The document provides examples of typical proposals for consulting projects. It discusses common elements that should be included in proposals such as situation summaries, objectives, metrics for success, timing, roles and responsibilities, credentials, terms and conditions, and acceptance. It then provides two sample proposals as examples. The first is a shorter, lower cost proposal for assisting with an organizational restructuring. The second is a more extensive, higher cost proposal that includes multiple options for building performance appraisal skills.
Sample Proposals The following samples don’t .docxjeffsrosalyn
Sample Proposals
The following samples don’t rigidly adhere to this format, but all of the ele-
ments have been agreed upon either implicitly or explicitly. They range from the
short-term and relatively low-priced, to the extended, relatively high-priced. Some are
pure consulting interventions, other include deliverables. None is meant to be
Typical Approach
Proposals can vary a great deal, and we’ve provided examples that cover the
range from formal contracts to informal letters of agreement. However, all were based
upon previously-established conceptual agreement, and all provide a single fee for
the project (or for each choice of yeses).
The normal framework for the value pricing proposal should encompass this
basic sequence:
Situation Appraisal: Summarize and reconfirm the conceptual agreement con-
cerning the condition to be improved and the desired state.
Objectives: The outcomes expected, both tangible and intangible, quantifiable
and non-quantifiable. These should be expressed in terms of impact on the client’s
business, and sometimes are expressed again in the “values” category, if used.
Value: Either clearly stated or implied through buyer conversations, what is
the value of achieving the objectives. This sometimes appears in the “objectives”
category.
Metrics: How will the client evaluate success? What are the indicators that the
objectives have been met? Simply stated: How would clients know it if they fell over
it?
Timing: Projects are finite. When do we begin, when do we end, and are there
progress measures in between?
Accountabilities: What is the client expected to provide (documents, access,
administrative support) and what do we provide (focus group facilitation, product, re-
ports)? What is the nature of the collaboration?
Credentials (optional): Why is Zenger Miller (and you) the best alternative for
this client? This is usually already covered during the relationship-building.
Sometimes this area includes the credentials of the individuals who will work on the
project.
Terms and Conditions: What is the fee (including the options) for the project,
how is it to be paid and under what conditions? How are expenses to be reimbursed,
and what is included and excluded?
Acceptance: The sign-off by the economic buyer.
“perfect.” Use them as templates to guide you in creating value-rich, high fee propos-
als for your clients.
Note that tasks are rarely specified in detail. The “what” and the outcome are
important. The “how” and the input are up to the experts—the consultants. If the
project is value-priced correctly, the margins will more than support unanticipated
client requests.
Sample Proposal #1
Proposal to Assist in Reorganization at XXXXXX
Situation Summary
You must “jump start” people so that a new manner of working cross-function-
ally—in a matrix organization—is not merely accepted, but is exploited as a high-pro-
ductivity.
Sample Proposals The following samples don’t .docxtodd331
The document provides two sample proposals for consulting projects. The first proposal is for assisting with organizational restructuring and includes objectives, methodology, measures of success, timing, roles, and terms. The second proposal offers multiple options for developing performance appraisal skills, including classroom training, self-paced learning, and integrating with performance systems. It details objectives, measurement, methodology, timing, commitments from the consultant and client, and payment terms. Both proposals aim to solve business problems through consulting services and clearly outline the work, expectations, and financial agreement.
3 Key Factors to Effective Change Management in Shared ServicesChazey Partners
Change is a constant – in fact, it's often a simple matter of survival. But the best-laid transition plans can and will fail if you overlook the "how" and the "when". Our six-step methodology of effective Shared Services Change Management will keep you on track, as long as you remember three key factors…
Strong business processes are crucial for organizations to run their business effectively. Having good processes help organizations reduce their dependency on individuals. Good processes also help companies to scale up their operations and to be equipped to take on emerging market opportunities.
Change management targets aim to:
1) Keep supportive stakeholders engaged as advocates to influence others.
2) Understand resistant stakeholders' concerns and make them less opposed by addressing needs.
3) Monitor how resistant stakeholders may influence others and prevent collaboration with strong opponents.
The goals are to maintain support, reduce resistance, and limit negative influence across impacted groups.
This document discusses how to manage and improve processes as an organization grows. It emphasizes the importance of standardized processes to consistently produce high-quality results. As a manager, it is important to oversee processes, ensure they are efficient, and make improvements. There are specific tools and methods for reviewing, monitoring, and improving processes, such as flow charts, Gantt charts, and checklists. It is also important to get input from stakeholders on prioritizing process improvements. Designating process owners to be accountable can help drive continuous improvement efforts.
CRG DevCo’s advantages of outsourcing Project ManagementChris Gorga
Outsourcing project management provides several advantages over employing an in-house project manager. These include cost flexibility as outsourcing costs can increase or decrease based on needs, higher objectivity from an outside perspective, and exposure to new methodologies from specialists. Outsourcing is also generally lower cost than employment and allows an organization to take advantage of competition among providers.
The document provides information about consultancy services and McKinsey & Company. It discusses the types of consulting firms, roles of consultants, qualifications needed, and commonly found consultants. It also describes McKinsey & Company's founding, culture, consulting process, and services. McKinsey is considered one of the most prestigious and expensive management consulting firms, providing strategic advice to clients across industries.
Sample Proposals The following samples don’t .docxjeffsrosalyn
Sample Proposals
The following samples don’t rigidly adhere to this format, but all of the ele-
ments have been agreed upon either implicitly or explicitly. They range from the
short-term and relatively low-priced, to the extended, relatively high-priced. Some are
pure consulting interventions, other include deliverables. None is meant to be
Typical Approach
Proposals can vary a great deal, and we’ve provided examples that cover the
range from formal contracts to informal letters of agreement. However, all were based
upon previously-established conceptual agreement, and all provide a single fee for
the project (or for each choice of yeses).
The normal framework for the value pricing proposal should encompass this
basic sequence:
Situation Appraisal: Summarize and reconfirm the conceptual agreement con-
cerning the condition to be improved and the desired state.
Objectives: The outcomes expected, both tangible and intangible, quantifiable
and non-quantifiable. These should be expressed in terms of impact on the client’s
business, and sometimes are expressed again in the “values” category, if used.
Value: Either clearly stated or implied through buyer conversations, what is
the value of achieving the objectives. This sometimes appears in the “objectives”
category.
Metrics: How will the client evaluate success? What are the indicators that the
objectives have been met? Simply stated: How would clients know it if they fell over
it?
Timing: Projects are finite. When do we begin, when do we end, and are there
progress measures in between?
Accountabilities: What is the client expected to provide (documents, access,
administrative support) and what do we provide (focus group facilitation, product, re-
ports)? What is the nature of the collaboration?
Credentials (optional): Why is Zenger Miller (and you) the best alternative for
this client? This is usually already covered during the relationship-building.
Sometimes this area includes the credentials of the individuals who will work on the
project.
Terms and Conditions: What is the fee (including the options) for the project,
how is it to be paid and under what conditions? How are expenses to be reimbursed,
and what is included and excluded?
Acceptance: The sign-off by the economic buyer.
“perfect.” Use them as templates to guide you in creating value-rich, high fee propos-
als for your clients.
Note that tasks are rarely specified in detail. The “what” and the outcome are
important. The “how” and the input are up to the experts—the consultants. If the
project is value-priced correctly, the margins will more than support unanticipated
client requests.
Sample Proposal #1
Proposal to Assist in Reorganization at XXXXXX
Situation Summary
You must “jump start” people so that a new manner of working cross-function-
ally—in a matrix organization—is not merely accepted, but is exploited as a high-pro-
ductivity.
Sample Proposals The following samples don’t .docxtodd331
The document provides two sample proposals for consulting projects. The first proposal is for assisting with organizational restructuring and includes objectives, methodology, measures of success, timing, roles, and terms. The second proposal offers multiple options for developing performance appraisal skills, including classroom training, self-paced learning, and integrating with performance systems. It details objectives, measurement, methodology, timing, commitments from the consultant and client, and payment terms. Both proposals aim to solve business problems through consulting services and clearly outline the work, expectations, and financial agreement.
3 Key Factors to Effective Change Management in Shared ServicesChazey Partners
Change is a constant – in fact, it's often a simple matter of survival. But the best-laid transition plans can and will fail if you overlook the "how" and the "when". Our six-step methodology of effective Shared Services Change Management will keep you on track, as long as you remember three key factors…
Strong business processes are crucial for organizations to run their business effectively. Having good processes help organizations reduce their dependency on individuals. Good processes also help companies to scale up their operations and to be equipped to take on emerging market opportunities.
Change management targets aim to:
1) Keep supportive stakeholders engaged as advocates to influence others.
2) Understand resistant stakeholders' concerns and make them less opposed by addressing needs.
3) Monitor how resistant stakeholders may influence others and prevent collaboration with strong opponents.
The goals are to maintain support, reduce resistance, and limit negative influence across impacted groups.
This document discusses how to manage and improve processes as an organization grows. It emphasizes the importance of standardized processes to consistently produce high-quality results. As a manager, it is important to oversee processes, ensure they are efficient, and make improvements. There are specific tools and methods for reviewing, monitoring, and improving processes, such as flow charts, Gantt charts, and checklists. It is also important to get input from stakeholders on prioritizing process improvements. Designating process owners to be accountable can help drive continuous improvement efforts.
CRG DevCo’s advantages of outsourcing Project ManagementChris Gorga
Outsourcing project management provides several advantages over employing an in-house project manager. These include cost flexibility as outsourcing costs can increase or decrease based on needs, higher objectivity from an outside perspective, and exposure to new methodologies from specialists. Outsourcing is also generally lower cost than employment and allows an organization to take advantage of competition among providers.
The document provides information about consultancy services and McKinsey & Company. It discusses the types of consulting firms, roles of consultants, qualifications needed, and commonly found consultants. It also describes McKinsey & Company's founding, culture, consulting process, and services. McKinsey is considered one of the most prestigious and expensive management consulting firms, providing strategic advice to clients across industries.
3CTT is a leading management consulting firm for SMEs based in Singapore and Shanghai. Founded in 2012 by Quek Joo Chay, 3CTT helps clients produce sustained success through a strategy-driven approach. They develop customized solutions and strategies to increase profitability and efficiency for clients. 3CTT prides itself on its flexible and agile approach to meet evolving client needs through its portfolio of services.
This document discusses the benefits of hiring an ISO 9001 consultant to develop an organization's quality management system. It outlines the services a consultant can provide, including interpreting standards, documenting processes, training staff, and conducting audits. Consultants should have education in management systems, lead auditor certification, industry experience of at least 10 years, strong communication and interpersonal skills. Organizations should evaluate consultants' credentials, references, proposals, and performance to ensure a successful project outcome.
This document provides an overview of consultancy services. It discusses the types of consulting firms, who consultants are and their roles, where they work, their characteristics, the consulting process, service delivery models, commonly found consultants, qualifications needed, examples of consultancies, criteria for selecting consultancies, and the significance of consultancy services. Key consulting firms like McKinsey & Company are also examined.
This document outlines 9 potential projects for Avinger's 2017 initiatives focused on improving business processes and driving strategic goals:
1. Put more focus on projects that support the company's strategy.
2. Re-assess customer needs through feedback and ensure products/services meet changing needs.
3. Take on business process improvement projects to streamline ineffective processes.
4. Revisit vendor offerings to ensure they support business needs and future growth.
5. Review and update information systems and technologies used by the business.
6. Review the employee "hire to retire" process to optimally deploy human resources.
7. Simplify the chart of accounts to improve accounting processes.
Radius is a global advisory firm that provides services across many industries and business sectors. They have a broad range of expertise developed from working with clients on critical issues. Their team of consultants can assemble project teams with deep knowledge of specific client industries. Radius aims to offer customized solutions and strategies tailored to each client's needs. They have experience in areas like management consulting, due diligence, risk management, IT services, strategic planning, and more. Radius works to deliver measurable benefits to clients by developing and implementing processes and programs to improve their operations.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
The document discusses the key project performance domains according to PMBOK: stakeholder, team, planning, and their interactions. It provides details on each domain, including objectives, characteristics, outcomes of effective execution, and how to check results. Stakeholder domain requires engaging stakeholders to maintain alignment. Team domain focuses on developing an effective project team. Planning domain involves creating approaches to deliver project objectives. The domains interact throughout the project and influence each other.
Operational risk and risk management across multi-jurisdictions for internati...Compliance Consultant
A multi-jurisdictional banking group needed their Operational Risk Framework (designed by their parent company) to be rolled out and training given n risk reporting.
The document outlines a 5-step process for evaluating outsourcing opportunities: 1) Determine core vs non-core processes, 2) Evaluate non-core processes as outsourcing candidates, 3) Evaluate potential suppliers, 4) Establish goals and contract with selected supplier, 5) Manage change and monitor outsourced activities. It also discusses evaluating suppliers based on skills, experience, controls, geographic scope, price, and personnel considerations. Finally, it notes that outsourcing can benefit employees by focusing on core competencies and providing career opportunities with expert suppliers.
The document discusses a framework called the consultancy cycle for change that can be used by consultants to effectively guide clients through organizational transformation. The cycle consists of 7 phases: initial contact, contracting, inquiry and analysis, intervention, implementation, evaluation, and transition. It is an iterative process that requires flexibility and collaboration between the consultant and client. Applying this cycle framework ensures consultants add value by gaining an in-depth understanding of the client's needs and jointly developing evidence-based interventions to address the root causes, rather than just symptoms, of any issues. It also facilitates effective change implementation and eventual transition of ownership to the client to help ensure sustainability of changes.
Principles of effective software quality managementNeeraj Tripathi
The document discusses principles of effective software quality management. It lays out the CERT framework which includes 4 themes: customer experience, enabling environment, repeatable and reusable processes, and time to market. The framework is designed to guide organizations to the most effective quality processes and improve customer satisfaction. Key aspects discussed include actively involving customers, establishing a shared vision, encouraging innovation, and focusing on metrics to measure progress.
How Project Management Leads to Better OutcomesAllison Reznick
Implementing project management practices can have
widespread benefits for an association. Here's a primer on
what effective project management looks like and how
associations might use it.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
ScanScan 1Scan 2Scan 3Scan 4Scan 5Scan 6Scan 7Scan 8Scan 9Scan 10Scan 11Scan 12Scan 13
Chapter 13 Global Health Challenges
MANY INDIVIDUALS AND NONGOVERNMENTAL ORGANIZATIONS (NGOS) HELP FIGHT GLOBAL DISEASE. The Bill and Melinda Gates Foundation plays a key role in the war against malaria, AIDS, and other diseases. Melinda and Bill Gates met with doctors and patients at the Manhica Research Center and Hospital in an area of Mozambique heavily affected by malaria.
Learning Objectives
1. 13.1Recall the causes and effects of noncommunicable diseases
2. 13.2Evaluate the role of global travel and trade in facilitating the globalization of infectious diseases
3. 13.3Outline the three developments that gave rise to the concept of human security
4. 13.4Describe the three epidemiologic transitions to better understand contemporary concerns about infectious diseases
5. 13.5Report the cause, spread, effects, and control measures of influenza and avian flu
6. 13.6Report the cause, spread, effects, and control measures of malaria
7. 13.7Recognize the causes and preventive measures of HIV
8. 13.8Report the origin, spread, effects, and control measures of SARS
9. 13.9Report the origin, spread, effects, and control measures of Ebola
10. 13.10Outline role of the WHO in preventing the spread of infectious diseases
Noncommunicable diseases (NCDs) such as heart disease, cancer, diabetes, chronic respiratory disease, and mental illness in general and Alzheimer’s disease in particular are the leading causes of death and disability globally. Long associated with affluent Western standards of living, NCDs are now a global problem. While rich countries are better equipped to deal with chronic diseases, they are far more deadly in poor countries. Growing numbers of old people and the spread of middle-class lifestyles make NCDs more prevalent than infectious diseases. Globalization also contributes to the growth of NCDs by helping expand the global middle class and by promoting fast foods, sugary drinks, alcohol, smoking, processed foods, and sedentary lifestyles. A major global health threat that undermines efforts to cure diseases is the emergence of germs that are resistant to antibiotics. This is due mainly to the excessive use of antibiotics in medicine and agriculture.
Infectious diseases are intertwined with numerous global issues and are inseparable from political, economic, and cultural components of globalization. Ethnic conflicts make populations vulnerable to infectious diseases. Fighting contributes to the collapse of public services, which means that many people die from what would ordinarily be treatable diseases, such as diarrhea and respiratory infections. Conflicts also create refugees, overcrowding, and unsanitary conditions, thereby creating environments conducive to the spread of infectious diseases.
Environmental degradation and deforestation expose humans to a variety of infectious diseases. They also contribute to global warming and flooding,.
Scapegoating is a theory of prejudice and discrimination. Societ.docxtodd331
Scapegoating is a theory of prejudice and discrimination. Society looks at the weakest group, and places blame on that group for all ills. That group then becomes the bottom level of society. We've seen this over the past 18 months. Illegal immigrants have been blamed for many issues, in particular crime and unemployment rates. Yet, I know few in my own area who will do the jobs these folks do every day. As for crime, please see the link below for a journal article that addresses this issue. Most crimes committed by immigrants without papers are misdemeanors.
What are your thoughts?
.
More Related Content
Similar to Sample ProposalsTypical ApproachProposals can vary a great d.docx
3CTT is a leading management consulting firm for SMEs based in Singapore and Shanghai. Founded in 2012 by Quek Joo Chay, 3CTT helps clients produce sustained success through a strategy-driven approach. They develop customized solutions and strategies to increase profitability and efficiency for clients. 3CTT prides itself on its flexible and agile approach to meet evolving client needs through its portfolio of services.
This document discusses the benefits of hiring an ISO 9001 consultant to develop an organization's quality management system. It outlines the services a consultant can provide, including interpreting standards, documenting processes, training staff, and conducting audits. Consultants should have education in management systems, lead auditor certification, industry experience of at least 10 years, strong communication and interpersonal skills. Organizations should evaluate consultants' credentials, references, proposals, and performance to ensure a successful project outcome.
This document provides an overview of consultancy services. It discusses the types of consulting firms, who consultants are and their roles, where they work, their characteristics, the consulting process, service delivery models, commonly found consultants, qualifications needed, examples of consultancies, criteria for selecting consultancies, and the significance of consultancy services. Key consulting firms like McKinsey & Company are also examined.
This document outlines 9 potential projects for Avinger's 2017 initiatives focused on improving business processes and driving strategic goals:
1. Put more focus on projects that support the company's strategy.
2. Re-assess customer needs through feedback and ensure products/services meet changing needs.
3. Take on business process improvement projects to streamline ineffective processes.
4. Revisit vendor offerings to ensure they support business needs and future growth.
5. Review and update information systems and technologies used by the business.
6. Review the employee "hire to retire" process to optimally deploy human resources.
7. Simplify the chart of accounts to improve accounting processes.
Radius is a global advisory firm that provides services across many industries and business sectors. They have a broad range of expertise developed from working with clients on critical issues. Their team of consultants can assemble project teams with deep knowledge of specific client industries. Radius aims to offer customized solutions and strategies tailored to each client's needs. They have experience in areas like management consulting, due diligence, risk management, IT services, strategic planning, and more. Radius works to deliver measurable benefits to clients by developing and implementing processes and programs to improve their operations.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
The document discusses the key project performance domains according to PMBOK: stakeholder, team, planning, and their interactions. It provides details on each domain, including objectives, characteristics, outcomes of effective execution, and how to check results. Stakeholder domain requires engaging stakeholders to maintain alignment. Team domain focuses on developing an effective project team. Planning domain involves creating approaches to deliver project objectives. The domains interact throughout the project and influence each other.
Operational risk and risk management across multi-jurisdictions for internati...Compliance Consultant
A multi-jurisdictional banking group needed their Operational Risk Framework (designed by their parent company) to be rolled out and training given n risk reporting.
The document outlines a 5-step process for evaluating outsourcing opportunities: 1) Determine core vs non-core processes, 2) Evaluate non-core processes as outsourcing candidates, 3) Evaluate potential suppliers, 4) Establish goals and contract with selected supplier, 5) Manage change and monitor outsourced activities. It also discusses evaluating suppliers based on skills, experience, controls, geographic scope, price, and personnel considerations. Finally, it notes that outsourcing can benefit employees by focusing on core competencies and providing career opportunities with expert suppliers.
The document discusses a framework called the consultancy cycle for change that can be used by consultants to effectively guide clients through organizational transformation. The cycle consists of 7 phases: initial contact, contracting, inquiry and analysis, intervention, implementation, evaluation, and transition. It is an iterative process that requires flexibility and collaboration between the consultant and client. Applying this cycle framework ensures consultants add value by gaining an in-depth understanding of the client's needs and jointly developing evidence-based interventions to address the root causes, rather than just symptoms, of any issues. It also facilitates effective change implementation and eventual transition of ownership to the client to help ensure sustainability of changes.
Principles of effective software quality managementNeeraj Tripathi
The document discusses principles of effective software quality management. It lays out the CERT framework which includes 4 themes: customer experience, enabling environment, repeatable and reusable processes, and time to market. The framework is designed to guide organizations to the most effective quality processes and improve customer satisfaction. Key aspects discussed include actively involving customers, establishing a shared vision, encouraging innovation, and focusing on metrics to measure progress.
How Project Management Leads to Better OutcomesAllison Reznick
Implementing project management practices can have
widespread benefits for an association. Here's a primer on
what effective project management looks like and how
associations might use it.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
ScanScan 1Scan 2Scan 3Scan 4Scan 5Scan 6Scan 7Scan 8Scan 9Scan 10Scan 11Scan 12Scan 13
Chapter 13 Global Health Challenges
MANY INDIVIDUALS AND NONGOVERNMENTAL ORGANIZATIONS (NGOS) HELP FIGHT GLOBAL DISEASE. The Bill and Melinda Gates Foundation plays a key role in the war against malaria, AIDS, and other diseases. Melinda and Bill Gates met with doctors and patients at the Manhica Research Center and Hospital in an area of Mozambique heavily affected by malaria.
Learning Objectives
1. 13.1Recall the causes and effects of noncommunicable diseases
2. 13.2Evaluate the role of global travel and trade in facilitating the globalization of infectious diseases
3. 13.3Outline the three developments that gave rise to the concept of human security
4. 13.4Describe the three epidemiologic transitions to better understand contemporary concerns about infectious diseases
5. 13.5Report the cause, spread, effects, and control measures of influenza and avian flu
6. 13.6Report the cause, spread, effects, and control measures of malaria
7. 13.7Recognize the causes and preventive measures of HIV
8. 13.8Report the origin, spread, effects, and control measures of SARS
9. 13.9Report the origin, spread, effects, and control measures of Ebola
10. 13.10Outline role of the WHO in preventing the spread of infectious diseases
Noncommunicable diseases (NCDs) such as heart disease, cancer, diabetes, chronic respiratory disease, and mental illness in general and Alzheimer’s disease in particular are the leading causes of death and disability globally. Long associated with affluent Western standards of living, NCDs are now a global problem. While rich countries are better equipped to deal with chronic diseases, they are far more deadly in poor countries. Growing numbers of old people and the spread of middle-class lifestyles make NCDs more prevalent than infectious diseases. Globalization also contributes to the growth of NCDs by helping expand the global middle class and by promoting fast foods, sugary drinks, alcohol, smoking, processed foods, and sedentary lifestyles. A major global health threat that undermines efforts to cure diseases is the emergence of germs that are resistant to antibiotics. This is due mainly to the excessive use of antibiotics in medicine and agriculture.
Infectious diseases are intertwined with numerous global issues and are inseparable from political, economic, and cultural components of globalization. Ethnic conflicts make populations vulnerable to infectious diseases. Fighting contributes to the collapse of public services, which means that many people die from what would ordinarily be treatable diseases, such as diarrhea and respiratory infections. Conflicts also create refugees, overcrowding, and unsanitary conditions, thereby creating environments conducive to the spread of infectious diseases.
Environmental degradation and deforestation expose humans to a variety of infectious diseases. They also contribute to global warming and flooding,.
Scapegoating is a theory of prejudice and discrimination. Societ.docxtodd331
Scapegoating is a theory of prejudice and discrimination. Society looks at the weakest group, and places blame on that group for all ills. That group then becomes the bottom level of society. We've seen this over the past 18 months. Illegal immigrants have been blamed for many issues, in particular crime and unemployment rates. Yet, I know few in my own area who will do the jobs these folks do every day. As for crime, please see the link below for a journal article that addresses this issue. Most crimes committed by immigrants without papers are misdemeanors.
What are your thoughts?
.
Scanned with CamScannerScanned with CamScannerIN.docxtodd331
Scanned with CamScanner
Scanned with CamScanner
INSTRUCTIONS
Write a brief case study (ALZHIEMER DISEASE) of a real or hypothetical issue or problem that needs investigation (approx. 200-250 words max).
Discussion 3.2: Hypothesis Test Tag Team
Corporate Responsibility 8;
The Social Responsibility of Business Is
to Increase Its Profits
Milton Friedman
When I hear businessmen speak eloquently
about the “social responsibilities of business
in a free-enterprise system,” I am reminded
of the wonderful line about the Frenchman
who discovered at the age of 70 that he had
been speaking prose all his life. The busi
nessmen believe that they are defending free
enterprise when they declaim that business
is not concerned “merely” with profit but
also with promoting desirable “social” ends;
that business has a “social conscience” and
takes seriously its responsibilities for provid
ing employment, eliminating discrimina
tion, avoiding pollution and whatever else
may be the catchwords of the contemporary
crop of reformers. In fact they are—or
would be if they or anyone else took them
seriously—preaching pure and unadulter
ated socialism. Businessmen who talk this
way are unwitting puppets of the intellectual
forces that have been undermining the basis
of a free society these past decades.
The discussions of the “social responsibil
ities of business” are notable for their analyt
ical looseness and lack of rigor. What does it
mean to say that “business” has responsibili
ties? Only people can have responsibilities.
A corporation is an artificial person and in
this sense may have artificial responsibili
ties, but “business” as a whole cannot be said
to have responsibilities, even in this vague
sense. The first step toward clarity in ex
amining the doctrine of the social responsi
bility of business is to ask precisely what it
implies for whom.
Presumably, the individuals who are to be
responsible are businessmen, which means
individual proprietors or corporate execu
tives. Most of the discussion of social respon
sibility is directed at corporations, so in what
follows I shall mostly neglect the individual
proprietors and speak of corporate execu
tives.
In a free-enterprise, private-property sys
tem, a corporate executive is an employee of
the owners of the business. He has direct re
sponsibility to his employers. That responsi
bility is to conduct the business in accord
ance with their desires, which generally will
be to make as much money as possible while
conforming to the basic rules of the society,
both those embodied in law and those em
bodied in ethical custom. Of course, in some
cases his employers may have a different ob
jective. A group of persons might establish a
corporation for an eleemosynary purpose—
for example, a hospital or a school. The
manager of such a corporation will not have
money profit as his objectives but the ren
dering of certain services.
In either case,.
Sara Mohammed1991 Washington St.Indiana, PA 15701(571) 550-3.docxtodd331
Sara Mohammed
1991 Washington St.
Indiana, PA 15701
(571) 550-3232
[email protected]
EDUCATION
Indiana University of Pennsylvania (IUP) Expected December 2020
Bachelor of Science in Business
Northern Virginia Community College (NOVA), Woodbridge, VA May 2016
English As a Second Language
Volunteerism
Saudi club association at Gannon University Fall 2018
SKILLS
· Speak three languages (Arabic, English, and Turkish)
· Knowledge with technology
· Experience with Microsoft, Word, Excel, and PowerPoint
· Looking for helping others always
· Familiar with taking care of kids
.
Scanned with CamScannerApplication Assignment 2 Part 2 .docxtodd331
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Application Assignment 2: Part 2 - Developing an Advocacy Campaign
The following application, Part 2, will be due in Week 7.
To prepare:
· Review Chapter 3 of Health policy and politics: A nurse’s guide.
· In the first assignment, you reflected on whether the policy you would like to promote could best be achieved through the development of new legislation, or a change in an existing law or regulation. Refine as necessary using any feedback from your first paper.
· Contemplate how existing laws or regulations may affect how you proceed in advocating for your proposed policy.
· Consider how you could influence legislators or other policymakers to enact the policy you propose.
· Think about the obstacles of the legislative process that may prevent your proposed policy from being implemented as intended.
·
To complete:
Part Two will have approximately 3–4 pages of content plus a title page and references. Part Two will address the following:
· Explain whether your proposed policy could be enacted through a modification of existing law or regulation or the creation of new legislation/regulation.
· Explain how existing laws or regulations could affect your advocacy efforts. Be sure to cite and reference the laws and regulations using primary sources.
· Provide an analysis of the methods you could use to influence legislators or other policymakers to support your policy. In particular, explain how you would use the “three legs” of lobbying in your advocacy efforts.
· Summarize obstacles that could arise in the legislative process and how to overcome these hurdles.
Milstead: 3 Legs of Lobbying
“According to Milstead (2013), Leg One of the Three-Legged Stool consists of lobbying which is the act of influencing – the art of persuading-a government entity. “Legislators often rely on lobbyists’ expertise to help them understand what they are voting for or against.” (Milstead, 2013, p. 53). Local State Representatives should be targeted as a champion for the bill and that’s likely where an average voter can begin for their voice to be heard at the local and state levels.Leg Two of the Three-Legged Stool also includes the grassroots lobbyists. The AmericanNurses Association often spear-heads lobbying efforts in the best interest of the public on healthcare related issues and has a strong history of working with Congress on these important issues. “Grassroots lobbyists are constituents who have the power to elect officials through their vote and have expertise and knowledge about a particular issue (such as nurses in healthcare reform debates)” (Milstead, 2013, p. 54). Nurses can become a member of the American Nurses Association or other associations to ensure nurses have a voice on these important issues”
Reflection
Associate Professor Michael Segon
Director MBA
1
Reflection
Reflection is used as a learning tool to make sense of what we have experienced and how we can optimise our learning from that experience.
.
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Chapter 13:The Bureaucracy
ADA Text Version
Learning Objectives
1. Describe the formal organization of the federal bureaucracy.
2. Classify the vital functions performed by the bureaucracy.
3. Explain the present Civil Service system and contrast it with the 19th century spoils system.
4. Identify the various factors contributing to bureaucracy's growth over time.
5. Compare the means by which Congress and the president attempt to maintain control over the bureaucracy.
6. Analyze and evaluate the problems that bureaucratic organization poses for American democracy.
Introduction
The very word "bureaucracy" often carries negative connotations. To refer to an institution as a "bureaucracy" or characterize it as "bureaucratic" is usually intended as an insult. But the national bureaucracy, sometimes called the "fourth branch of government", is responsible for practically all of the day-to-day work of governing the country. While bureaucracy in the United States, consistent with our tradition of more limited government, is smaller than its counterparts in other longstanding democracies, its influence extends to almost every corner of American society. From delivery of the mail to regulation of the stock market to national defense, federal employees plan, regulate, adjudicate, enforce, and implement federal law. Despite recurrent calls to "shrink" the size of government, the federal bureaucracy remains the largest single employer in the United States. This lesson examines the bureaucracy's formal organization, its critical role in the American economy and society, and its perceived weaknesses.
Study Questions
1. How did sociologist Max Weber define bureaucracy?
2. Identify the various functions federal bureaucracies perform giving at least one example each:
a. Implementation
b. Regulation
c. Adjudication
d. Enforcement
e. Policy-making
3. How many people does the federal government employ? For what percentage of GDP does federal spending account? How does this compare to other economically advanced democracies?
4. Classify and distinguish the major types of bureaucracy in the federal government:
a. Cabinet Departments
b. Independent Agencies
c. Independent Regulatory Commissions
d. Government Corporations
5. How does the federal bureaucracy select and recruit personnel? Contrast the present civil service system with the spoils system. What advantages does the present system provide?
6. What factors explain the growth of bureaucracy over time despite recurrent calls for limiting the size of government?
7. Identify those factors in the budget process making it difficult to cut bureaucratic funding.
8. Describe the way Congress authorizes funding for the federal bureaucracy.
9. How does Congress attempt to control the federal bureaucracy?
10. How does the president attempt to control the federal bureaucracy?
11. What special problems does bureaucratic independence present in a democracy? Discuss with re.
SANS SIFT tool Final project , related to (digital foren.docxtodd331
SANS SIFT tool Final project , related to (digital forensics tools and technique)
Description : A 500-700 word, double spaced paper, written in APA format, showing sources and a bibliography and ppt presentation too
Presentation materials
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TABLE 2.2 Connecting Knowledge of Development and Learning to Teaching Practices
Principles of Child Development and Learning
Developmentally Appropriate Teaching Practices
Children develop holistically
• Teachers plan daily activities and routines to address aesthetic, emotional, cognitive, language, physical, and social development.
• Teachers integrate learning across the curriculum (e.g., mixing language, physical, and social; combining math, science, and reading).
Child development follows an orderly sequence
• Teachers use their knowledge of developmental sequences to gauge whether children are developing as expected, to determine reasonable expectations, and to plan next steps in the learning process.
Children develop at varying rates
• Teachers give children opportunities to pursue activities at their own pace.
• Teachers repeat activities more than once so children can participate according to changing needs and abilities.
• Teachers plan activities with multiple learning objectives to address the needs of more and less advanced learners.
Children learn best when they feel safe and secure
• Teachers develop nurturing relationships with children and remain with children long enough so children can easily identify a specific adult from whom to seek help, comfort, attention, and guidance.
• Daily routines are predictable. Changes in routine are explained in advance so children can anticipate what will happen.
• There is two-way communication between teachers and families, and families are welcome in the program.
• Children have access to images, objects, and activities that reflect their home experiences.
• The early childhood environment complies with all safety requirements.
• Adults use positive discipline to enhance children’s self-esteem, self-control, and problem-solving abilities.
• Teachers address aggression and bullying calmly, firmly, and proactively.
Children are active learners
• Activities, transitions, and routines respect children’s attention span, need for activity and need for social interaction. Inactive segments of the day are short.
• Children participate in gross motor activities every day.
Children learn through a combination of physical experience, social experience, and reflection
• Adults encourage children to explore and investigate. They pose questions, offer information, and challenge children’s thinking.
• Children have many chances to document and reflect on their ideas.
Children learn through mastery and challenge
• Practitioners simplify, maintain, or extend activities in response to children’s functioning and comprehension.
Children’s learning profiles vary
• Teachers present the same information in more than one modality (seeing, hearing, touching) and through different types of activities.
• Children have opportunities to play on their own and with others; indoors and outdoors; with natural and manufactured materials.
Chil.
Sandro Reyes 1
5
Human Impact on the Environment
Every day, I see the harmful impacts of humans on the environment. Just 13 percent of the globe’s oceans remain unsoiled by humanity’s damaging impacts (Carrington, 2018). In the remotest poles and Pacific areas, most of the ocean has no natural marine wildlife. Pollution, huge fishing fleets, and global shipping along with climate change are all degrading the oceans. The vehicles we drive every day, industrial wastes, overpopulation, and fossil fuels, all have negative effects on the environment. Human activities are negatively affecting the environment by degrading it and sooner or later, the earth will not be able to sustain humans.
Overpopulation is now an epidemic with decreased mortality rates, improved medicine, and food sustainability. We are living longer, which is increasing population. The impact of overpopulation includes environmental degradation due to cutting down of trees to create space. With less trees to filter the air, an increase in carbon dioxide levels is damaging every single organism (Interesting Engineering, 2019). Another effect of overpopulation is overdependence on fossil fuels such as coal and oil, which emit plentiful carbon oxide into the air. With increased population, humans need more space, which damage ecosystems and augment carbon dioxide emissions.
Pollution is another impact of human activities on the environment. From trash, industrial wastes to carbon dioxide emissions into the air, pollutions is inevitable. Over 2.4 billion individuals have no access to sources of clean water. Human activities continue to deplete indispensable resources such as soil, water, and air. United States, for example, produces 147 million metric tons of air pollution annually (Interesting Engineering, 2019). Air quality in developing nations continues to plummet as well. This means that we are engaging in activities that are hurting the environment.
Global warming is one of the greatest causes of environmental degradation contributed by human activities. Some people do not believe that global warming is real. However, that is not true, and its major contributors include carbon dioxide emissions from respiration, deforestation, and burning fossil fuels. Each year, we continue to contribute to levels of carbon dioxide globally. Current levels exceed 400 PPM, and the rise in carbon dioxide emissions are attributed to an increase in global temperatures (Interesting Engineering, 2019). The result is the melting of arctic glaciers and land ice, which will increase sea levels, and have negative effects on oceanic life.
Climate change is another impact on the environment that is being caused by us. It is linked .
Scanned with CamScannerResearch Summary (paper)For thi.docxtodd331
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Research Summary (paper)
For this assignment you summarize one of the experimental research studies from your research collection.
(I did not make one, feel free to choose any research that has to do with psychology.)
Check out Audris Oh's research summary I put in the files -- it's a great model.
Write your summary in 5 pages or so, basically summarizing each of the major sections - literature review, methods section, results section and discussion. Let the abstract at the beginning of the paper guide you (It's just one paragraph but is a great guide). Why was the study done and how does it fit in with other work in the field (the intro or lit review)? What was the actual experiment (the methods section)? What were the results (the results section)? Why is it important (the discussion section)? Conclude your paper with a personal reaction -- does this fit with what you’ve seen? How might you use any insight the study provides?
Include the pdf of the article (or link to it) and the reference to the article in APA style. Here's an example of a reference:
Stein, S., Isaacs, G., & Andrews, T. (2004). Incorporating authentic learning experiences within a university course. Studies in Higher Education, 29(2), 239-258.
Example of how the essay should look like: https://middlesexcc.libguides.com/ld.php?content_id=7578609
Mendel, 150 years on
T.H. Noel Ellis1, Julie M.I. Hofer1, Gail M. Timmerman-Vaughan2, Clarice J. Coyne3
and Roger P. Hellens4
1
Institute of Biological, Environmental & Rural Sciences, Aberystwyth University, Gogerddan Campus, Aberystwyth,
Ceredigion, SY23 3EB, UK
2
The New Zealand Institute for Plant & Food Research Ltd, Christchurch 8140, New Zealand
3
USDA-ARS Western Regional Plant Introduction Station, Washington State University, Pullman, Washington, USA
4
The New Zealand Institute for Plant & Food Research Ltd, Auckland, New Zealand
Review
Mendel’s paper ‘Versuche über Pflanzen-Hybriden’ is the
best known in a series of studies published in the late 18th
and 19th centuries that built our understanding of the
mechanism of inheritance. Mendel investigated the seg-
regation of seven gene characters of pea (Pisum sativum),
of which four have been identified. Here, we review what
is known about the molecular nature of these genes,
which encode enzymes (R and Le), a biochemical regula-
tor (I) and a transcription factor (A). The mutations are: a
transposon insertion (r), an amino acid insertion (i), a
splice variant (a) and a missense mutation (le-1). The
nature of the three remaining uncharacterized characters
(green versus yellow pods, inflated versus constricted
pods, and axial versus terminal flowers) is discussed.
Mendel’s studies: species, traits and genes
Mendel’s paper ‘Versuche ü ber Pflanzen-Hybriden’ [1] is
the best known in a series of studies published in the late
18th and 19th centuries [2–4] that built our understanding
of the mechanism of inheritance [5]. The title of M.
Scanned with CamScannerHACCP Recipe TermsCheck tempe.docxtodd331
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HACCP Recipe Terms
Check temperature of food at least every four hours and record
Check temperature of storage area at beginning of shift.
Cook eggs, poultry, fish, and meat in a microwave oven to a minimum temperature of 165 degrees F.
Cook fish to a minimum of 145 degrees F for 15 seconds.
Cook ground meats to a minimum of 155 degrees F for 15 seconds.
Cook poultry to a minimum of 165 degrees F for 15 seconds.
Cook vegetables to a temperature of 135 degrees F or higher.
Cooked food should be cooled from 135 degrees F to 70 degrees F within 2 hours and from 70 degrees F to 41 degrees F or lower in an additional 4 hours.
Cool foods to at least 70 degrees F before refrigerating or freezing.
Crack egg in separate bowl before combining to larger bowl.
Discard food held in the temperature danger zone for longer than four hours.
Hold cold foods at an internal temperature of 41 degrees F or lower.
Hold frozen foods at a temperature of 0 degrees F or lower.
Thaw food in a microwave oven if it will be cooked immediately after.
Hold hot foods at a minimum internal temperature of 135 degrees F or higher.
Hold hot foods at a minimum internal temperature of 135 degrees F or higher.
Inspect can before opening for swollen ends, rust, or dents.
Label food for storage with ingredient list and date of preparation.
Prepare raw foods separately from ready to eat foods.
Reduce the size or quantity of food to be cooled.
Reheat food to 165 degrees F for 15 seconds.
Remove from the refrigerator only as much product as can be prepared at one time.
Remove jewelry
Rotate products to ensure that the oldest inventory is used first.
Sanitize work surface, equipment, and utensils.
Store chemicals away from food products.
Store cut melons at 41 degrees F or lower.
Store fresh-cut produce between 33 to 41 degrees F to maintain quality.
Store raw meat, poultry, and fish in the bottom of the refrigerator.
Thaw food by submerging under running potable water at a temperature of 70 degrees F or lower.
Thaw food in a microwave oven if it will be cooked immediately after.
Thaw food in the refrigerator at 41 degrees F or lower.
Use a clean, sanitized, and calibrated thermometer to measure the internal temperature of foods.
Wash all fresh fruit prior to serving
Wash your hands
Wear gloves
Wear hairnet
Standardized Recipe Form
Recipe Name_____________________________________ Category_______________________________ Recipe #__________________________
(i.e., entrée, breads)
HACCP Process: _____ 1 – No Cook _____ 2 – Cook & Same Day Serve _____ 3 – Cook, Cool, Reheat, Serve
Ingredients
For ___________Servings
Directions: Include step by step instructions, the critical control points (CCP-specific points at which a hazard can be reduced, eliminated or prevented) and critical limit (time and/or temperature that must be achieved to control a hazard).
Weight
Measure
Serving Size___________________ Pan Size_______________.
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This document provides instructions for a two-part experiment involving titration. In part A, students will standardize a NaOH solution by titrating it against a primary standard of KHP. In part B, students will use their standardized NaOH solution to determine the concentration of acetic acid in a vinegar sample through titration. Key steps and concepts discussed include buret usage, endpoint determination, stoichiometric calculations to determine concentration from titration data, and the purpose and characteristics of primary standards.
Scanlon Technologies, Inc. Anne Scanlon founded Scanlon Technol.docxtodd331
Scanlon Technologies, Inc.
*
Anne Scanlon founded Scanlon Technologies, Inc., in 1993. The company designed and manufactured high-tech products that were used in various industries ranging from semiconductor to aviation. Over the years, Scanlon Technologies reported a compound annual growth rate in revenues of over 20% due to high demand for the company’s products and Anne’s superior management skills. By the end of 1996, it was clear that any further growth would have to come from international expansion. However, establishing manufacturing operations and opening up sales and marketing offices abroad required a significant amount of capital. Anne considered investing more of her own money into the business; however, given that she already had most of her wealth tied up in the company, she decided against the idea. Moreover, she believed that the amount of funds Scanlon Technologies needed to raise for expansion was in the tens of millions. In her mind, there was only one clear solution—go public.
In September 1996, Anne hired J.P. Suisse, a top tier investment bank, to take Scanlon Technologies public. On January 1, 1997, the company, which was authorized by the State of Delaware to sell 20 million common stock and 10 million preferred stock, issued one million shares of common stock in an Initial Public Offering (IPO) and began trading on the New York Stock Exchange under the ticker symbol STI. The stock, which had a par value of $1, was sold for $20 per share and climbed to $26 a share by the end of its first trading day.
As expected, the funds raised in the IPO were used to open offices all over the world as well as build a second manufacturing plant in Toronto, Canada. Over the next couple of years, business was good and the company was able to generate enough cash to maintain its level of operations.
In October 1999, Anne learned that Kadehjian
Solution
s Coporation, a competitor, was considering the option of being acquired. Anne believed that such an acquisition would position Scanlon Technologies as the industry leader. One of Kadehjian’s requirements for such an acquisition was that it be an all-cash transaction. Anne knew that this would require Scanlon Technologies to raise approximately $7 million.
Ann contracted J.P. Suisse to discuss raising these funds through the capital markets. The managing directors at J.P. Suisse recommended that Scanlon Technologies employ a combination of debt and equity securities. Anne agreed and on January 1, 2000, the company issued an additional one hundred thousand shares of its $1 par value common stock at $40 per share. On the same day, the company issued $2 million in bonds at 95.8, due in 5 years with 5% interest payable annually (at year end). The market interest rate at the time was 6% per year. Also on January 1, 2000, Scanlon Technologies issued $1.3 million in zero-coupon (i.e. no interest) convertible bonds, also due in 5 years. Each $1,000 bond converted into 20 shares of its commo.
scan the following 2 poems by Robert Herrick. analyze each poems rhy.docxtodd331
scan the following 2 poems by Robert Herrick. analyze each poems rhyme and verse and its meter and number of feet. then in a short paragraph, tell me what you think.
Upon Julia's Breasts
Display thy breasts, my Julia, there let me
Behold that circummortal purity;
Between whose glories, there my lips I'll lay,
Ravished in that fair Via Lactea.
Upon a Child That Died
Here she lies, a pretty bud,
Lately made of flesh and blood,
Who as soon fell fast asleep
As her little eyes did peep.
Give her strewings, but not stir
The earth that lightly covers her.
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SBUX ISIncome Statement - As Reported 10K in millionsIncome Statem.docxtodd331
SBUX ISIncome Statement - As Reported 10K in millionsIncome Statement - As Reported 10Q in millions9/30/139/30/149/30/159/30/169/30/179/30/18TTM12/30/173/30/186/30/189/30/1812/29/18TTM Company-operated stores$11,793.2$12,977.9$15,197.3$16,844.1$17,650.719,690.320,318.8 Company-operated stores4,741.84,828.05,060.45,060.1$5,370.3020,318.8 Total specialty$3,073.6$3,469.9$3,965.4$4,471.8$4,736.15,029.24,959.6 Total specialty1,331.91,203.81,249.91,243.5$1,262.404,959.6 Licensed stores$1,360.5$1,588.6$1,861.9$2,154.2$2,355.02,652.22,706.9 Licensed stores682.4625.6660.6683.6$737.102,706.9 CPG, foodservice and other$1,713.1$1,881.3$2,103.5$2,317.6$2,381.12,377.02,252.7 CPG, foodservice and other649.5578.2589.3559.9$525.302,252.7Total net revenues$14,866.8$16,447.8$19,162.7$21,315.9$22,386.8$24,719.525,278.4Total net revenues6,073.76,031.86,310.36,303.6$6,632.7025,278.4 Cost of sales including occupancy costs-$6,382.3-$6,858.8-$7,787.5-$8,511.1-$9,038.2-10,174.5-10,434.2 Cost of sales including occupancy costs-2,502.9-2,516.0-2,554.9-2,604.6($2,758.70)-10,434.2 Store operating expenses-$4,286.1-$4,638.2-$5,411.1-$6,064.3-$6,493.3-7,193.2-7,449.2 Store operating expenses-1,737.0-1,789.6-1,825.0-1,841.6($1,993.00)-7,449.2 Other operating expenses-$431.8-$457.3-$522.4-$545.4-$553.8-539.3-532.2 Other operating expenses-141.6-134.3-148.0-156.7($93.20)-532.2 Depreciation and amortization expenses-$621.4-$709.6-$893.9-$980.8-$1,011.4-1,247.0-1,321.6 Depreciation and amortization expenses-258.8-331.6-330.0-326.6($333.40)-1,321.6 General and administrative expenses-$937.9-$991.3-$1,196.7-$1,360.6-$1,393.3-1,759.0-1,797.8 General and administrative expenses-379.1-405.8-468.7-460.0($463.30)-1,797.8 Restructuring and impairments$0.0$0.0$0.0$0.0-$153.5-224.4-240.0 Restructuring and impairments-27.6-134.7-16.9-45.2($43.20)-240.0 Litigation credit / charge-$2,784.1$20.2$0.0$0.0$0.0$0.0Income from equity investees89.452.771.487.7$67.80279.6Income from equity investees$251.4$268.3$249.9$318.2$391.4301.2279.6Operating income / loss1,116.1772.51,038.2956.6$1,015.703,783.0Operating income / loss-$325.4$3,081.1$3,601.0$4,171.9$4,134.7$3,883.33,783.0Gain resulting from acquisition of joint venture1,326.3Net interest and other income62.3483-$24.8074.9 Gain resulting from acquisition of joint venture$0.0$0.0$390.6$0.0$0.01,376.4$0.0 Interest income and other, net88.2313239$24.80126.0Loss on divestiture of certain operations$0.0$0.0-$61.1$0.0$0.0499.2 Interest expense-25.9-503($75.00)-77.0 Interest income and other, net$123.6$142.7$43.0$108.0$275.3191.4$126.0Earnings / loss before income taxes3,005.9363236$965.501,068.7 Interest expense-$28.1-$64.1-$70.5-$81.3-$92.5-170.3-$77.0Income tax expense / benefit-755.8-35-45-64($205.10)-349.4Earnings / loss before income taxes-$229.9$3,159.7$3,903.0$4,198.6$4,317.5$5,780.0$1,068.7Net earnings / loss including noncontrolling interests2,250.18161,027932$760.403,534.721.83%Net earnings / loss attributab.
Scan the articles in the attached course text. Write a discussi.docxtodd331
Scan the articles in the attached course text. Write a discussion initial post on one of the articles. Choose the one that interests you most.
1.Provide a very brief overview of what you think are the key points (a literature review).
2.What about the policy area interests you?
3.What about the information systems involved in the article interested you?
4.How might this article’s research approach help you in your dissertation research project?
(NOTE: Please cut and paste the above-numbered list into your reply to help with organization.)
.
Scale Ratio Variable Histograms are useful for presenting qu.docxtodd331
Scale Ratio Variable
Histograms are useful for presenting quantitative data such as the example variable ADULT_CT which describes the number of individuals per household. The variable measurement is scale ratio and as it depicts a number, a histogram is able to reflect the number of individuals belonging to each variable value or interval of values (Mishra, Pandey, Singh & Gupta, 2018).). Histograms divide the variable into equal intervals as shown below in individuals reported per home. The graph indicates nearly 3,000 reporting and displays the individual numbers per interval. The bar levels of the graph make it is easy to discern the average number reporting as 2 per household.
Nominal Variable
As nominal variables depict qualitative data such as in the variable Q87 which describes the level of trust individuals felt towards others, a pie graph would be beneficial to use as it easily displays each group or individual share in the total being examined (Mishra, Pandey, Singh & Gupta, 2018). For example, the pie graph here which shows what percentage of trust was and wasn’t felt toward others. Graphs like these are appropriate for showing a variable that cannot be ordered or numerical in value such as feelings of trust (Frankfort-Nachmias, Leon-Guerrero & Davis, 2020).
References
Frankfort-Nachmias, C., Leon-Guerrero, A., & Davis, G. (2020). Social statistics for a diverse society (9th ed.). Thousand Oaks, CA: Sage Publications.
Mishra, P., Pandey, C. M., Singh, U., & Gupta, A. (2018). Scales of measurement and presentation of statistical data.
Annals of cardiac anesthesia
,
21
(4), 419.
Wagner, III, W.E. (2020).
Using IBM® SPSS® statistics for research methods and social science statistics
(7th ed.). Thousand Oaks, CA: Sage Publications.
Be sure to support your Main Post and Response Post with reference to the week’s Learning Resources and other scholarly evidence in APA Style.
.
Scan 12Scan 13Scan 14Scan 15Scan 16Scan 17Scan 18Scan 19
HIST 308
Sofia Clark
Spring 2020
Research Paper
Sample Outline:
1) Introduction
2) Story of capture
3) Background on British antislavery
4) Background on Royal Navy
5) Background on this specific Royal Navy vessel
6) Story of what treaty was used to condemn the slave ship
7) Background on treaty
8) Background on British relations with treaty country
9) Background on slave trade in this particular region
10) Story of what happens to the captives removed from this particular slave ship
11) Background on the general treatment of liberated Africans
12) Explanation of how the story of your ship exemplifies the broader history of slavery and anti-slavery
Bibliography
1) The slave trade in general (i.e., either the Transatlantic slave trade or Indian Ocean slave trade depending on your ship)
Article (JSTOR): Alkalimat, Abdul. "Slave Trade." In The African American Experience in Cyberspace: A Resource Guide to the Best Web Sites on Black Culture and History, 34-42. LONDON; STERLING, VIRGINIA: Pluto Press, 2004. Accessed May 30, 2020. doi:10.2307/j.ctt183q64x.8.
Article (JSTOR): JUNKER, CARSTEN. "Containing Bodies—Enscandalizing Enslavement: Stasis and Movement at the Juncture of Slave-Ship Images and Texts." In Migrating the Black Body: The African Diaspora and Visual Culture, edited by RAIFORD LEIGH and RAPHAEL-HERNANDEZ HEIKE, 13-29. Seattle; London: University of Washington Press, 2017. Accessed May 30, 2020. www.jstor.org/stable/j.ctvcwnj4v.5.
2) The slave trade in the specific area of Africa in which your ship embarked enslaved African captives (e.g., Bight of Benin, Senegambia, Angola).
Book (JSTOR): Strickrodt, Silke. "The Atlantic Connection: Little Popo & the Rise of Afro-European Trade on the Western Slave Coast, C. 1600 to 1702." In Afro-European Trade in the Atlantic World: The Western Slave Coast, C. 1550- C. 1885, 65-101. Woodbridge, Suffolk; Rochester, NY: Boydell & Brewer, 2015. Accessed May 30, 2020. doi:10.7722/j.ctt7zst5n.9.
Article (JSTOR): Graham, James D. "The Slave Trade, Depopulation and Human Sacrifice in Benin History: The General Approach." Cahiers D'Études Africaines 5, no. 18 (1965): 317-34. Accessed May 30, 2020. www.jstor.org/stable/4390897.
3) Slavery in the region to which your ship was heading (e.g., Cuba, Bahia, Pernambuco).
Book (One Search): Schneider, Elena Andrea. The Occupation of Havana: War, Trade, and Slavery in the Atlantic World. North Carolina Scholarship Online. Williamsburg, Virginia : Chapel Hill: Omohundro Institute of Early American History and Culture ; University of North Carolina Press, 2018.
Article (Project Muse): Garrigus, John. "Cuba, Haiti, and the Age of Atlantic Revolution." Reviews in American History 44, no. 1 (2016): 52-57. doi:10.1353/rah.2016.0012.
4) British antislavery policy toward the country your ship was from (e.g., Portugal, Spain, USA)
Book- page 14(Academic Search Premiere- also works for #.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
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advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
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significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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Pengantar Penggunaan Flutter - Dart programming language1.pptx
Sample ProposalsTypical ApproachProposals can vary a great d.docx
1. Sample Proposals
Typical Approach
Proposals can vary a great deal, and we’ve provided examples
that cover the range from formal contracts to informal letters of
agreement. However, all were based upon previously-
established conceptual agreement, and all provide a single fee
for the project (or for each choice of yeses).
The normal framework for the value pricing proposal should
encompass this basic sequence:
Situation Appraisal: Summarize and reconfirm the conceptual
agreement con- cerning the condition to be improved and the
desired state.
Objectives: The outcomes expected, both tangible and
intangible, quantifiable and non-quantifiable. These should be
expressed in terms of impact on the client’s business, and
sometimes are expressed again in the “values” category, if used.
Value: Either clearly stated or implied through buyer
conversations, what is the value of achieving the objectives.
This sometimes appears in the “objectives” category.
Metrics: How will the client evaluate success? What are the
indicators that the objectives have been met? Simply stated:
How would clients know it if they fell over it?
Timing: Projects are finite. When do we begin, when do we end,
and are there progress measures in between?
Accountabilities: What is the client expected to provide
(documents, access, administrative support) and what do we
provide (focus group facilitation, product, re- ports)? What is
2. the nature of the collaboration?
Credentials (optional): Why is Zenger Miller (and you) the best
alternative for this client? This is usually already covered
during the relationship-building.
Sometimes this area includes the credentials of the individuals
who will work on the project.
Terms and Conditions: What is the fee (including the options)
for the project, how is it to be paid and under what conditions?
How are expenses to be reimbursed, and what is included and
excluded?
Acceptance: The sign-off by the economic buyer.
The following samples don’t rigidly adhere to this format, but
all of the ele- ments have been agreed upon either implicitly or
explicitly. They range from the short-term and relatively low-
priced, to the extended, relatively high-priced. Some are pure
consulting interventions, other include deliverables. None is
meant to be
“perfect.” Use them as templates to guide you in creating value-
rich, high fee propos- als for your clients.
Note that tasks are rarely specified in detail. The “what” and the
outcome are important. The “how” and the input are up to the
experts—the consultants. If the project is value-priced
correctly, the margins will more than support unanticipated
client requests.
Sample Proposal #1
Proposal to Assist in Reorganization at XXXXXX
Situation Summary
You must “jump start” people so that a new manner of working
cross-function- ally—in a matrix organization—is not merely
3. accepted, but is exploited as a high-pro- ductivity way of life.
Although reorganization has not been the norm, there is likely
to be resistance, both from those inside and from those outside
the new organization. A key factor—perhaps the key factor in
success—is the ownership and appropriate be- haviors of all key
managers and exemplars, so that people have the proper leader-
ship, and accountabilities will be accepted.
The primary transition is from a project-oriented, transient
approach, to a pro- gram-oriented permanent approach in
managing the business. Standards, measure- ment, tracking,
feedback loops and ultimate ownership must be created and em-
braced. The process of ownership is central to success.
Collaboration in a matrix structure with accountability thrust
downward are important goals.
Objectives
Among the results to be achieved are these key objectives:
· Managers’ skills are developed and behaviors are directed
toward achieving
and exploiting results that the new organization affords.
· Accountabilities are clear at the individual job (micro) level.
· Communications flow is rationalized so that people are able to
deal within the “matrix” clearly, easily and willingly.
· Key exemplars develop and exhibit collegiality that
demonstrates support for and participation in the new
organization.
· Group interactions are facilitated and continually honed.
· Obstacles presented by systems, procedures and culture are
identified and
removed as appropriate.
Methodology/Interventions
4. The assistance in achieving the objectives would include, but
not be limited to, the following activities:
· One-on-one assistance for all key managers in skills and
behaviors required by the new organizational relationships.
· Group facilitation where needed in meetings and cross-
functional teams.
· Group observation and feedback, with recommendations on
how to improve
the process.
· Assistance with written communications and meetings, so as to
maximize ownership and accountabilities and minimize
resistance.
· Recommendations for procedures, cultural norms (i.e.,
meeting types and du- rations) which will remove obstacles and
strengthen the matrix structure.
· Assistance in creating ownership that encompasses standards,
measures of success, monitoring means and feedback to those
accountable.
· Observation and recommendations for interactions with “non-
matrix” groups whose adherence to the new system is key to
overall success.
· Attendance at large (off site) and small (on site) meetings to
provide feedback on acceptance and recommendations on
follow-up actions.
Measures of Success
We’ll know we’re successful when the following are manifest:
· New programs are introduced in a synergistic fashion.
· Other XXXXXX functions accept and utilize the new
structure.
· People are focused beyond merely getting something working
toward getting it working to a degree previously designated
which constitutes success. (It’s not just running, it’s running the
5. way it should be running.)
· There is group approval, and a lack of cynicism; the programs
show multiple sign-offs from diverse team members.
· Meetings and discussions clearly reveal that others were
included—and val- ued—in the decision making process, and
that such inclusion was mandatory for success.
Timing
I’m available to begin working with you this month and, at the
moment, the February 23 meeting date is one I can make. I’d
suggest a 90-day initial phase, after which we’d evaluate
progress in light of the above and make an assessment as to
what further assistance is necessary. Our initial project would
therefore begin now and last until April 15.
Joint Accountabilities
I would work with Cheryl (and anyone else designated) in
conjunction with the project so that the interventions I’m
involved in could be transferred entirely to inter- nal people, if
desired. We would jointly make determinations during the
initial 90 days as to whether some of the objectives and
interventions required more emphasis than others, and/or
whether new needs arose that were unanticipated. In that case,
we would redirect our efforts accordingly.
Terms and Conditions
My fees are always based upon the project, and never upon time
units. That way you’re encouraged to call upon me without
worrying about a meter running, and I’m free to suggest
additional areas of focus without concern about increasing your
6. investment.
The fee for the assistance detailed above would be $15,000 per
month, payable on the 15th of February, March and April. If
you choose to pay the entire amount at the outset, I’m happy to
provide a 10% reduction in the total fee. Expenses are billed
as actually accrued at the conclusion of each month, and are
payable upon receipt of our statement.
At the end of the 90 days we would make a joint evaluation as
to whether to continue the relationship and, if so, under what
conditions.
Acceptance
Your signature below indicates acceptance of this proposal and
its terms.
This proposal is accepted and forms an agreement between
XXXXXXXXXX (you) and Summit Consulting Group, Inc.
(we/us/I) as represented by Alan Weiss.
For Summit Consulting Group, Inc.: For XXXXXXXXXX:
Alan Weiss President
Date: January 31, 1995 Date:
Sample Proposal #2
Proposal: XXXXXXXXXX XXXXXXX—Performance
Appraisal Skills Building
This constitutes a proposal tendered by Summit Consulting
Group, Inc. to assist XXXXXXXXXX XXXXXXX, Inc. in the
research, design, implementation and refine- ment of a
7. performance evaluation process which is understood, supported,
and effec- tively executed by designated members of
management.
Objectives
The objectives for the project include:
· XXX management will possess the knowledge to execute
performance reviews
· XXX management will possess the skills to execute those
reviews
· Reviews will be conducted in conformance with company
guidelines
· Reviews will provide useful and honest feedback to
performers
· Performance improvement will be detailed and monitored
In achieving these objectives, the following parameters will be
met in establishing and implementing the processes:
· alignment between individual and organizational goals
· linking tasks to output; that is, focusing on and measuring
results
· seeking competitive advantage; the process must enhance
business goals
· creation of a dialogue between performer and manager
· participation by and commitment from the performer and the
manager
· simplicity of administration and avoidance of bureaucracy
· metrics for a process and not an event; follow-through and
support
· combine skills and behaviors in the development focus
· global applicability, allowing for local cultural variations, as
appropriate
8. · minimize disruption in implementation of and training for the
process
Measurement
The success in meeting the objectives would be measured by
factors which include:
· Creation of developmental plans for all employees evaluated
· Improvement in performance measures during the year
following the first review period1
· Evaluations are performed and submitted by deadlines
· Minimum of grievances/reviews requested over disagreements
in evaluations
· Random sampling of population indicates acceptable
frequencies of monthly
and/or quarterly feedback sessions during the year
1 Note that this need not be represented by increased ratings,
since the goal is to improve relative to current performance, and
forced-distributions may still be applied.
· Minimum returned and/or “overruled” evaluations by senior
management
Methodology
Option 1: Skills Building for Managers
We would work with you to research and design a classroom
intervention which could be delivered by our staff acting as
facilitators and by your own people as inter- nal instructors.
This option would entail:
9. · Investigation of the types of jobs and performance currently
required by XXX and those jobs and performance anticipated by
XXX.
· Assessment of current managerial competence/success/failures
in contemporary performance evaluation efforts.
· Incorporation of XXX business and strategic goals so that
performance
and assessment are aligned with organizational need.
· Creation of a one-day program, including concepts, exercises,
XXX
examples and support (“take-away”) materials which would
include:
· how to coach and counsel
· how to provide informal feedback on a regular basis
· how to create performance objectives (behavioral and
outcomes)
· how to create measurement criteria
· how to create developmental plans
· how to engage the performer as “owner” of the process
· Creation of a “train-the-trainer” workshop of 2-3 days’
duration, in which
XXX people would be trained to conduct the one-day sessions.
· Creation of appropriate reference material and job aids for
both sessions.
· Facilitation of sessions, as requested.
· Monitoring of results over ensuing six months and refinements
as necessary
as process is implemented.
Option 2: Skills Building for Remote Locations (Optional)
We would create a set of self-paced, objective-based (criterion-
referenced instruction) materials to be provided in those cases
when:
· Remote locations preclude classroom interventions.
10. · Small numbers of people preclude classroom intervention.
· Language difficulties require varying speed of learning.
· Refresher capability is required to update skills.
· New promotions or new hires cannot be accommodated in
classes rapidly.
In this case, we would adapt the option 1 program into a set of
print and video mate- rials which contain their own criteria for
successful completion, and can be validated by an off-site party,
if desired. We estimate that this program would require from 16
to 24 hours to complete, and would be completely modularized.
(We generally rec- ommend half-day exposures.)
Option 3: Skills Building for All Employees in Performance
Appraisal (Optional)
There is an opportunity to expose all employees (not just
managers conducting re- views) to the need for two-party
commitment to the process and ownership of it. By exposing
performers to the basics covered in option 1, they are
empowered to partici- pate with a commensurate set of skills,
and not be reliant on the reviewer and his or her prior training.
We recommend a three-hour session which fulfills the
following:
· Employees are able to understand and question the process
· Employees understand their accountabilities and role in the
process
· Exercises are provided in objective setting and measurement
criteria
· “Receiving feedback” skills are developed (people respond
11. best when they
know how to be coached)
These sessions can provide for an equal dialogue between
manager and performer, and increase the frequency of feedback
since the employee understands the need and his or her
accountability in asking for feedback.
Option 4: Integration with the Performance System (Optional)
As a part of our research and design activities, we can “extend
our reach” somewhat and recommend and design the best ways
in which to integrate the performance evaluation process into
areas such as:
· compensation and incentive rewards
· developmental plans, training programs, and career
development
· identification of high potential people
· succession planning
· recruitment
· performance improvement/probation/remedial/termination
needs
· culture and morale issues
Since the performance system seldom operates in isolated parts,
but rather in a dy- namic interaction, the improvement of the
performance evaluation process can serve as a catalyst to
enhance the other aspects of the performance system. This is a
rela- tively straightforward undertaking when we are engaged in
option 1 and asked to ex- amine the interrelationships
concurrently.
Timing
12. Option 1: Implementation by June 30, 1995
Option 2: Implementation by September 1, 1995
Option 3: Implementation by June 1, 1995
Option 4: Implementation by September 1, 1995
Resource Commitments
Summit Consulting Group, Inc. will provide Alan Weiss, Ph.D.
as the project leader. He will be continually involved in all
aspects of the project, and serve as primary in- terface with
XXX management. Summit’s credentials have been provided in
previous materials. We will sign non-disclosure agreements as
requested, and all work in this project becomes the sole
property of XXX. All of our work is conducted within strict
bounds of confidentiality.
We will also provide all materials, audio/visual aids, computer
work and other sup- port services as required. We will provide
masters of the final, approved materials for ownership and
reproduction by XXX.
XXX will provide us with reasonable access to key management
people, documenta- tion and company information, as
appropriate, within the time-frames outlined. XXX will be
responsible for all scheduling of classes, facilities, equipment,
and related support for training and development purposes.
XXX will also adhere to the fee structure and reimbursement
procedures outlined below. XXX professionals will as- sist in
some data gathering, development of relevant examples and
critique of materi- als.
Note: Facilitation of programs will be billable at rates shown
13. under “terms.”
Terms and Conditions
We assess a single project fee for our work, so that there is
never a “meter running,” and you can control expenses tightly.
Within the objectives and parameters described above, we will
commit as much time as necessary to fulfill the objectives and
meet the time-frames. You and we may request additional time
be spent on aspects of this project without any additional fees
or charges, except for travel expenses.
Our fees for the options above are:
Option 1: Skills building for managers:
$68,000
Option 2: Self-paced study for managers:
print materials only
24,000
print materials and video
46,000
Option 3: Skills building for employees:
12,000
Option 4: Integration into performance system:
18,000
Facilitation by our staff, any option: $3,500 per day, U.S.,
$5,000 non-U.S.
Training-the-trainer facilitation: included in the fee for option
1.
Payment terms:
Full payment of $68,000 at acceptance in return for reduced fee
structure.
14. Further payment alternatives:
We will honor the fees for the optional methodologies through
calendar 1995.
Reasonable travel and living expenses are submitted monthly as
actually incurred, and payment is due upon presentation of our
invoice. There are no charges for fax, phone, postage,
duplication, etc.
This project is non-cancelable, and agreed-upon payment terms
are due as described. However, you may postpone or delay any
part of the work in progress without penalty. In addition, our
work is guaranteed. If we do not meet your objectives, and
cannot meet them after your notification and an attempt to
correct the shortcoming, we will refund your full fee. This has
been our commitment to our clients for over a decade.
Acceptance
This proposal is accepted and forms an agreement
between XXXXXXXXXX XXXXXXX, Inc. (you/XXX)
and Summit Consulting Group, Inc. (we/us).
For Summit Consulting Group, Inc.: For XXXXXXXXXX
XXXXXXX, Inc.:
Alan Weiss President
December 6, 1994 Date:
Sample Proposal #3
January 21, 1994
15. XXXXXXXX
President XXXXXXXX XXXXXXX
Pittsburgh, PA 15230
Dear XXXX:
I’m providing a summary of our discussion of January 19 which
provided the basis for our working relationship for 1994. There
are to be ten areas of involvement:
1. Monthly meetings between the two of us to discuss strategy,
longer-term is- sues and personal growth goals.
2. Personal development for each business head, based upon a
series of ongo- ing meetings I plan with Tim, Frank, Bob and
Brian. These will be individualized and mutually-agreed. In
addition, I’ll serve as a “sounding board” for them as they work
to achieve their business goals. You will apprise them of this
support.
3. Partnership with Jim XXXXXX, wherein I will assist him in
contributing to the business as a senior manager and internal
consultant, not merely as a human re- source facilitator. This
will focus globally, and will include improving the calibre of
human resource professionals and hires. I have already
established a preliminary discussion.
4. Responding to other key managers on an “as needed” basis.
You (or the business heads) will apprise them of this support.
5. Work with Jim to set-up and facilitate the next top-level
review group, to as- sess value-added of people and positions.
6. Specifically work with the relevant managers to establish:
· a succession plan, and ensuing development plan
· a comprehensive educational plan for the organization
· clarity of field management’s role, development, and key
personnel
· sales analysis tools for effectively monitoring and managing
business
7. Situational responsiveness to needs which arise and you deem
16. require my assistance, which are not covered elsewhere.
8. Assistance in the preparation and delivery of the February
sales meeting.
9. Working with the relevant managers to strengthen employee
communica- tions, particularly in areas of trust, credibility and
recognizing the importance of ev- eryone’s contribution.
10. Quarterly meeting with Trevor to provide assistance as he
sees fit, includ- ing suggestions for what he can be doing to
enhance performance.
To accomplish these goals, I will increase my time allocation to
XXXXXX by about 20%. Historically, we’ve both honored
schedules very well, and some months might be close to 75%
and others 10%, but the average will hold.
The total fee will be $100,000, of which $32,500 has already
been paid. The remain- ing $67,500 will be paid in 10 equal
installments of $6,750 from March through December. Expenses
will be billed monthly, as they are now. I’ll provide a monthly
summary sheet of focus and results.
Let me know if I’ve missed anything. I’ve already received a
call from Ron, and I’ll be seeing him on some IS issues in
February. I’ll also be scheduling our time together with Fran in
the next day or so.
It’s a pleasure to have somewhere to go once again during such
cold weather… Sincerely,
Alan Weiss President
AW/cca
Sample Proposal #4
July 20, 1994
17. XXXXXXXXX
Executive Director, Sales XXXXXXXXXX Division Box 2000
XXXXXXXXXXX
Dear Carrol:
Thanks for your support and interest in this work. It will be a
pleasure working with you and your colleagues. As promised,
here is a summary and confirmation.
I will conduct 12 focus groups: two in St. Louis on August 7,
two more in St. Louis on September 7, six in Woodbridge on
September 21-23, and two in New Hampshire on September 19.
I will also critique the survey you send me, provide mailers for
it to be returned here, correlate and analyze the results
according to the “cuts” you desire, and provide evaluation and
recommendations as a result of the survey and focus groups. I
will plan to send the report to you in writing late the week of
October 3, meet with you to discuss it on October 11, and be
available if needed for a presenta- tion on October 19. During
this period, I am available for consultation, fine-tuning and
discussions as you deem necessary.
Among other issues, we will focus on:
· hiring and retaining minority employees
· creating a diverse population
· promotion of diverse peoples
· turnover among female employees
· status and perceptions of employees age 40 and over
· work and family life issues
The total fee for this project is $35,000, payable on or before
September 1, 1994. Expenses will be billed monthly as actually
incurred, and will include only reasonable travel and living
expenses.
18. I will be arriving in St. Louis on August 7 at 11:04 on TWA 177
out of Boston. Please advise the dress code, since I like to dress
as the participants do. Also, it would be fine to schedule the
focus groups from 1-3 and 3-5, since they will actually run
about 90 minutes.
I’ve always worked on a “handshake” with XXXXX and a single
payment in return for lower fees. However, I’ll be glad to sign
any agreements you need. Also, please don’t hesitate to call me
at any time on our toll-free number: 800/766-7935. If I’m not
here, I’ll get back to you promptly.
Thanks again for your business. I’m happy to be involved with
you on such an impor-
tant project for XXXXX.
Sincerely,
Alan Weiss, Ph.D.
President
AW/cca Enclosures
Acceptance
This proposal is accepted and forms an agreement between
XXXXXXXXX (you) and Summit Consulting Group, Inc.
(we/us/I) as represented by Alan Weiss.
For Summit Consulting Group, Inc.: For
XXXXXXXXXXX:
19. Alan Weiss President
Date: July 20, 1994 Date:
(Originals to follow by Fedex.)
Sample Proposal #5
April 8, 1994
XXXXXXXXXXX
Training and Development WP53B-405 XXXXXXXXXXXX
XXXXXXXXXX XXXXXXXXXXX
Dear Burnette:
This is to confirm that I’ll conduct six focus groups for you at
XXXXXXXXXXX on June 14-16 to provide feedback for your
diversity education plans. I will work with you and your
colleagues prior to those dates to formulate questions,
determine group composition, comment on your questionnaire,
and help in whatever other ways I can.
The total fee is $18,000, plus actual travel expenses. The fee
includes all of the preparatory work, the facilitation of the
groups, analysis and feedback of the data, a written report, and
a personal presentation of the findings. Travel expenses should
be minimal. The fee is due on or before June 1, 1994. Expenses
are due subsequent to the project, upon receipt of our statement.
We will invoice the fee in a few weeks.
In view of the volume of work we’ve performed for XXXXX,
this letter of agreement is sufficient for our purposes. Would
you please have someone sign one copy and return it, and let me
20. know at your convenience when you would like to begin the
preparatory work. Thanks for your help. I’m looking forward to
assisting in your diversity plans.
Sincerely,
Alan Weiss, Ph.D. President AW/cca Enclosures
Acceptance
This letter of intent is accepted and forms an agreement
between XXXXXXXXXXX (you) and Summit Consulting
Group, Inc. (we/us/I) as represented by Alan Weiss.
For Summit Consulting Group, Inc.: For: XXXXXXXXXX
Alan Weiss President
Date: April 8, 1994 Date:
Sample Proposal #6
Date: April 15, 1994
To: XXXXXX
From: Alan Weiss
Subject: Proposal to Manage Transformation
Memorandum of Understanding
The purpose of this letter is to establish a clear understanding
of the roles and re- sponsibilities of the Order Fulfillment core
consulting team and agreement on the outcomes of the
consulting engagement.
Proposed Approach
We propose a three phase approach to meet the objectives of the
21. Order Fulfillment program. Phase 1 has already started in
accordance with our MOU of April 5 and will continue for 90
days. Phase 2 will take approximately six months. We estimate
Phase 3 will require an additional 90 days. These phases are
described as follows:
Mobilization Phase
· Create the umbrella vision through facilitation with
appropriate team participants.
· Resolve what issues can be "packaged" in common priorities,
what conflicts exist, what opportunities present themselves, and
what approaches are most tenable for resolution.
· Create an action plan for each issue - whether structural,
cultural or interpersonal, including its priority, accountability
for resolution, measure of successful resolution, and monitoring
points. This will enable senior management to assess progress
quickly and be assured that all key issues are being managed
proactively.
· Assist in the preparation for, facilitation of, and evaluation of
the May 17 worldwide XXXX meeting, so that participants
contribute and derive ownership, leave with a common vision
and expectation for the changes, and serve as role models for
the district managers.
Additional outcomes or deliverables for this phase will include
an accepted umbrella statement and vision, determination of
how internal and external resources can be best allocated and
coordinated and buy-in by key managers at the May meeting.
Ongoing resolution of the priority issues identified will carry
over into Phase 2.
Transition Phase
· The key priority in this phase will be the interventions,
assessments, reinforcement and support for district managers to
accept, embrace and support the vision over the ensuing several
months. They will be the key leverage points for the successful
22. transition to the new.
· This phase will also include the implementation of the
remainder of the action plans identified in Phase 1; the
identification and implementation of "re-skilling" required for
the new organization; identification and initial resolution of
employee, customer, vendor, supplier, cultural and systems
issues which must be addressed; continuation of a
comprehensive communications strategy based upon ongoing
progress; and ex- ploration of XXX and other linkages.
Follow-up Phase
Since we can be certain that "we don't know what we don't
know" in such a compre- hensive new effort, this phase will
leverage successes and correct problems discov- ered in Phase
2, including education, rewards, systems and related factors. It
is in this phase that we would provide for the effective transfer
of skills derived over the course of the project to internal
resources.
The Core Consulting Team
The Core Consulting Team will consist of XXXXXXXXX and
three senior outside con- sultants: XXXXXXXXXXXXXX, Alan
Weiss of Summit Consulting Group and XXXXXXXXX of
XXXXXX Consultants.
Engagement Management
XXXXXXXXXX will be the engagement manager. With the
core team members, she will set objectives, master plans, tasks,
methodologies, responsibilities and measure- ments. Under her
direction the core team will provide objective assessment of
pro- gram status and propose guidance on linkages and leverage
points. The core consul- tants will follow-up tasks for
achievement and work with the Order Fulfillment team members
to keep the program in focus and on schedule.