, who will be happy and who will be
unhappy with foreign trade, etc.).
Configure iptables to ACCEPT packets by defaultConfigure iptables .pdf
Configure iptables to ACCEPT packets by default
Configure iptables to deny incoming telnet traffic without any notification
Set up a client on Windows and submit its output or Wireshark capture
Set up an OpenSSH server on the Linux machine
Configure iptables to DROP packets by default
Configure iptables to allow incoming ssh traffic
Set up a client on Windows and submit its output or Wireshark capture
Set up any service (other than telnet and ssh, of course) on the Linux machine
Configure iptables to allow incoming traffic to that service
Set up a client on Windows and submit its output or Wireshark capture
Configure iptables to reject incoming traffic to that service with an ICMP message
Set up a client on Windows and submit its output or Wireshark capture
pleas complete all and post screenshots ive been trying to do it but I always get errors.
CIS611 SS Chung Lab Assignment 2 Implementing Big Data Processing Pipe.pdf
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Inverted Index Tables for Term Frequency (TF) and Document Frequency (DF) in RDBMS.
Transforming a SQL Query into Query Execution Plan in Relational Algebra for Query
Processing Part 1: Information Extraction from a Collection of Webpages as a Large Corpus of
Text Documents To build a big data analytic application for text analysis such as Web Search
Engine or AI Applications like Question Answering Systems, an enterprise big data processing
infrastructure integrates big data processing system with a big data analytic system as covered in
the class lecture note: Big data, Big data Processing, and Big data Analytics. Processing a large
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CLIENT APPLICATION Create a standalone, interactive, and fully com.pdf
CLIENT APPLICATION
Create a standalone, interactive, and fully commented client application that interacts with a user
and serves as an interface to a server application and performs these tasks: Input strings should
be made up of one or more words (groups of alphanumeric characters)
1. Open and process a configuration file (see below for details)
2. Open a log file using parameters (filename, logging level, and file mode) obtained from the
configuration file and write all major activity to the log file
3. Connect to the server application over the network using the IP address and port number from
the configuration file
a. Upon your connection being successful, write an informational Connected to message to the
screen
4. Loop while prompting the user of the application for input strings.
a. If an empty string was entered, print an appropriate error reporting that no command was
entered
5. Process each input string as follows:
a. Write the original input string to the log file
b. Parse the input string by tokenizing the string, delimiting on whitespace (blanks)
c. Convert (translate) only the first token to all uppercase characters. The first token will be the
command in the server request
d. Concatenate the remainder of the tokens into a string, each separated by whitespace (blanks).
This string will be the parameter in the server request (Note: the parameter string may be empty)
6. Create a server request from the command and the parameter as a JSON-formatted string (see
details below)
7. Send the server request to the server application and wait for a server response a. The server
response will consist of a response element and a parameter element (see Server Application
requirements below)
8. Read the server response and:
a. Write the entire received server response to the log file
b. Print the parameter element of the server response received to the screen
c. If the response element in the server response is QUITTING: i. Print an appropriate Shutting
down message to the screen and log file ii. Exit the application
Client Application Details
1. Input strings should be made up of one or more words (groups of alphanumeric characters)
2.In the client configuration file, If the sections below do not exist, add them; if they do exist,
alter them as follows:
[project200]
# server IP address serverHost = 127.0.0.1
# server listening port (> 1024) serverPort = 7721 [logging] # log file filename
logFile = -project200-client.log # logging level logLevel = INFO # log file mode (w = write, a =
append) logFileMode = a
4. From the configuration file, project200 section, read the serverHost and serverPort
configuration fields and store their parameter values.
5. From the configuration file, logging section, read the logFile, logLevel, and logFileMode
configuration fields and store their parameter values
6. When creating a socket object, use the AF_INET address family (so host can be expressed as a
hostname) and the SOCK_STREAM socket type (TCP socket).
7.
Case Study Makati CityMakati City is one of the sixteen cit.pdf
Case Study: Makati City
Makati City is one of the sixteen cities that make up Metro Manila in the Philippines. In the early
2000s, Makati City faced various challenges in its governance, including issues related to
transparency, participation, and accountability. Therefore, the City Mayor, Dr. Jejomar C. Binay,
adopted a strategic plan that aimed at transforming the city into a model of excellent governance.
Problem: Makati City faced challenges in its governance, including issues related to
transparency, participation, and accountability. Makati City adopted a strategic plan that was
divided into six main strategies. Briefly explain the six strategies they used, what are the results,
and give your insights about this case..
Clara fears she may have made a mistake in how she handled the expen.pdf
Clara fears she may have made a mistake in how she handled the expense. She consults her
financial planner about the $4,800 refund. The income tax return has not been filed for the year
Tim died. How should the financial planner advise Clara? CHOOSE ALL that apply.
The year after Tim died, Clara received a refund of $4,800 from the hospital where Tim died.
She had paid the hospital $5,600 late in the prior year for the medical bill and planned to add the
expense to the rest of the unreimbursed medical expenses from Tim's death. Her son, Vince, told
her to allow the estate to reimburse her when she paid the bill, but Clara chose to forego
reimbursement. Faced with the check from the hospital, Clara fears she may have made a
mistake in how she handled the expense. She consults her financial planner about the $4,800
refund. The income tax return has not been filed for the year Tim died. How should the financial
planner advise Clara? CHOOSE ALL that apply. Clara should add $5600 in income to her tax
return the year after Tim died Clara should add $800 of the hospital bill to any other
unreimbursed medical expenses she has and use the expenses to determine whether the total
exceeds 10% of the AGI floor for the medical expense deduction for the year Tim died. She may
file either as married filing jointly with Tim for 2021 or married filing separately but the election
must be coordinated with the estate executor. Clara would be more likely to benefit from the
deduction than the estate, which owes no estate taxes. Tim's estate does not face any estate tax
liability and does not need a medical deduction.
Insurance Information Life Insurance Irrevocable Life Insurance Trust (ILIT) Tim created an
ILIT 10 years ago. The only assets in the trust are $200,000 in proceeds from the life insurance
policy the ILIT owned at Tim's death. The income beneficiary of the ILIT is Clara. The
remainder beneficiaries are the grandchildren. Clara currently receives an annual income of
$10,000 based on a return of 5% on the trust assets. Health Insurance Tim and Clara were both
covered under Medicare Part A and B until the time of his death. Clara is still covered under
Medicare Part A and B..
Chapter 11 Conrols for Information Security11.4 Which preventive, .pdf
Chapter 11 Conrols for Information Security
11.4 Which preventive, detective, and/or corrective controls would best mitigate the following
threats?
a). An employee's laptop was stolen at the airport. The laptop contained personal information
about the company's customers that could potentially be used to commit identity theft.
b). A Salesperson succesfully logged into the payroll system by guessing the payroll supervisor's
password.
c). A criminal remotely accessed a sensitive database using the authentication credentials (user
ID and strong password) of an IT manager. At the time attack occurred, the IT manager was
logged into the system at his workstation at company headquarters.
d). An employee received an e-mail purporting to be from her boss informing her of an
important new attendance policy. When she clicked on a link embedded in the e-mail to view the
new policy, she infected her laptop with a keystroke logger.
e). A company's programming staff wrote custom code for the shopping cart feature on its
website. The code contained a buffer overflow vulnerability that could be exploited when the
customer typed in the ship-to address.
f). A company purchased the leading off-the-shelf e-commerce software for linking its electronic
storefront to its inventory database. A customer discovered a way to directly access the backend
data base by entering appropriate SQL code.
g). Attackers broke into the company's information system through a wireless access point
located in one of its retail stores. The wireless access point had been purchased and installed by
the store manager without informing central IT or security.
h). An employee picked up a USB drive in the parking lot and plugged it into his laptop to see
what was on it. As a result, a keystroke logger was installed on that laptop.
i). once an attack on the company's website was discovered, it took more than 30 minutes to
determine who to contact to initiate response actions.
j). To facilitate working from home, an employee installed a modem on his office workstation.
An attacker successfully penetrated the company's system by dialing into that modem.
k). An attacker gained access to the company's internal network by installing a wireless access
point in a wiring closet located next to the elevators on the fourth floor of a high-rise office
buliding that the company shared with seven other companies..
CASE STUDY 1 Alternative Water Supply Gordon Rivers, the city manage.pdf
CASE STUDY 1 Alternative Water Supply Gordon Rivers, the city manager of Saratoga,
Florida, pitched the proposed design schedule back at Jay Andrews. Jay Andrews is the project
manager for Major Design Corporation (MDC). The city of Saratoga selected MDC for this
project. As a project manager, Jays responsibility is to assemble the technical team necessary to
complete the project, develop and track the budget, establish and maintain the schedule, allocate
resources as required, and manage the project until completion. We need the intake and
transmission main designed, bid, and completed in 35 weeks. The city of Saratoga has a future
$2 million dollar federal grant riding on the project getting done on time, Mr. Rivers said. Jay
nodded in agreement. Mr. Rivers continued by saying, Jay, the project needs to come in on
schedule and within the budget. Now take this schedule back and figure out how we are going to
do it. Background Major Design Corporation is a 3,500-employee firm with annual revenues of
more than $1 billion. The firm is divided into five geographically based global sales divisions, an
engineering/technical services division based in the United States, and a wholly owned
construction company. MDC offers full servicesconsulting, engineering, construction, and
operationsacross the project life cycle for water, environment, transportation, energy, and facility
resources. MDC was selected by the city of Saratoga to design a new, 10-million-gallon-per-day
surface water intake and transmission main. The intake withdraws water from a canal and pumps
it more than two miles to the citys wastewater treatment plant. There, the canal water is blended
with reclaimed water (i.e., treated sewage water) and distributed back to customers for irrigation
purposes. This project is touted as an alternative water supply project because the water source is
not a historically used source. The project will increase the long-term sustainability of the city
because it will diversify the citys water supply portfolio and recycle water. The project will also
minimize the need for additional withdrawals from historic water sources, which have become
less productive and more highly regulated in the past 10 years, as the citys population continues
to grow. Other green benefits of the project include reduced environmental impacts on the
historic water sources and a reduced carbon footprint, as the irrigation water requires less
energy-intensive treatment than the citys other drinkable water sources. Project Description The
objective of the project is to design a fully functional surface water intake that is protective of the
environment, will last at least 30 years, and will have a low life-cycle cost (i.e., capital,
maintenance, and energy consumption). For this type of project, engineering design accounts for
20 percent of total project cost. The design stage is also important because the decisions made
during design lock in 80 percent or more of the life-cycle .
can i have the Answers of the above questions 1. Compare and contr.pdf
can i have the Answers of the above questions 1. Compare and contrast between the main
characteristics of the database and file-based approach. 2. Describe four government sectors that
would be expected to make use of database systems 3. What is meant by the terms: a. Database
b. Database Management System c. Database Application Program d. Data Independence e.
Security f. Integrity g. Views 4. Describe the role of database management systems (DBMS) in
the database approach. Discuss why knowledge of DBMS is important for database
administrators. 5. Describe the five components of the DBMS environment. 6. What are the
advantages of database management systems? Are there any potential disadvantages? 7. Discuss
the roles of the following personnel in the database environment: a. Data Administrator b.
Database Administrator c. Logical Database Designer d. Physical Database Designer e.
Application Developer f. End-Users 8. Discuss the three generations of DBMSs. 9. Why are
views an important aspect of database management systems? Directions: 1- Avoid Plagiarism 2-
Copy Pasting (each other work) is strictly prohibited (will be awarded 'zero').
Case 1 Why shareholders wealth maximization value maximization is c.pdf
Case 1 Why shareholders wealth maximization /value maximization is considered as better
objective of financial management instead of profit maximization and how do we calculate
shareholders wealth? In the pre reform era, State Electricity Board in Odisha was incurring huge
transmission and distribution (T&D) losses eroding its financial health. State government
initiated reforms to transform the state-owned electricity sector into decentralized, market
oriented industry with private sector participation. Odisha was the first State in the country to
undertake such reform and restructure its power sector in 1996 in order to make power supply
more efficient and also to meet the investment needs of the sector. The reforms led to setting up
of Odisha Electricity Regulatory Commission (OERC). OERC was the first of its kind in the
country to be created in the electricity sector. Post reform, OERC has done pioneering work and
has framed regulations as required under Section 185 of the Electricity Act. The Orissa State
Electricity Board which was a monolithic organisation, looking after generation, transmission
and distribution of power was unbundled. In the reform process, distribution system was
entrusted to three private companies. The Distribution Licensee operating in Odisha namely
NESCO, WESCO and SOUTHCO are carrying out the business of distribution and retail supply
of electricity in their licensed areas. Since the reform, consumer base has doubled. The count of
electricity consumers in the state is expected to reach 9.6 million in FY19, from 5.8 million by
the end of 2014-15. However, almost half of the households still lack access to the electricity.
The growth in electricity demand is slated to be the most in 2015-19, pegged to grow at 9.86 per
cent. This is more than double the growth of 4.11 per cent that the state logged during 2010- 15.
A report says there is substantial investment in Capital Expenditure (capex). Distribution
companies (discoms) in the state have spent Rs.550 crore on Capex programme with an aim to
prune high AT&C (aggregate technical & commercial) losses. It would be pertinent to analyse
the performance of distribution companies during the regulatory regime relating to important
parameters of performance. Following table provides summary of performance. Performance of
distribution companies in terms of distribution loss, AT&C loss and collection efficiency
DISCOMS Year CESU WESCO NESCO SOUTHCO ALL 1999-00 2011-12 Difference 1999-
00 2011-12 Difference 1999-00 2011-12 Difference 1999-00 2011-12 Difference 1999-00 2011-
12 Difference Distribution Collection Loss (%) Efficiency (%) 69.72 97.14 27.42 83.36 97.13
13.77 79.37 100 20.63 -21.13 78.75 54.2 97.8 47.6 19.05 -6.6 77.19 56.71 98.08 39.73 20.89 -
16.98 44.89 38.3 -6.59 44.17 38.89 -5.28 43.35 34.28 -9.07 41.84 46.42 4.58 43.91 38.55 -5.36
AT&C Loss (%) 61.58 39.97 -21.61 53.46 40.6 -12.86 55.04 33.91 There has been a unique
episode in the history of Odisha State pow.
Capstone Project E-Commerce Application with Firebase Firestore Obj.pdf
Capstone Project: E-Commerce Application with Firebase Firestore Objective
This capstone project aims to design and implement a fully functional e-commerce application
using multimedia systems concepts and Firebase Firestore for backend storage and hosting. The
project will also integrate social media authentication features, allowing users to log in using
their Twitter, Facebook, or Google accounts.
Features to Implement
User Experience:
1. User Authentication: Integrate OAuth to enable users to sign in using social media accounts
(Twitter, Facebook, Google).
2. Product Gallery: Display available products in an organized, visually appealing manner.
3. Shopping Cart: Allow users to add items to their cart, view it, and proceed to checkout.
4. Order History: Enable users to view their past orders.
5. Search and Filters: Users should be able to search products and filter results based on
categories, ratings, etc.
6. User Profiles: Users should have profiles where they can view and manage their information.
7. Product Reviews and Ratings: Users should be able to review and rate purchased products.
Backend:
1. Firebase Firestore: Store product data, user profiles, and order histories in Firebase Firestore.
2. File Hosting: Use Firebase for hosting multimedia elements like product images.
3. Data Management: Structure Firestore collections and documents for optimal data access and
security.
4. Backend Logic: Implement backend logic for order processing, inventory management, etc.
Suggested Technologies
Frontend: HTML, CSS, JavaScript (React, Angular, Vue.js are good options)
Backend: Firebase Firestore, Firebase Hosting
User Authentication: Firebase Authentication
Multimedia Elements: HTML5 for rendering images and other multimedia
Functionality
Authentication Functions
1. signInWithTwitter(): Implement OAuth for Twitter. 2. signInWithFacebook(): Implement
OAuth for Facebook. 3. signInWithGoogle(): Implement OAuth for Google.
Firestore Functions
1. addProduct(): Add new products to Firestore.
2. updateInventory(): Update product inventory after a sale.
3. addToCart(): Add selected product to user's shopping cart in Firestore.
4. processOrder(): Process user's order and update Firestore.
5. fetchProductData(): Fetch data for product gallery.
6. fetchOrderHistory(): Fetch a user's order history.
User Interface Functions
1. displayProductGallery(): Render the product gallery.
2. displayShoppingCart(): Show the contents of the user's shopping cart.
3. displayOrderHistory(): Render the user's order history.
4. displayUserProfile(): Show the user's profile.
NB: you can have your own custom functions not necessarily the ones
given, but the functionality should match.
Evaluation
Your project will be evaluated on:
Functionality: All features must be fully functional.
User Experience: Usability and design of the user interface.
Code Quality: Proper structure, readability, and documentation.
Backend Structure: Efficient use of Firebase Firestore and Firebase.
C++ code, please help! RESPOND W COMPLETED CODE PLEASE, am using V.pdf
C++ code, please help! RESPOND W/ COMPLETED CODE PLEASE, am using Visual Studio
Code.
Error message:
ld: Undefined symbols:
parseName(std::__1::basic_stringstream, std::__1::allocator>&), referenced from:
parseAssignments(std::__1::basic_stringstream, std::__1::allocator>&) in module-a187a7.o
SymbolTable::init(), referenced from:
_main in module-a187a7.o
parseAssignments(std::__1::basic_stringstream, std::__1::allocator>&) in module-a187a7.o
SymbolTable::insert(std::__1::basic_string, std::__1::allocator>, int), referenced from:
parseAssignments(std::__1::basic_stringstream, std::__1::allocator>&) in module-a187a7.o
SubExpression::parse(std::__1::basic_stringstream, std::__1::allocator>&), referenced from:
_main in module-a187a7.o
clang: error: linker command failed with exit code 1 (use -v to see invocation)
[Done] exited with code=1 in 1.478 seconds
divide.h
class Divide : public SubExpression
{
public:
//define the default construtor
Divide(Expression* left, Expression* right) : SubExpression(left, right)
{
}
//define the function evaluate()
int evaluate()
{
//divide the value of left and value of the right
//and return the value.
return left->evaluate() / right->evaluate();
}
};
expression.h
// Expression
class Expression
{
public:
//declare a virtual function evaluate()
virtual int evaluate() = 0;
};
literal.h
//Operand
class Literal : public Operand
{
public:
//define the construtor
Literal(int value)
{
this->value = value;
}
//define the function evaluate()
//returns the value
int evaluate()
{
return value;
}
private:
int value;
};
minus.h
//define the class Minus subclass of the SubExpression
class Minus : public SubExpression
{
public:
//define the default construtor
Minus(Expression* left, Expression* right) : SubExpression(left, right)
{
}
//define the function evaluate()
int evaluate()
{
//subtract the value of right from the value of the left
//and return the value.
return left->evaluate() - right->evaluate();
}
};
module.cpp
#include
#include
#include
#include
#include
using namespace std;
#include "expression.h"
#include "subexpression.h"
#include "symboltable.h"
#include "parse.h"
//create an object of SymbolTable
SymbolTable symbolTable;
//prototype of the function
void parseAssignments(stringstream& in);
//define main function
int main()
{
// declare the variables
Expression* expression;
char paren, comma;
string line;
// create an input file stream
ifstream fin("input.txt");
// check, if the file is not opened
//then display a error message
if (!fin.is_open())
perror("error while opening file");
//use a loop, to read the content from the file
while (getline(fin, line))
{
symbolTable.init();
if (!fin)
break;
stringstream in(line, ios_base::in);
in >> paren;
cout << line << " ";
expression = SubExpression::parse(in);
in >> comma;
//call the function
parseAssignments(in);
//Display the result
int result = expression->evaluate();
cout << "Value = " << result << endl;
}
system("pause");
return 0;
}
//definition of the function p.
Can you draw a database design Entity relationship ERand the rela.pdf
Can you draw a database design? Entity relationship ER
and the relationship between them
-----------------------------
AdminModel:
-Admin Id: int
-Admin email: string
-Adminpasswords: string
-AdminHistory[]: string
-DataIntegrityChecks: Boolean
-DataBackup: File
-Reporting: string
RegisteredModel:
-RegisteredUserID: int
-RegisteredUserFN: string
-RegisteredUserLN: string
-RegisteredUserEmail: string
-RegisteredUserpassword: string
-RegisteredUserHistory[]: string
UnregisteredModel:
-UnregisteredUserID: int
-SessionDuration: Time-based Date
LandmarkRecognitionModel:
-LandmarkName: string
-LandmarkDescription: string
-LandmarkImage: image
-LandmarkScore: Double
GroupIngormationModel:
-GroupName: string
-GroupMembers[]: string
-GroupID: int
-GroupPermissions: List
-GroupCreationDate: Date
-GroupSettings: object
-Notifications: string
SupplicationsModel:
-SupplicationTitle: string
-SupplicationLocation: object
-SupplicationNotifText: string
-LongituedeanndLongitude: int
-LongituedeanndLongitude: int
EducationalResourseModel:
-ResourceTitle: string
-ResourceDescriotion: string
-ResourceTags[]: string
AutoCircumambulationModel:
-CircumambulationCount: int
-CircumambulationTarget: int
-CircumambulationTimer: Time-based Data
-CircumambulationHistory: List
-Notifications: string
-UserProfile: object
-LongituedeanndLongitude: int.
Business PlanA business plan is any simple plan, not only limited .pdf
Business Plan
A business plan is any simple plan, not only limited to the business start-up plan that helps the
management to understand the current situation of the enterprises (strengths, weakness,
opportunities and threats) and look forward into the future. A start-up plan is a business plan
which consists of the mission, vision, objectives and action plans for the future of the new
enterprises while the business plan drawn during the operation of the firm is vital for running the
firm effectively, acquire new customers, partners, loans and so on. According to Fiore (2005), a
business plan involves two dimensions; an organizing tool to simplify and clarify your business
goals and strategy, the second one is a selling document that sells the business idea and shows
that a product or a service can make a profit and attract funding and company resources.
Imagine you started a new business as an entrepreneur in Saudi Arabia. Briefly mention the
specific steps which you consider necessary to a successful business plan.
Please, think and share information on the following items:
a. Your Business Name, Address, EMail
b. Form of ownership: What is the legal structure? Sole proprietor, Partnership, Corporation.
C. Investment capital.
Can we please draw this BPM process roughly on paper and post a pict.pdf
Can we please draw this BPM process roughly on paper and post a picture using shapes and
arrows? Flowcharts are written explaination is not helping.
Oval (Start): "Customer Order Received"
Rectangle (Process): "Input Customer Order into HELM System"
Parallelogram (Input/Output): "HELM Software Assigns Job to Tugboat"
Rectangle (Process): "Tug Captains Receive Job Details via HELM Software"
Rectangle (Process): "Tug Captains Complete the Job Using HELM Software"
Parallelogram (Input/Output): "Job Completion Automatically Recorded in HELM Software"
Rectangle (Process): "HELM Software Generates Delivery Notice to Customer"
Parallelogram (Input/Output): "Delivery Notice Sent Automatically via HELM Software"
Rectangle (Process): "HELM Software Generates Invoice"
Parallelogram (Input/Output): "Invoice Sent Automatically via HELM Software"
Rectangle (Process): "HELM Software Updates Accounting System"
Oval (End): "Process Completed"
Oval (Start): "Customer Order Received"
Rectangle (Process): "Input Customer Order into HELM System"
Parallelogram (Input/Output): "HELM Software Assigns Job to Tugboat"
Rectangle (Process): "Tug Captains Receive Job Details via HELM Software"
Rectangle (Process): "Tug Captains Complete the Job Using HELM Software"
Parallelogram (Input/Output): "Job Completion Automatically Recorded in HELM Software"
Rectangle (Process): "HELM Software Generates Delivery Notice to Customer"
Parallelogram (Input/Output): "Delivery Notice Sent Automatically via HELM Software"
Rectangle (Process): "HELM Software Generates Invoice"
Parallelogram (Input/Output): "Invoice Sent Automatically via HELM Software"
Rectangle (Process): "HELM Software Updates Accounting System"
Oval (End): "Process Completed"
Oval (Start): "Customer Order Received"
Rectangle (Process): "Input Customer Order into HELM System"
Parallelogram (Input/Output): "HELM Software Assigns Job to Tugboat"
Rectangle (Process): "Tug Captains Receive Job Details via HELM Software"
Rectangle (Process): "Tug Captains Complete the Job Using HELM Software"
Parallelogram (Input/Output): "Job Completion Automatically Recorded in HELM Software"
Rectangle (Process): "HELM Software Generates Delivery Notice to Customer"
Parallelogram (Input/Output): "Delivery Notice Sent Automatically via HELM Software"
Rectangle (Process): "HELM Software Generates Invoice"
Parallelogram (Input/Output): "Invoice Sent Automatically via HELM Software"
Rectangle (Process): "HELM Software Updates Accounting System"
Oval (End): "Process Completed".
Can we draw this BPM on paper showing shapes arrows and connectors .pdf
Can we draw this BPM on paper showing shapes arrows and connectors? Flow chart is very
confusing.
Paper-based systems worked for decades, but they were relatively inefficient and prone to error.
Why? To understand this, you need a more detailed view of the process: It began with a
customer order (usually via phone or fax). An employee at the tug company wrote down the
work that needed to be done; that description would then be rewritten and handed to tug captains
as a job to do; dispatchers would copy it again onto the dispatch log sheet. When the job was
completed, the captains handed their log sheets back to the dispatchers. Dispatchers reviewed the
sheets and sent a delivery notice to their customer. The log sheets would then get passed to
accounting staff, who rewrote (or retyped) the entire job into an invoice and sent it out. Finally,
the accountant would have to re-enter all the invoicing details into the accounting system.
Paper-based systems worked for decades, but they were relatively inefficient and prone to error.
Why? To understand this, you need a more detailed view of the process: It began with a
customer order (usually via phone or fax). An employee at the tug company wrote down the
work that needed to be done; that description would then be rewritten and handed to tug captains
as a job to do; dispatchers would copy it again onto the dispatch log sheet. When the job was
completed, the captains handed their log sheets back to the dispatchers. Dispatchers reviewed the
sheets and sent a delivery notice to their customer. The log sheets would then get passed to
accounting staff, who rewrote (or retyped) the entire job into an invoice and sent it out. Finally,
the accountant would have to re-enter all the invoicing details into the accounting system.
.
Can u give a CORAS ASSEST DIAGRAM for the following case study - The.pdf
Can u give a CORAS ASSEST DIAGRAM for the following case study - The Smart Grid, a
pivotal technology underpinning modern energy infrastructure, integrates various
communication networks to enhance its efficiency and responsiveness [1]. Predominantly, it
comprises three primary networks: the Home Area Network (HAN), Neighbor Area Network
(NAN), and Wide Area Network (WAN) [8]. Recent research elucidates the configurations of
these networks, especially the HAN [3]. One proposed architecture involves a smart meter
directly monitoring household appliances to optimize grid management [5]. A notable limitation
of this approach is the requirement for all devices to employ a uniform networking protocol,
potentially leading to compatibility issues [4]. To address these concerns, an alternative
architecture has been proposed [8]. Here, devices interface with the smart meter through a
gateway, which acts as a mediator [6]. This design allows for diverse communication protocols,
enhancing system flexibility. Figure 1 shows a simplified model of the Smart Grid
communication network, factoring in the gateway mechanism [7]. In this representation, each
household mirrors a house in the actual power grid. The model further groups these households
into discrete clusters, analogous to the clustering of residences in the real-world grid. Each
household in this model incorporates five smart appliances: a smart TV, thermostat, robot
vacuum cleaner, light, and an IP camera. The gateway, situated within each household, processes
messages from these appliances, selectively forwarding pertinent data to the smart meter. This
data then travels to the area concentrator. The model features five such concentrators, each
corresponding to distinct areas: A through E. These concentrators relay the information to a
central concentrator. Subsequently, the aggregated data converges at the SCADA system, which,
for the context of this study, remains outside the scope of discussion [13]. For organizational
coherence, every device or node possesses a unique ID, derived from a combination of device
type, area, and household number. For instance, a smart TV in the first house of area A would be
labeled as TVA1. By extension, other devices in the same household would have labels such as
ThermostatA1, CleanerA1, and so forth. The area-specific concentrators are denoted as
ConcentratorA to ConcentratorE, and the central entity is labeled as the Central Concentrator.
The data flowing through the Smart Grid's communication networks offers manifold utilities [4].
Utility companies can leverage this data for demand forecasting, ensuring grid reliability, and
fostering efficient energy distribution [6]. Moreover, the data can inform dynamic pricing
models, facilitate remote grid monitoring, and enhance customer service [9]. Additionally, the
data can guide infrastructure development, bolster security measures, and aid in the integration
of renewable energy sources [7]. Ensuring the confident.
C++ code, please help! Troubleshooting and cannot for the life of me.pdf
C++ code, please help! Troubleshooting and cannot for the life of me figure it out. I am using
Visual Studio Code.
Error message:
ld: Undefined symbols:
parseName(std::__1::basic_stringstream, std::__1::allocator>&), referenced from:
parseAssignments(std::__1::basic_stringstream, std::__1::allocator>&) in module-a187a7.o
SymbolTable::init(), referenced from:
_main in module-a187a7.o
parseAssignments(std::__1::basic_stringstream, std::__1::allocator>&) in module-a187a7.o
SymbolTable::insert(std::__1::basic_string, std::__1::allocator>, int), referenced from:
parseAssignments(std::__1::basic_stringstream, std::__1::allocator>&) in module-a187a7.o
SubExpression::parse(std::__1::basic_stringstream, std::__1::allocator>&), referenced from:
_main in module-a187a7.o
clang: error: linker command failed with exit code 1 (use -v to see invocation)
[Done] exited with code=1 in 1.478 seconds
divide.h
class Divide : public SubExpression
{
public:
//define the default construtor
Divide(Expression* left, Expression* right) : SubExpression(left, right)
{
}
//define the function evaluate()
int evaluate()
{
//divide the value of left and value of the right
//and return the value.
return left->evaluate() / right->evaluate();
}
};
expression.h
// Expression
class Expression
{
public:
//declare a virtual function evaluate()
virtual int evaluate() = 0;
};
literal.h
//Operand
class Literal : public Operand
{
public:
//define the construtor
Literal(int value)
{
this->value = value;
}
//define the function evaluate()
//returns the value
int evaluate()
{
return value;
}
private:
int value;
};
minus.h
//define the class Minus subclass of the SubExpression
class Minus : public SubExpression
{
public:
//define the default construtor
Minus(Expression* left, Expression* right) : SubExpression(left, right)
{
}
//define the function evaluate()
int evaluate()
{
//subtract the value of right from the value of the left
//and return the value.
return left->evaluate() - right->evaluate();
}
};
module.cpp
#include
#include
#include
#include
#include
using namespace std;
#include "expression.h"
#include "subexpression.h"
#include "symboltable.h"
#include "parse.h"
//create an object of SymbolTable
SymbolTable symbolTable;
//prototype of the function
void parseAssignments(stringstream& in);
//define main function
int main()
{
// declare the variables
Expression* expression;
char paren, comma;
string line;
// create an input file stream
ifstream fin("input.txt");
// check, if the file is not opened
//then display a error message
if (!fin.is_open())
perror("error while opening file");
//use a loop, to read the content from the file
while (getline(fin, line))
{
symbolTable.init();
if (!fin)
break;
stringstream in(line, ios_base::in);
in >> paren;
cout << line << " ";
expression = SubExpression::parse(in);
in >> comma;
//call the function
parseAssignments(in);
//Display the result
int result = expression->evaluate();
cout << "Value = " << result << endl;
}
system("pause");
return 0;
}
/.
BUsiness law9.3 Implied-in-Fact Contract For six years, Lee Marvin.pdf
BUsiness law
9.3 Implied-in-Fact Contract For six years, Lee Marvin, an actor, lived with Michelle Marvin.
They were not married. At the end of six years, Lee Marvin compelled Michelle Marvin to leave
his household. He continued to support her for another year but thereafter refused to provide
further support. During their time together, Lee Marvin earned substantial income and acquired
property, including motion-picture rights worth more than $1 million. Michelle Marvin brought
an action against Lee Marvin, alleging that an implied-in-fact contract existed between them and
that she was enti-tled to half of the property that they had acquired while living together. She
claimed that she had given up a lucrative career as an entertainer and singer to be a full-time
companion, homemaker, housekeeper, and cook. Marvin v. Marvin, 18 Cal.3d 660, 557 P.2d
106, 134 Cal.Rptr. 815, Web 1976 Cal. Lexis 377 (Supreme Court of California)
question
Dont get hung up on the value. First prove there was a contract then the value can be debated
later. There are three things that must happen to have an implied in fact contract. Did these
things happen?.
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- 1. Case 121 Carson Manor In late November, Ms. Elaine Taylor, director of supply for the city of Winston, was reviewing proposals for the Carson Manor study. Three consulting groups had responded to a request for proposal (RFP) to study the operation of the city-owned nursing home. Ms. Taylor knew that her recommendations for selection of a consultant would have to be completed by mid-December. page 360 CARSON MANOR Carson Manor was opened about 30 years ago for persons requiring nursing care. Carson had a bed capacity of 470. Staff totaled 235 with nonmanagement personnel unionized under the District Service Workers Union Local 325. Day-to-day operations of the Carson Manor were the responsibility of the Carson Manor administrator, who reported to Mr. Henry Davis, the citys director of social services. Policy and budget plans were developed by Mr. Davis and his staff in conjunction with Carson administrative staff and the Carson Manor Committee of Management (CMCM). The CMCM consisted of five aldermen who were appointed or volunteered to fill these positions. The CMCM reported to another aldermanic committee, with broader community service concerns, called the Committee for Community Services. This committee reviewed major expenditures and decisions impacting community service policy. All major expenditures were then reviewed by the Board of Control, consisting of the mayor and four elected controllers, prior to being sent to city council for final approval. As director of social services, Mr. Davis reported to the city administrator, Mr. J. Peterson, who in turn reported to the mayor. The combined elected and appointed reporting structure is shown in Exhibit 1. PURCHASING AND SUPPLY DIVISION (PSD) The PSD had purchasing and disposal authority for the citys engineering, fire, landfill/sanitation departments, and social services division, and for city hall building support. The city operated separate purchasing departments in the public utilities commission, the libraries, and the police department. Purchasing authority was granted to the PSD director and her buyers by municipal bylaw. This bylaw outlined the limits of purchasing authority and formed the basis of the PSDs Policy Manual for Purchasing, Tendering, and Disposal. The main objective of the PSD was to respond to the needs of other departments and divisions for goods and services at minimum cost, consistent with desired quality, delivery timing, and reliability. The PSD had expertise in the purchasing and tendering of goods and certain services, such as equipment rental, maintenance contracts, and engineering/architectural consulting.
- 2. However, it had not dealt extensively with management consulting service procurement at that time. Elaine Taylor became director of PSD two years ago at the age of 35. Prior to this, she was chief buyer and assistant director of purchasing for the city of Forestview, similar in size to Winston. Elaine reported to the city treasurer, Mr. R. Holbright, and dealt directly with other department and division heads on purchasing matters, as shown in Exhibit 1. She managed a staff of 15, including three buyers. EXHIBIT 1Reporting Structure page 361 EXHIBIT 2Carson Manor Excerpts from The Municipal Home for the Aged, a Review and Alternatives. A report to the Carson Manor Committee of Management by J. Peterson, City Administrator, and H. Davis, Director of Social Services. Page 29 Increasing levels of care required by Carson Manor residents have a major influence on costs, since care essentially is translated into staff to provide the necessary services. No objective classification of resident care requirements has ever been carried out at the Carson Manor, although there is no question that current residents and even new applicants require much more nursing care than was formerly the case. Page 33 An operational review could be carried out by an independent consulting firm of the States Department of Community and Social Services and would provide a thorough analysis of options and possible areas for improvement at the Carson Manor. Such an approach would provide a firm basis for the development of strategies for operational change but would not guarantee implementation of the necessary changes. Page 34 The overall advantage of an operational review would be the ability to identify, in depth, problem areas at the Carson Manor for which change strategies could be developed by the city. Such strategies might include contract management of a specific service, for example. This type of analysis would provide solid ground for future planning. On the negative side of the balance are the costs of such a study and the necessity to subsequently develop and implement changes for the identified problem areas. THE CARSON MANOR STUDY The Carson Manor had a history of problems related to budgeting and cost control. City council felt that the cost per bed was unnecessarily high, when compared to privately run institutions.
- 3. Eight months ago the council directed the city administrator, Mr. Peterson, and the director of social services, Mr. Davis, to prepare a report for submission to the Carson Manor Committee of Management in early June. The report was to contain: An analysis of the comparative costs at Carson Manor and other state facilities. A review of the feasibility of increasing cost efficiency. A review of the implications of possible alternatives such as: Contract management. An in-depth operational review and cost efficiency study carried out by an external agency. The requested internal report, titled The Carson Manor for the Aged, a Review and Alternatives, was tabled on June 9. It revealed that Carson Manor costs were approximately 14 percent higher than state averages on a per-bed basis. The report highlighted the difficulties of measuring and controlling costs in the absence of a patient classification system that would enable standard levels of nursing care to be developed. The report recommended an operational review by an outside agency and outlined some general guidelines and objectives. Sections of the internal report, related to these guidelines and objectives, are shown in Exhibit 2. Council accepted the reports recommendations and directed Messrs. Peterson and Davis to initiate an independent consultants study of Carson Manor. This was not a budgeted expense; and the approval of the CMCM, the Committee of Community Services, the Board of Control, and City Council were necessary prior to letting a consulting contract. Mr. Davis requested the assistance of Elaine Taylor and the PSD in identifying and evaluating potential study participants. Elaine Taylor handled the Carson Manor Study personally, since it was beyond the scope of responsibilities and experience of her buyers. She drafted an RFP, which is shown in Exhibit 3. In-state consulting organizations were contacted, and a list of consulting companies with relevant experience was developed. Five consulting companies were invited to submit proposals. analyze the cost differences as well as other differences in the proposal. Required: Create a scorecard using at least five criteria (must include cost and savings as two of the criteria) to aid in the analysis. Provide an explanation of why you chose the criteria you chose and why you used the weights you chose (why is one criteria more or less important than others). You are allowed to make assumptions but clearly state your assumptions. Required: Provide an explanation of why you selected the solution that you recommended. Use the table below as guidance. The scores should be out of 100 and the weights should add up to 1. Table 1: Scorecard for XYZ Corp. CriteriaScoreWeightTotalCost850.3025.5Savings880.2522Criteria 3950.1514.25Criteria 41000.1515Criteria 5800.1512Final Score88.75