Free Essays on Communication Process

Abstract To be able to compete in a growing world economy, we as current and future mangers need to embrace diversity and it’s impact in our professional live. Diversity in the work environment will expose all of us in contact with other people of different vastly backgrounds. We all have the need to develop new skills and the understanding of other cultures to be able to compete within the workforce. Building a workforce through diversity has become part of the mainstream strategy for many companies. Working in teams in both the work environment and academia are a critical new aspect of our ever-changing world. Work groups are becoming more and more diverse and it is becoming increasingly important for business organizations to embrace diversity as well as to understand and manage it. The perspectives of working together successfully requires team members to meet the challenge of learning to effectively communicate and develop together for a common goal. Communication Process The communication process in the workplace can range from simplex to complex. Simplex communication can be as simple as asking for a status of the a project, to the very complex assignment of explaining the five year strategic plan that would include economic and competitive advantages. How we communicate and how we receive communication has and will continue to have a direct and guiding effect on our careers as managers. Most managers in the workplace find that the most important factor in employee promote-ability would be effective communication. With this in mind it is strange to see that many managers and employees within organizations lack effective communication skills. In my opinion, I have found that effective communication to be a very serious problem in many AT&T organizations. Many managers are not aware of the communication importance and their lack of mastery of this skill. Employers in the organizations of today... Free Essays on Communication Process Free Essays on Communication Process Communication Process In many ways, the history of human civilization chronicles the increasing centrality of communication. Communication establishes relationships and makes human organization and cooperation possible. Whether you recognize it or not, you have no choice but to communicate. If you try to avoid communicating by not replying to messages, you are nevertheless sending a message, but it may not be the one you want or intend. When you don’t say yes, you may be saying no by default- and vice versa. The only choice you can make about communication is whether you are going to attempt to communicate effectively. Communication is complex Communication is a complex process in which many possibilities for error exist. Since World War II, we have become increasingly aware that many of our problems in our personal and professional relationships result from poor communication. Nevertheless, because we spend so much of our time communicating, we tend to assume that we are experts. Surveys indicate that when business professionals are asked to rate their communication skills, virtually everyone overestimates his or her abilities as a communicator. When we have problems understanding or making ourselves understood, the natural tendency is to blame the other person (or persons). Effective communication Effective communication begins with a recognition that not everyone experiences the world in the same way and that other’s views may be as correct- perhaps even more correct- than our own. We create internal, mental maps of reality based on our experiences. When we communicate, whether nonverbally through gestures and actions or verbally through language, we do so based on our mental maps. If I were to tell you, for example, that Coke tastes better than Pepsi, I would not have actually said anything about either Coke or Pepsi. Instead, I would have told you something about my subjective experience- the mental map I have cr... Free Essays on Communication Process Abstract To be able to compete in a growing world economy, we as current and future mangers need to embrace diversity and it’s impact in our professional live. Diversity in the work environment will expose all of us in contact with other people of different vastly backgrounds. We all have the need to develop new skills and the understanding of other cultures to be able to compete within the workforce. Building a workforce through diversity has become part of the mainstream strategy for many companies. Working in teams in both the work environment and academia are a critical new aspect of our ever-changing world. Work groups are becoming more and more diverse and it is becoming increasingly important for business organizations to embrace diversity as well as to understand and manage it. The perspectives of working together successfully requires team members to meet the challenge of learning to effectively communicate and develop together for a common goal. Communication Process The communication process in the workplace can range from simplex to complex. Simplex communication can be as simple as asking for a status of the a project, to the very complex assignment of explaining the five year strategic plan that would include economic and competitive advantages. How we communicate and how we receive communication has and will continue to have a direct and guiding effect on our careers as managers. Most managers in the workplace find that the most important factor in employee promote-ability would be effective communication. With this in mind it is strange to see that many managers and employees within organizations lack effective communication skills. In my opinion, I have found that effective communication to be a very serious problem in many AT&T organizations. Many managers are not aware of the communication importance and their lack of mastery of this skill. Employers in the organizations of today...

Gustave Eiffel and the Eiffel Tower

Gustave Eiffel and the Eiffel Tower A master engineer who came to be known as â€Å"the magician of iron,† Alexandre-Gustave Eiffel’s reputation was ultimately crowned by the marvelous, latticed Parisian tower that bears his name. But the 300-meter–high sensation has dwarfed a catalog of sensational projects by the Dijon-born visionary. Early Life and Career Born in 1832 in Djion, France, Eiffel’s mother owned a prosperous coal business. Two uncles, Jean-Baptiste Mollerat and Michel Perret, were major influences on Eiffel, discussing a wide range of subjects with the boy. After finishing high school, Eiffel was admitted to a top school, Ecole Centrale des Arts et Manufactures in Paris. Eiffel studied chemistry there, but after graduating in 1855, he took a job with a company that specialized in making ​railway bridges.   Eiffel was a fast learner. By 1858 he was directing bridge construction. In 1866 he went into business for himself and in 1868 formed a company, Eiffel Cie. That company installed a  major bridge, the Ponte Dona Maria, in Porto, Portugal with 525-foot steel arch, and the highest bridge in France, the Garabit Viaduct, before eventually dissolving. Eiffel’s list of constructions is daunting. He built the Nice Observatory, the Cathedral of San Pedro de Tacna in Peru, plus theaters, hotels, and fountains.   Ã‚      Eiffels Work on the Statue of Liberty Among his many great constructions, one project rivaled the Eiffel Tower in terms of fame and glory: designing the interior frame for the Statue of Liberty. Eiffel took the design- by sculptor Frà ©dà ©ric Auguste Bartholdi- and made it a reality, creating an internal framework around which the massive statue could be sculpted. It was Eiffel who conceived of the two spiral staircases inside the statue.   The Eiffel Tower The Statue of Liberty was finished and opened in 1886. The next year work began on Eiffel’s defining piece, a tower for the 1889 Universal Exposition in Paris, France, built to honor the 100th anniversary of the French Revolution. Construction of the Eiffel Tower, an astounding feat of engineering, took more than two years, but it was worth the wait. Visitors flocked to the stunning 300 meter-high work- at the time the world’s tallest man-made structure- and made the exhibition one of the few worlds fairs to make a profit.   Eiffels Death and Legacy The Eiffel Tower was originally supposed to be taken down after the fair, but the decision was reconsidered. The architectural wonder remained, and is now as popular as ever, drawing immense crowds each day.    Eiffel died in 1923 at the age of 91.

Adult Developement Essay Example | Topics and Well Written Essays - 2000 words

Adult Developement - Essay Example Beginning with young adulthood and ending with the elderly stage of development, this paper will describe the various characteristics that define what each stage of development is. Furthermore, insights will likewise be given with regards to adulthood in different cultures. In certain ways, adulthood is relative to different cultural aspects. As such, it is essential to describe adulthood in different cultures so as to provide a clearer perspective on the development of adults not just in the United States but in the world as well.The early adulthood stage is typically defined as the period wherein a human being is between the ages of 20 to 40 years old. At this stage, people are in the process if building their foundation for the latter stages of their life. This includes the college years, the early years of employment, and marriage. Moreover, at this stage of development, the various aspects of development are entwined, which is the case with the other stages of development as wel l. More importantly, the choices and the events that occur in the life of a young adult have great influences in how he will progress with his development later on.During early adulthood, humans are at their prime physically. At this stage, they are the peak of their strength, energy, and endurance. Furthermore, young adults also find themselves at the peak of their sensory and motor functioning. ... As such, the lifestyle of a young is highly relevant when considering his physical health. During this stage, the lifestyle of an individual usually includes smoking, alcohol, and in certain cases, substance or drug use. All these factors contribute to the health of young adults. A lifestyle with such elements not only leads to various health hazards during early adulthood, it also contributes to the premature deterioration of the health of young adults especially later on in their lives. Cognitive Development The cognitive abilities of young adults are often shaped by their experiences. A typical description of the cognitive characteristics of early adulthood is known as post formal thought. According to Papalia et al (2001), "It is generally applied to social situations and involves the ability to shift between abstract reasoning and practical consideration; awareness that problems can have multiple causes and solutions; pragmatism in choosing solutions; and awareness of inherent conflict." Moreover, young adults develop more flexibility and relativity in the manner by which they view the various issues that they deal with. They are no longer confined to black and white. Instead, they begin to see shades of gray which is an indication that they realize that there is always more than two sides to any story. Psychosocial Development During early adulthood, people enter into intimate relationships that may or may not lead to marriage. In cases where such relationships end up in marriage, the next concern would be parenthood. As such, young adults begin to consider more factors than those that solely concern themselves. In dealing with people, young adults have far more to consider than when they were younger. As previously mentioned, experience has a lot to do

Assignment3-552 Essay Example | Topics and Well Written Essays - 500 words

Assignment3-552 - Essay Example The legal reason is the school district faces liability charges against it. 4. When Principal Warren meets with the superintendent he tell him that evaluation of all the teachers was already been done while this is particularly not true. He could have given the correct details to the superintendent. 5. Another thing that he does that can be termed as an error is when he substitutes the sick biology teacher with a parent. He does this without taking into consideration that there is need to be qualified and proper replacement process that is supposed to be followed (Sharma, 2009). 7. The principal does not go through the proper procedure that is supposed to be taken in a case where a teacher is being subbed. He should have made sure that the sub’s credentials are checked and she is briefed on how far the class had gone through syllabus. 8. It is also not allowed to hire any teaching staff without the consultation of the Board of Governors. Principal Warren would have made sure that he did this before seeking a sub for the biology teacher. 10. When he goes to evaluate one of the teachers he only stays for 20 minutes and then leaves never to come again. This period is far below the period that is recommended for the observation of teachers. 11. He approves a trip for a class to go to a factory without waiting for parents to sign the permission forms. The reason that he gives is that the same class had recently visited the zoo. However, these are two different trips and permissions should be sought for every trip. 13. The other thing that he does is suspending a student over the allegations that he had punched the Board President’s daughter (International Conference on Education and Educational Technology & Wang, 2011). 15. Despite knowing that the students are supposed to be in class for the first lesson, he does nothing when he finds Bill

Sports Facility Improvement Essay Example for Free

Sports Facility Improvement Essay The need for a clear and prioritised framework for future investment in sports facility provision is particularly critical given the likely need for additional provision as a result of population growth in the District, and specifically in the St Neots area, and the need for ongoing investment in the existing infrastructure. Given the nature of the District, which is a combination of the four main towns of Huntingdon, Ramsey, St Neots and St Ives, smaller villages and more rural areas there is also a need to ensure that sports facilities are accessible throughout the District. The development of the sports facilities strategy also provides the opportunity to assess the condition of existing provision, and whether it is appropriate to meet local needs and demand and to ensure that potential new provision helps to address any current deficiencies – quantitative or qualitative. In addition, there is a need to ensure that the appropriate quantity and quality of facilities are provided to facilitate increased participation (Government agenda), and improve the health of the local community. There are two main factors which are particularly relevant to the future provision of sports facilities; these are the future implementation of the Building Schools for the Future Programme (BSF) in the District, and the significant area of population growth around St Neots. This strategy will be used to guide and inform the nature and extent of resources, financial and operational, which are needed to ensure that Huntingdonshire has up to date, fit for purpose, accessible and welcoming sports facilities for the existing community, people working in, or visiting the District, and any new residents in the District. The Sports Facilities Strategy for Huntingdonshire ‘fits’ within the strategic framework for planning for future provision as follows: Creating Active Places (Regional Framework) Cambridgeshire County Sports Facilities Strategy (County Framework) Huntingdonshire Sports Facilities Strategy (local priorities responding to local needs and issues) Strategy Scope The focus of this strategy is indoor sports facilities (swimming pools, sports halls, health and fitness facilities, indoor bowls), and Artificial Turf Pitches (ATPs). The Strategy considers existing and planned facilities incorporating: †¢ †¢ †¢ †¢ Local authority leisure centres Voluntary sector sports clubs Private sector facilities Secondary schools that will be re-built or re-furbished under PFI or the Building Schools for the Future (BSF) programme It is important to stress that this strategy focuses on community sports facility provision and the needs for provision both now and into the future. The District also has a significant sporting infrastructure which includes provision for activities such as golf, sailing etc, and a large number of individual sports clubs. These are very important to facilitate increased participation, and encourage people to become involved in activity on a regular basis. Strategy Drivers The key drivers for the Strategy are: †¢ †¢ The need to plan strategically and ensure sustainability of future provision The Local Development Framework (LDF), and Supplementary Planning Documents setting out expectations for S106 contributions from developers towards current and future sports facility provision i Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 EXECUTIVE SUMMARY †¢ †¢ †¢ †¢ †¢ The priorities and objectives for the Sustainable Community Strategy The need to identify what provision is needed in St Neots given the significant population increases planned for this area of the District The need to identify how best to provide for those living in rural areas, where accessibility to sports facilities is more limited The need to increase participation at local level Opportunities for partnerships – Building Schools for the Future (BSF) Schools, National Governing Bodies (NGBs), Sports Clubs etc. N. B The feedback from NGBs reflects that gained in the development of ‘Creating Active Places’ and the Cambridgeshire County Strategy. This approach to the future strategic planning of sports facilities will continue to be important for the District given a number of significant factors at local level, such as: PARTICIPATION LEVELS †¢ The current high levels of participation in sport and physical activity in the District over 50% of all Huntingdonshire residents aged 16+ participate in physical activity (participation is higher in Huntingdonshire than in England) †¢ The Hinchingbrooke School Sports Partnership is now established, and working towards the targets set for the provision of 2 hours of PE for children under 16 plus 2/3 hours of participation in after school sports and physical activity HEALTH CHALLENGES †¢ Relatively high incidences of cancer †¢ Growing incidence of Coronary Heart Disease (CHD) †¢ Relatively high numbers of people smoking (1 in 5) †¢ The rate of admissions to hospital with alcohol specific conditions is less than the England average †¢ The need to ensure that obesity, especially amongst young people, reduces †¢ The opportunity to harness the social aspects of sport and physical activity to address issues f social isolation †¢ The opportunity for active participation to contribute to maintaining higher life expectancy for the District’s population than the England average PLANNING ISSUES †¢ The need to ensure investment in future provision of sports facilities, and the potential to achieve this through identification of priorities which inform the Local Development Framework (LDF) POPULATION GROWTH †¢ Significant growth in population in and around St Neots, to the south of the District †¢ The need to develop Local Standards of provision to inform and guide future S106 contributions from developers District Profile Hunti ngdonshire is a rural area with four main settlements. Although no more than 12 miles apart in terms of distance, the nature of the district means that accessibility to community provision, including sports facilities, is a challenge. Current sports facility provision is situated in each of the main settlements to overcome this issue. There is a need to consider how those living in the rural areas can best be provided with participative opportunities. Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 ii EXECUTIVE SUMMARY The District is relatively affluent, but has small pockets of deprivation. There are high levels of employment and average wages are higher than other parts of the county, although some younger people lack formal qualifications. Life expectancy is high, and compared to some of the other more rural and urban areas, there are fewer serious health issues, with the exception of a growing incidence of CHD, and relatively high rates of cancer, experienced by the population. The District has a large younger population, and a high proportion of 30-44 year olds; this profile is important for sports provision, as individuals tend to be more active when younger. Based on the Active People Survey (Sport England December 2006), adult (ie those aged over 16 years) participation rates in sport and physical activity are higher than the rates at national level. The level of participation relates to taking part in 30 minutes of physical activity at least 3 times a week. Sports facility provision in the District is well thought of (comment in Huntingdonshire Cultural Strategy 2007), but there is a continuing need for capital investment just to maintain the Council’s existing five leisure centres. There are potential partnership opportunities for new provision through the education sector, and also linked to the growth agenda. Current and Future Demand Supply and Demand Analysis It is important to stress that this assessment is based on national models which identify the level of provision needed for a current and future level of population ie what level and type of sports facility provision is needed to provide adequately for a specific number of people. To make this more relevant at local level, the modeling then identifies the actual level of accessible sports facility provision ie that which is available on a pay and play basis; this highlights the fact that there are built facilities in the District that are not fully accessible for community use. This situation, which is common across the UK would suggest that the way forward is about a combination of opening up existing sports facilities to ensure there is greater community access, and developing new facilities where appropriate, but particularly to address the District’s growth agenda eg in the St Neot’s area. Current Demand Table 1 Supply and Demand Analysis 2008 Facility Type Swimming Pools Sports Halls (4 badminton court size) Required Level of Supply (based on 2007 population of 168,200 (2004 based population Government Actuary Department data, published October 2007) 1756. 67 sq m Current Level of Provision Current Level of Accessible Provision (based on accessibility for pay and play usage) 688 sq m Surplus (+)/Deficit (_) of accessible provision (based on 212 sq m being 1 x 4 lane x 25m pool) -1068. 67 sq m (equivalent to 5. 1 x 4 lane x 25m pools) 32. 3 (equivalent to 8 x 4 badminton court sports halls) N. B 3 court halls at Sawtry and Ramsey Leisure Centres not included in above figure) 223 stations +5 -3 938 sq m (of 25m x 4 lane pools and above) 35 courts (4 badminton court halls and above) 48. 26 badminton courts 16 badminton courts (4 + courts) Fitness Stations Indoor Bowls All weather turf pitches (ATPs) 433 stations (based on 12% participation rate (FIA)) 9. 28 rinks 7 (based on 1 ATP :25,000 population) 561 14 rinks 4 210 stations 14 4 Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 iii EXECUTIVE SUMMARY Impact of Increased Population and Participation Table 1 above illustrates the current supply and demand analysis for Huntingdonshire. In terms of strategic planning for future provision of sports facilities, it is important to consider the impact of both an increased population, and increased participation (modeled at a 13 %overall increase, ie ! % per annum, over the life of the strategy). Table 2 overleaf models the impact of both increased population and increased participation on demand for facility provision. Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 iv EXECUTIVE SUMMARY Table 2 Increased Population (to 2021) and Participation Impact Facility Type Required Level of Supply by 2021 (based on 2021 population of 188,400 (2004 based population Government Actuary Department data, published October 2007)) 2,066. 02 sq m (9. 7 x 4 lane x 25m pools (212 sq m)) 56. 5 badminton courts (14. 1 x 4 badminton court sports halls) 678 stations 10. 4 8 Current Level of Provision (2007) Current Level of Accessible Provision (based on accessibility for pay and play usage) 688 sq m (of 25m x 4 lane pools and above) 16 badminton courts (4 + courts) Impact of 13 % increase in Participation over the life of the strategy i. e. to 2021, (based on 2007 population) in terms of facility requirements 2,211. 63 sq m (10. 43 x 4 lane x 25m pools (212 sq m)) 60. 75 badminton courts (equivalent to 15. 2 sports halls of 4 badminton court size) 468 (based on a 0. 5% increase year on year, which is the current trend) +4 rinks 7. 7 Swimming Pools Sports Halls (4 badminton court size) Fitness Stations Indoor Bowls ATPs 938 sq m (of 25m x 4 lane pools and above) 35 courts (4 badminton court halls and above) 561 14 rinks 4 210 stations 14 4 Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 v EXECUTIVE SUMMARY Analysis of Supply and Demand Swimming Pools It is clear that in relation to current demand for sports facilities, there is an existing deficiency in provision of swimming pools, sports halls, fitness stations, and ATPs when supply and demand modeling is based on accessibility of facilities. However, the overall deficit in terms of current ie 2008 swimming pool provision (-1,068. 67 sq m/5. x 4 lane x 25m pools) is not actually a true reflection of the existing swimming provision in Huntingdonshire District, given that 2 of the main public pools are excluded from the SFC modelling on the basis that they are not 25m in length. The pools at Sawtry Leisure Centre and Ramsey Leisure C entres are only 20m in length. In addition, the learner pool at St Neots Leisure Centre is only 20m long. The impact of including this water space in the supply and demand assessment reduces the deficit to 578. 67 sq m (2. 7 4 lane x 25m pools) in 2008, and 858. 19 sq m (4. 1 4 lane x 25m pools) by 2021. Despite the fact that the three pools above are less than 20m in length, they provide very important and well-used facilities for the local community, and therefore should be adequately reflected in assessing current supply of swimming pools. The reduction in deficit is also important as this facilitates consideration of the extensive commercial pool provision in the District, which, while not being accessible to many of the population because there is a requirement to pay a membership fee, quite obviously does provide for a percentage of the local community, who can, or who choose to, afford this membership fee. Therefore in relation to the current level of provision, it is considered that the deficit of 5. 1 4 lane x 25m pools (which equates to 2. 5 8 lane x 25m pools) is adequately addressed by other local provision of water space. This is through the commercial facilities, and also swimming pools at three other local schools – Godmanchester, Hinchingbrooke, and Kimbolton. It is also important to stress that the existing HDC pools do not currently operate at full capacity; this is due to a number of factors including accessibility, quality and condition. Whilst dual-use facilities provide significant potential for effective operational management because they are used for both curriculum delivery and community use, access is restricted during the day to the community. This means that potential users may choose to access other provision they know is open, or they may not swim at all. A further factor is that dual-use facilities have intensive use because they are used for curriculum delivery and community use and therefore over time this can impact on their quality and condition. Although there are significant pockets of deprivation in the District, Huntingdonshire is a relatively affluent area which is reflected by the level of commercial sports facility provision in the towns; given the possible perceived accessibility issues with HDC facilities local residents may be choosing to swim at these facilities, or elsewhere, rather than in HDC facilities. Having examined the possible reasons for the fact that HDC swimming pools do not currently operate at full capacity, it is critical to stress that this current position does not provide a reason not to provide the level of water space required in the District in the future. In terms of future deficits in water space, it is predominantly the growth in population, and specifically that around the St Neots area, that increases demand, and therefore demonstrates a deficit. If the same argument is applied as above, the actual deficit in future supply of water space is (6. 5 4 lane x 25m pool – 5. 1 4 lane x 25m pool), which equates to 1. 4 of a 4 lane x 25m pool. On this basis, it is suggested that there will be a need to provide 1 additional 6 lane x 25m pool, possibly on the site of the new secondary school to be developed in St Neots, to cater for the growth in population. It is important to state that the supply and demand modelling above is based on a level of supply to provide for a number of people; whilst adult participation rates are high in the District existing pools are ot always full to capacity, which indicates that people take part in a range of activities other than swimming. However, the assessment of supply and demand clearly shows t hat pay and play accessibility is an issue in relation to quality water space in the District, and this is likely to be exacerbated by the growth in population. Demand for swimming will increase, and there will be a need for additional provision in St Neots by 2021. Given the specific location of the majority of the District’s future growth ie east of the railway line in St Neot’s, there is potential to consider the provision of a new swimming pool alongside other community facilities. Given the scale of the residential development, it is likely that there will be a new secondary school in this area and co-location (not dual-use) of a swimming facility on the same site may provide a practical option for future provision. Co-location is suggested to address some of the previously identified factors associated with accessibility to dual-use provision. Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 vi EXECUTIVE SUMMARY Sports Halls There is almost sufficient actual sports hall in the District at the present time; the issue is that all existing facilities are not available on a pay and play basis (only 16 of the total existing 49 courts (all courts in the District) are available for pay and play access). Opening up community pay and play access at existing facilities is a priority, before any additional facilities are built. In 2008, there would be no deficit in sports hall provision if if accessibility is improved at those facilities where community access is currently limited, and all existing courts were available for pay and play access.. By 2021, this sufficiency has decreased to 7. 75 courts ie nearly 2 x 4 badminton court sports hall, if it is again assumed that existing hall accessibility is improved, and all courts in the District are accessible for pay and play usage. The provision of two additional sports halls, one, potentially at St Neots, would be required to address this deficit. Given the comments from the clubs in relation to ccessing existing public sports hall provision, and the existing deficit in accessible provision, there is a need to retain existing levels of sports hall in the District, and indeed seek to open up additional facilities. The proposals to extend fitness suites at Huntingdon and St Neots Leisure Centres will actually reduce existing accessible pay and play sports hall provision, and therefore increase the identified deficit moving forward. Health and Fitness In terms of fitness stations, there are currently sufficient fitness stations in the District, across all providers to meet community demand; the same is true by 2021. It is the accessibility to this provision that is the critical issue, given that a significant level of existing facilities is operated commercially. However, there are also public facilities operated by HDC and other facilities available on Kimbolton and Hinchingbrooke Schools; the challenge is to ensure that these facilities operate pricing policies which are inclusive, whilst reflecting the need to levy a membership fee to facilitate health and safety controls in terms of access. Only members who have passed an induction are allowed to use fitness facilities. Indoor Bowls There is sufficient current supply of indoor bowls rinks to meet both current and future need (to 2021). Current provision is located centrally in Huntingdon and in St Neots and is within 20-30 minutes drivetime of the rest of the District. ATPs There is a need to provide additional ATPs to meet both current and future demand. additional facilities are required in the District now, which should be full size, floodlit, and be either sand based (principally for hockey, given that there is a general lack of such surfaces on the outskirts of Cambridge, which means the City is inundated with demand for hockey, which it currently struggles to accommodate), or if demand for additional football can be demonstrated, 3G. By 2021 there is a need for 4 additional ATP facilities. Given that there are three planned developments of new ATP facilities in the next 12 months in the District, in reality there will be a deficit of just one ATP by 2021. In developing new ATP provision, it will be important to address the current spatial deficiencies of this type of facility in the north of the District. The implementation of BSF may provide the opportunity to address this deficit in eg Sawtry. Key Issues and Challenges Based on the analysis of current provision, and the district context, there are a number of emerging key issues and challenges to be considered in developing the Huntingdonshire Sports Facilities Strategy. These include: †¢ †¢ Current deficits in provision, which will only increase as the local population increases; increasing participation will also have an impact on the demand for supply of swimming, sports hall and fitness station provision which is already insufficient, due to both quantitative and accessibility deficiencies. Facility condition ongoing investment in the existing HDC facilities to maintain and improve provision. Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 vii EXECUTIVE SUMMARY †¢ †¢ †¢ †¢ †¢ †¢ Facility Design – the design of some existing facilities could be improved to meet the needs of the local population, and specifically the needs of users with a disability. It is also important to consider alternative forms of provision, or perhaps less traditional type facilities, particularly to appeal to younger participants, where participation rates are lower in the District. Population Growth – this rapid growth over the next few years will increase the demand levels for sports facilities, particularly in and around St Neots. Drive to increase participation given the current Government targets for increasing participation in sport and physical activity, and the existing high activity rates in the District, the continued provision of accessible, fit for purpose and quality sports facilities is a clear priority for HDC and its stakeholder partners Increasing Participation amongst Younger People ie 16-34 years – given that this group has low levels of active participation in sport and physical activity, it is important to ensure that future provision reflects, and responds to, their needs Accessibility eg school facilities, daytime pools, sports halls; it is outside the control of HDC to open up school sites for community use. This approach needs to be undertaken in partnership with the County Council. Commercial sector provision – there is a significant level of commercial health and fitness provision in the District, some of which is of a better quality than the public sector facilities, however, it is not always accessible to those more deprived communities due to the cost of membership fees Strategic Recommendations Based on the analysis and findings of the sports facility strategy, the following recommendations are made in terms of future sports facility provision in the District: Recommendation 1 The priorities for future sports facility provision are accepted as: Current Needs †¢ †¢ †¢ †¢ The theoretical deficiency in accessible water space; this can be addressed by increasing access to existing pool facilities on education sites and those operated commercially The deficiency in accessible sports hall provision; this could be addressed by opening up and extending community pay and play access to existing facilities, predominantly on school sites. The future implementation of BSF may also be an important factor in this in the future. The need to retain, not lose existing sports hall space operated through the public sector. The need to ensure fitness provision is accessible ie affordable, through appropriate partnerships with the commercial sector, pricing and programming policies The provision of additional ATPs (3 planned) and specifically the deficit of this type of facility in the north of the District. Future Needs †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ The theoretical deficiency in accessible water space; this can be addressed by increasing access to existing pool facilities on education sites and those operated commercially The deficiency in accessible sports hall provision; this could be addressed by opening up and extending community pay and play access to existing facilities, predominantly on school sites. The future implementation of BSF may also be an important factor in this in the future. The need to ensure fitness provision is accessible ie affordable, through appropriate partnerships with the commercial sector, pricing and programming policies The provision of 1 additional ATP and specifically the deficit of this type of facility in the north of the District. The need for 1 additional swimming pool in the St Neots area as a result of significant population growth. Facility condition ongoing investment in the existing HDC facilities to maintain and improve provision. Facility Design – the design of some existing facilities could be improved to meet the needs of the local population, and specifically the needs of disability users. Population Growth – this rapid growth over the next few years will increase the demand levels for sports facilities, particularly in and around St Neots. There are a number of options to consider in addressing the need for new sports facilities in St Neots including their co-location with other community provision eg a new secondary school. viii Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 EXECUTIVE SUMMARY †¢ †¢ †¢ Drive to increase participation given the current Government targets for increasing participation in sport and physical activity, and the existing high inactivity rates in the District, the continued provision of accessible, fit for purpose and quality sports facilities is a clear priority for HDC and its stakeholder partners Accessibility eg school facilities, daytime pools, sports halls Commercial sector provision – there is a significant level of commercial health and fitness provision in the District, some of which is of a better quality than the public sector facilities, however, it is not always accessible to those more deprived communities due to cost Recommendation 2 Increasing Access Given that there are actually sufficient sports hall facilities in the District to meet demand, but they are not all accessible, the option of negotiating increased community access should also be considered as a priority. Recommendation 3 BSF Given the identified deficiencies in pay and play accessible sports facility provision across the District it is recommended that opportunities for partnership with BSF, FE/HE and other strategic partners are supported by HDC to maximise participation opportunities for the Huntingdonshire community. The opportunities through BSF are particularly important for the north of the District. Recommendation 4 Local Standards The following Local Standards for future core community sports facility provision are adopted by HDC: Quantity Table 3 Local Standards of Provision FACILITY TYPE Sports Hall (4 badminton Court) Swimming Pool (4 lane x 25m) Fitness Stations(20+ gym) Indoor Bowls ATPs Local Standards of Provision per 1000 population 51. 20 sq m 10. 96 sq m 3. 6 stations 0. 05 rink 0. 04 ATPs (based on 1 pitch (100m x 64m per 25,000 population) Quality The future standard of provision for new facilities should be: †¢ †¢ †¢ †¢ †¢ †¢ †¢ The sports facilities are to be designed to a minimum playing standard of ‘fit for purpose’ depending on the terminology of the various national governing sporting bodies and Sport England Guidance. External elevations to utilise high quality, low maintenance finishes, and be sympathetic to the surrounding environment. Finishes being robust and suitable for location and use. Building fabric and services to be cost effective with low maintenance. First major maintenance to structure to be 50 years. Life expectancy of materials used to external elevations to be 25 years minimum (excluding routine maintenance). Sustainable, being responsible to environmental issues in terms of the use of energy and non-sustainable resources and the control of pollution. Use of environmentally friendly and sustainable building services and building materials to be maximised. Materials to be recyclable where possible. Services to be essentially economic and environmentally friendly, which allow cost in use to be minimised. The use of natural ventilation to be maximised. Full life cycle cost analysis will be required when considering the building fabric and services Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 ix EXECUTIVE SUMMARY Accessibility †¢ New sports facility provision should be located within a 20 minute walk time of its immediate catchment area, and where possible, should be linked to existing community provision eg education site All sports facility provision should be within a 20 minute drive time of its surrounding catchment area, and where possible and appropriate, depending on the nature of provision, should be located adjacent to other community provision, to facilitate access and reduce the overall need for travel around the District Recommendation 5 Retention of Sports Hall Space Given the lack of accessible sports hall provision in the District, it is recommended that careful consideration be given to reducing the available pay and play space further, unless other arrangements are made to increase access at other existing facilities. Recommendation 6 Partnership It is recommended that HDC seek to work in partnership wherever possible to address the identified deficiencies in sports facility provision. Key partners at local level will be education, local sports clubs, health services, NGBs and programmes such as BSF. This approach reflects HDC’s role as an enabler at local level. Recommendation 7 St Neots Area The opportunities and options for delivering new sports facilities in the growth area around St Neots need to be carefully considered, to ensure new facilities complement and do not compete with, existing HDC provision. HDC should seek to work in partnership, particularly with education, in the development of new sports facilities to facilitate co-located provision at the heart of the new community. Funding options to deliver the new facilities include growth area funding, S106, HDC capital, a private sector partnership and potentially external grant support. Recommendation 8 Participation in Sport and Physical Activity The provision of opportunities for participation in sport and physical activity across the District should be supported as a key priority given its potential to contribute positively to improved health, reduced obesity and social inclusion. Given the increasing issue of CHD, youth obesity, and the high level of smoking in the District, the role that active participation can play in improving health is critical. Appropriate resources should continue to be made available to improve awareness of provision, increase accessibility and deliver sport development programmes to increase and retain participation. Huntingdonshire District Sports Facility Strategy Executive Summary March 2008 x SECTION I INTRODUCTION AND BACKGROUND Introduction 1. Strategic Leisure Limited (Strategic Leisure) was appointed by Sport England East in June 07 to develop a County Sports Facility Strategy for Cambridgeshire, covering Peterborough City Cou ncil, Huntingdonshire District (parts of) and Fenland District. SLL was asked to develop this work given the research and analysis undertaken to prepare the regional Sports Facilities Strategy (‘Creating Active Places’), which has informed this strategy. This draft strategy covers the analysis and findings relating to Huntingdonshire District sports facility provision. This strategy will be incorporated into the final County Sports Facility Strategy, together with the analysis for Peterborough and Fenland, and the update of the Cambridgeshire Horizons Report (2006) (Major Sports Facilities Strategy). 1. 2 1. 3 Rationale for the Huntingdonshire Sports Facilities Strategy 1. Huntingdonshire District Council (HDC) identified the need for a sports facility strategy to assist in guiding the future provision of a range of sports facilities in the District. The need for a clear and prioritised framework for future investment in sports facility provision is particularly critical given the likely need for additional provision as a result of population growth in the District, and specifically in the St Neots area, and the need for ongoing investment in the existing infrastructure. The development of the sports facilities strategy also provides the opportunity to assess the condition of existing provision, and whether it is appropriate to meet local needs and demand and to ensure that potential new provision helps to address any current deficiencies – quantitative or qualitative. In addition, there is a need to ensure that the appropriate quantity and quality of facilities are provided to facilitate increased participation (Government agenda), and improve the health of the local community. It is important to stress that this strategy focuses on community sports facility provision and the needs for provision both now and into the future. The District also has a significant sporting infrastructure which includes provision for activities such as golf, sailing etc, and a large number of individual sports clubs. These are very important to facilitate increased participation, and encourage people to become involved in activity on a regular basis. Given the nature of the District, which is a combination of the four main towns of Huntingdon, Ramsey, St Neots and St Ives, smaller villages and more rural areas there is also a need to ensure that sports facilities are accessible throughout the District. There are two main factors which are particularly relevant to the future provision of sports facilities; these are the future implementation of the Building Schools for the Future Programme (BSF) in the District, and the significant area of population growth around St Neots. This strategy will be used to guide and inform the nature and extent of resources, financial and operational, which are needed to ensure that Huntingdonshire has up to date, fit for purpose, accessible and welcoming sports facilities for the existing community, people working in, or visiting the District, and any new residents in the District. 1. 5 1. 1. 7 1. 8 1. 9 1. 10 Strategy Scope 1. 11 1. 12 The focus of this strategy is indoor sports facilities (swimmin g pools, sports halls, health and fitness facilities, indoor bowls), and Artificial Turf Pitches (ATPs). . The Strategy considers existing and planned facilities incorporating: †¢ †¢ †¢ Local authority leisure centres Voluntary sector sports clubs Private sector facilities Huntingdonshire District Sports Facility Strategy Draft Report March 2008 1 SECTION I INTRODUCTION AND BACKGROUND †¢ Secondary schools that will be/are being re-built or re-furbished under PFI or the Building Schools for the Future (BSF) programme Strategy Drivers 1. 3 The key drivers for the Strategy are: †¢ †¢ †¢ †¢ †¢ †¢ †¢ The need to plan strategically and ensure sustainability of future provision The Local Development Framework (LDF), and Supplementary Planning Documents setting out expectations for S106 contributions from developers towards current and future sports facility provision The priorities and objectives for the Sustainable Community Strategy The need to identify what provision is needed in St Neots given the significant population increases planne d for this area of the District The need to identify how best to provide for those living in rural areas, where accessibility to sports facilities is more limited The need to increase participation at local level Opportunities for partnerships – Building Schools for the Future (BSF) Schools, National Governing Bodies (NGBs), Sports Clubs etc. N. B The feedback from NGBs reflects that gained in the development of ‘Creating Active Places’ and the Cambridgeshire County Strategy. 1. 4 This approach to the future strategic planning of sports facilities will continue to be important for the District given a number of significant factors at local level, such as: PARTICIPATION LEVELS †¢ The current high levels of participation in sport and physical activity in the District over 50% of all Huntingdonshire residents aged 16+ participate in physical activity (participation is higher in Huntingdonshire than in England) †¢ The Hinchingbrooke School Sports Partnership is now established, and worki ng towards the targets set for the provision of 2 hours of PE for children under 16 plus 2/3 hours of participation in after school sports and physical activity HEALTH CHALLENGES †¢ Relatively high incidences of cancer †¢ Growing incidence of Coronary Heart Disease (CHD) †¢ Relatively high numbers of people smoking (1 in 5) †¢ The rate of admissions to hospital with alcohol specific conditions is less than the England average †¢ The need to ensure hat obesity, especially amongst young people, reduces †¢ The opportunity to harness the social aspects of sport and physical activity to address issues of social isolation †¢ The opportunity for active participation to contribute to maintaining higher life expectancy for the District’s population than the England average POPULATION GROWTH †¢ Significant growth in population in and around St Neots, to the south of the District Huntingdonshire District Sports Facility Strategy Draft Report March 2008 2 SECTION I INTRODUCTION AND BACKGROUND PLANNING ISSUES †¢ The need to ensure investment in future provision of sports facilities, and the potential to achieve this through identification of priorities which inform the Local Development Framework (LDF) The need to develop Local Standards of provision to inform and guide future S106 contributions from developers Huntingdonshire District – A Profile 1. 15 Huntingdonshire is a rural area o f nearly 350 sq miles and is located within the County of Cambridgeshire. Historically it was a county in its own right. The population is around 168,200 with half living in the four market towns of Huntingdon (population 19,910), St Neots (population 26,230), St Ives (population 15,860) and Ramsey (population 6,070), with the remaining residents distributed within key settlements and rural villages. The District has two rivers running through it, the River Great Ouse through the market towns (except Ramsey) and the River Nene to the north. The Districts market towns and villages reflect the areas history associated with both Roman and Anglo Saxon settlements. The District has excellent transport links to the A1 and A14, which in turn links to the M1, M11, and M6. The District has a high level of out-commuting at around 35%. The council along with other districts, county council, EEDA and GO East is part of the local ‘infrastructure partnership’ to deliver the Government’s sustainable communities plan in the Cambridge sub region. Huntingdonshire’s current strategies look at addressing the negative effects of isolation ensuring that all residents, irrespective of their location, can access culture and cultural services. The majority of housing and economic growth has been, and will continue to be, located within the district’s largest towns of Huntingdon and St Neots, although HDC has also planned development in other market towns such as St Ives and Ramsey. 1. 16 1. 17 1. 18 1. 19 1. 20 Huntingdonshire District Sports Facility Strategy Draft Report March 2008 3 SECTION I INTRODUCTION AND BACKGROUND 1. 21 The map below shows the District and its main population settlements: Summary 1. 22 Huntingdonshire is a rural area with four main settlements. Although no more than 12 miles apart in terms of distance, the nature of the district means that accessibility to community provision, including sports facilities, is a challenge. Current sports facility provision is situated in each of the main settlements to overcome this issue. There is a need to consider how those living in the rural areas can best be provided with participative opportunities. Sports facility provision in the District is well thought of (comment in Huntingdonshire Cultural Strategy 2007), but there is a continuing need for capital investment just to maintain the Council’s existing five leisure centres. There are potential partnership opportunities for new provision through the education sector, and also linked to the growth agenda. 4 1. 23 Huntingdonshire District Sports Facility Strategy Draft Report March 2008 SECTION II –STRATEGIC CONTEXT National Context 2. The national context which informs the overall need for a strategic approach to the future planning of sports facilities at local level is summarised in Table 1, Appendix 3; this demonstrates the Government priorities in relation to health, physical activity and increa sing participation. Huntingdonshire District Sports Facility Strategy Draft Report March 2008 5 SECTION II –STRATEGIC CONTEXT Local Context Review of Strategic Documents 2. 2 The local context for the development of the sports facility strategy is summarised below. Given the clear focus on improving health and overall quality of life in the District, there is potential for provision of sport and physical activity to play a key role in contributing to the achievement of these local objectives. Local Authority Huntingdonshire District Council Strategic Document Huntingdonshireâ€Å"Growing successCorporate Plan 2007/8† Vision / Main Aim(s): The Council’s Vision is for Huntingdonshire to become a place where future generations have a good quality of life and enjoy: †¢ Continued economic success †¢ Opportunities for all †¢ An environment that is protected and improved The Council’s aims for the community are: †¢ †¢ †¢ †¢ †¢ †¢ A clean, green and attractive place Housing that meets the local need Safe, vibrant and inclusive communities Healthy living Access to services and transport A strong diverse economy Key Priorities Priorities stemming from these aims: Community: †¢ †¢ †¢ †¢ †¢ †¢ †¢ Enable provision of affordable housing Achieve low level of homelessness Lower carbon emissions Improve access to Council services Promote healthy lifestyle choice Promote development opportu nities in and around market towns Enhance public, community and specialist transport into and around the market towns Other Relevant Info Council: †¢ †¢ †¢ †¢ †¢ Make performance management more effective and transparent Re-balance saving and spending to ensure resources are available to achieve council priorities Reduce number of car journeys to work by employees Build new operations centre and headquarters Be an employer people want to work for. The Council’s Corporate Aims are: †¢ Improve systems and practices †¢ Learn and develop †¢ Maintain sound finances Huntingdonshire District Sports Facility Strategy Draft Report March 2008 6 SECTION II –STRATEGIC CONTEXT Local Authority Huntingdonshire District Council Strategic Document Open Space, Sport Recreation Needs Assessment Audit (August 2006) Vision / Main Aim(s): Section 7 – Outdoor Sports Key Priorities Overview of findings:†¢ Overall, the most common travel method for visiting outdoor sports facilities is walking (50. 1%), followed by car 38. 8%. The most frequent travel time to the facility was between five and ten minutes (37%), followed by between 11 and 14 minutes (29%). Consultation highlights that there is a relatively even distribution of outdoor sports facilities across the district, with a large proportion owned and managed by Parish Councils. The majority of use of the outdoor sports facilities within Huntingdonshire District is by formal clubs, and there is relatively little casual use of pitches. Provision of tennis and bowls within Huntingdonshire is predominately focused around the club structure, with most facilities in club ownership or leased to clubs. Consultation suggests that access to training facilities is a key issues, with only limited slots available at synthetic pitches for clubs wishing to train midweek. Other Relevant Info The Cambridge sub-region is the fastest growing area in the country. This significant increase in population will have far reaching consequences and will place demands on infrastructure and capacity of local services e. g. health services, transport and leisure facilities. †¢ †¢ †¢ †¢ Section 8 – Playing Pitch Strategy The key areas of this part of the study included:†¢ Analysing the current level of pitch Overall, the research methods outlined identified 237 playing pitches in the District (all known public, private, school and other pitches). They compromise: †¢ 88 adult football pitches Huntingdonshire District Sports Facility Strategy Draft Report March 2008 7 SECTION II –STRATEGIC CONTEXT Local Authority Strategic Document Vision / Main Aim(s): provision within the District †¢ Assisting the Council in meeting playing pitch requirements †¢ Providing information for decision-making and future development proposals All calculations covered the following sports – association football, rugby, cricket, and hockey Key Priorities †¢ 54 junior football pitches †¢ 14 mini soccer pitches †¢ 43 cricket pitches †¢ 7 adult rugby pitches †¢ 7 junior rugby pitches †¢ 1 junior rugby league pitch †¢ 7 adult grass hockey pitches †¢ 19 synthetic turf pitches Research showed that Huntingdonshire has a good number of football, cricket and hockey pitches for formal adult use in comparison to the national average. Huntingdonshire Cultural Strategy 2007 2010 To enhance the quality of life and ensure that all of Huntingdonshire’s residents have the opportunity to pursue a wide range of highquality, sustainable cultural activities that fully reflect the diverse needs of the district THEME 1 Improve access to culture and leisure opportunities THEME 2 Develop and improve life-long learning THEME 3 Develop vibrant communities which are safer, healthier, cohesive and economically sustainable Other Relevant Info Huntingdonshire District Sports Facility Strategy Draft Report March 2008 8 SECTION II –STRATEGIC CONTEXT Local Demographic Profile 2. 2 A review of local demographics is important to: †¢ †¢ †¢ 2. 3 Assess whether local facilities, often built some time ago, are located in the right place in relation to key population settlements Identify where there is likely to be population growth and additional demand for facilities Review the local population profile to identify particular inequalities e. g. health within Huntingdonshire It is also important to consider the demographic make up of the District as key demographic and socio-economic characteristics are known to influence demand characteristics. For example certain age-groups are known to register higher participation rates in a number of sport and leisure activities; deprived communities often experience issues relating to access to services and opportunities; cultural backgrounds may result in some passive and active recreation pursuits being favoured over others; car ownership levels can impact on the range of facilities that can be accessed. A brief review of the key demographics (Source Census 2001 data) for the area shows that: Overall population: According to 2004 based population data (Government Actuary Department (GAD)) published in October 2007, the 2007 population for the District is 168,200, increasing to 188,400 by 2021. The GAD figures have been used as the basis for supply and demand modelling to inform the sports facilities strategy. The age structure of Huntingdonshire’s population is very similar to the averages for England in terms of the proportion of the population aged between 20 and 50 years. Huntingdonshire has a higher proportion of children, teenagers and adults aged 0-14, and 30-54 and a lower proportion of those aged 54 and over. 24. 4% of the population are aged between 30-44. Ethnicity. Huntingdonshire’s ethnic mix is the same as the national average with some 97% describing themselves as white. The next largest ethnic group (2. 8%) in Huntingdonshire is from black and minority ethnic groups (BME). Deprivation Indices. Huntingdonshire District is a predominantly prosperous area, benefiting from higher than average earnings, low unemployment and crime. However, the 2007 Indices of Deprivation show that of the 20% most deprived wards in Cambridgeshire, 11 are now in Huntingdonshire. These are Super Output Areas of which the most severe area of deprivation is Huntingdon North ward. The population density in Huntingdonshire is lower than the England average of 3. 87 (Office for National Statistics (ONS) data for 2005). This reflects the rural aspect of the area. 2. 4 2. 5 2. 6 2. 7 2. 8 2. 9 2. 10 Car Ownership –4% more households in the District have access to 2 or more cars than the England average. This very high rate reflects the rural nature of the District. Education Despite the District’s relative prosperity, in 2004 15% of school leavers left education with no qualifications; 25% of 16-74 year olds in the District have no formal qualifications. Department of Health – Local Authority Profile 2. 11 Local authority health profiles are designed to show the health of people in each local authority area, and include comparisons with other similar populations. Profiles are produced by Public Health Observatories and are updated annually. With other local information e. g. Community Plans, Local Area Agreements, these profiles demonstrate where action can be taken to improve people’s health and reduce inequalities. Key points extracted from the 2007 profiles covering Cambridgeshire include: Huntingdonshire †¢ †¢ It is estimated that in Huntingdonshire 1 adult in 4 eats healthily and 1 in 6 binge drinks. Although estimated smoking rates are below average, 1 adult in 5 still smokes Life expectancy for both men and women is higher than the England average 2. 12 Huntingdonshire District Sports Facility Strategy Draft Report March 2008 9 SECTION II –STRATEGIC CONTEXT †¢ †¢ †¢ †¢ Rates of early deaths from cancer are similar to those in England but have shown no improvement in trends over the last 4 years The rate of admission to hospital with alcohol specific conditions is lower than the England average CHD is a growing problem in the District Obesity levels, particularly amongst young people are also a growing issue Summary 2. 3 Huntingdonshire District is relatively affluent, but has small pockets of deprivation. There are high levels of employment and average wages are higher than other parts of the county, although some younger people lack formal qualifications. Life expectancy is high, and compared to some of the other more rural and urban areas, there are fewer serious health issues, with the exception of a growing incidence of CHD, and relatively high rates of cancer, experienced by the population. The District has a large younger population, and a high proportion of 30-44 year olds; this profile is important for sports provision, as individuals tend to be more active when younger.

Media Campaigns in the SUV Debate :: Essays Papers

Media Campaigns in the SUV Debate The American consuming public has a long history of imposing patriotic consumption decisions upon the marketplace. They may be small things, like choosing to consume â€Å"freedom† fries over french fries or looking for the â€Å"Made in USA† label on products, or they may be forceful actions, like revolutionary era boycotts of British tea or holding foreign food and drug products to American standards. Recent anti-SUV campaigns have grown out of this legacy of consumption protest. The Detroit Project is at the forefront of promoting anti-SUV sentiment to a mass audience. The Detroit Project is an effort of the AFEC (Americans for Fuel Efficient Cars), which is self-described: â€Å"AFEC is a nonprofit group dedicated to decreasing America’s reliance on foreign oil.† The mission of the Detroit Project is: â€Å"to mount a citizens’ ad campaign aimed at getting people to stop driving SUVs and other gas-guzzling vehicles – and jolting our leaders into taking action.† To meet these goals the Detroit Project has produced and aired two tv spots that suggest that operating an SUV provides funds to terrorist groups. The ads are patterned after ads put out by the Bush administration that imply that funding illegal drug-dealing provides money that ends up in the hands of terrorists. The script of the first Detroit Project ad reads: "I helped hijack an airplane. I helped blow up a nightclub. So what if it gets 11 miles to the gallon. I gave money to a terrorist training camp in a foreign country. It makes me feel safe. I helped our enemies develop weapons of mass destruction. What if I need to go off-road? Everyone has one. I helped teach kids around the world to hate America. I like to sit up high. I sent our soldiers off to war. Everyone has one. My life, my SUV. I don't even know how many miles it gets to the gallon." WHAT IS YOUR SUV DOING TO OUR NATIONAL SECURITY? DETROIT, AMERICA NEEDS HYBRID CARS NOW. The script of the second ad reads: "This is George. This is the gas that George bought for his SUV. This is the oil company executive that sold the gas that George bought for his SUV. These are the countries where the executive bought the oil, that made the gas that George bought for his SUV. Media Campaigns in the SUV Debate :: Essays Papers Media Campaigns in the SUV Debate The American consuming public has a long history of imposing patriotic consumption decisions upon the marketplace. They may be small things, like choosing to consume â€Å"freedom† fries over french fries or looking for the â€Å"Made in USA† label on products, or they may be forceful actions, like revolutionary era boycotts of British tea or holding foreign food and drug products to American standards. Recent anti-SUV campaigns have grown out of this legacy of consumption protest. The Detroit Project is at the forefront of promoting anti-SUV sentiment to a mass audience. The Detroit Project is an effort of the AFEC (Americans for Fuel Efficient Cars), which is self-described: â€Å"AFEC is a nonprofit group dedicated to decreasing America’s reliance on foreign oil.† The mission of the Detroit Project is: â€Å"to mount a citizens’ ad campaign aimed at getting people to stop driving SUVs and other gas-guzzling vehicles – and jolting our leaders into taking action.† To meet these goals the Detroit Project has produced and aired two tv spots that suggest that operating an SUV provides funds to terrorist groups. The ads are patterned after ads put out by the Bush administration that imply that funding illegal drug-dealing provides money that ends up in the hands of terrorists. The script of the first Detroit Project ad reads: "I helped hijack an airplane. I helped blow up a nightclub. So what if it gets 11 miles to the gallon. I gave money to a terrorist training camp in a foreign country. It makes me feel safe. I helped our enemies develop weapons of mass destruction. What if I need to go off-road? Everyone has one. I helped teach kids around the world to hate America. I like to sit up high. I sent our soldiers off to war. Everyone has one. My life, my SUV. I don't even know how many miles it gets to the gallon." WHAT IS YOUR SUV DOING TO OUR NATIONAL SECURITY? DETROIT, AMERICA NEEDS HYBRID CARS NOW. The script of the second ad reads: "This is George. This is the gas that George bought for his SUV. This is the oil company executive that sold the gas that George bought for his SUV. These are the countries where the executive bought the oil, that made the gas that George bought for his SUV.

A cost-effective company

Companies must remain effective and efficient in order to compete in today’s business word. Organizations, even non-profit organizations, must remain cost effective and efficient to remain viable. In order to be cost-effective, a company sets a budget and goals and uses the company’s assets to meet those goals. As long as they remain within the budget, they can focus their attention on meeting the goals of the company.A cost-effective company meets its goals with the funding provided; a company that is not cost-effective either fails to complete the goal altogether or requires additional funds in order to do so. This company must also be cost efficient, meaning that they cannot spend four dollars when two dollars is sufficient. In addition, they must put the company’s finances ahead of all else, including job stability. A cost effective and efficient company stays within a budget while still meeting its goals.It is more important for any organization to be cost e ffective than cost efficient. In the overall picture, an organization must seek to meet its goals above all else. They must focus on using their resources to meet the goals, rather than setting the goal at saving money. Shareholders expect a return on their investment, which absolutely cannot happen if the company does not focus its attention on getting the best value for its dollars.For example, Volvo strives to make the safest cars in the world; for the most part, it has succeeded in this goal. The company uses its resources to maintain an image of safety while remaining profitable. For this reason, consumers view Volvo as the â€Å"safe† car brand; this is why the company is cost-effective rather than cost-efficient. In order to be cost-efficient, Volvo would have to put the product second and the cost of producing the product first. Safety would give way to economy, and this would completely undermine the branding strategy.

Music Video Games Essay

Since 1972, video game industry has shown drastic changes concerning music in video games. And its progression has led to the stream of revenue not only to the game developer but also has publicized the music composers of the video games. With the passage of time, explicit improvements can be seen in the quality likewise, increment in the output channels, a great improvement in the quality of timbres, and also shifted to programmatic music in a game to make it more interesting. The increase in portrayal of human emotions was one of the first steps towards the programmatic music in video games which attracts more people towards video gaming. One would examine by the contribution of the former technological advancements that the technology is the main cause of great improvements for music in the video game industry. One of the top music composers John Wall tells host Andrea Seabrook in an interview that he never bother to listen the sounds of arcade games as it never attract his mind. But music video games invade one’s brain and force player to concentrate on the music as well. The purpose of the music video games is to make one feel and deeply connect them to the world of video games. Tallarico see video game music as proactive experience. And for that reason he used to say that if Beethoven were with us today, he would love to compose music for video games. In current times, similar to movies, games also have complex soundtracks. And these video games soundtracks has been publicized so much commercially that more and more revenue is being generated by selling tickets of concerts that focus on video game music. It has not just increase the purchasing of video game but also gave popularity to artists and composers. Previously released or recorded music streams and new music streams that are specifically made for video games, both of them are usually use to develop sound tracks in today’s world. X-games sports-based video games like, SSX, Tony Hawk, Initial D come with popular artists’ releases whereas, videogames like, Grand Theft Auto and Need For Speed: Underground has come with heavy cultural demographic themes. Sometimes the combinations of both are used in video games, as used in Dance Dance Revolution. A famous composer, Nobuo Uematsu got fame for his outstanding performance for the popular video game Final Fantasy. All the tickets were sold out with three days and even fans fought at the box office when they couldn’t get tickets. As mentioned above, video game music is also one of the most marketable products even if separate from the game in the form of concerts by popular artists or by distributing game music CDs. Businesses starts flourishing with the entrance of music in video games that it had little before. Employment rate prosperous as many of the music composers and pop artist have been hired for composing music for upcoming videogames as they would like to produce for theatrical movies. Japan was the first country in the world, who sold video game music separately from games and later on many other countries adopted this practice. Sub-genres of music like, remixes, live performances and interpretive albums were also distributed. Koichi Sugiyama was one of the former music composers in the practice of releasing sub-genres like the Dragon Quest game that he produced in 1986. Later, a live performance CDs were published that was gigged by the London Philharmonic Orchestra In the early 2000s, music industry has seen declining sales but on the other hand, the video game industry starts to grow. PwC’s Global managing partner, media practice and entertainment, Marcel Fenez perceive video gaming as the most electrifying stories which grows and grows. He further elaborates the generated revenue in U. S. by online and wireless games. The estimated amount should be $1. 1 billion to $2.7 billion till 2011 in online games whereas, the estimation should be double till 2011, from $499 million to $1 billion. According to the PricewaterhouseCoopers project, the game industry will get success and its market will go beyond the expectations whereas, music sector will not at the best next year in 2008. It shows that games markets are flourishing far better than the music industry which is down because game industries are providing music of their favorite composer with games as well. Advertising industry is also generating stream of revenue from video games in U. S. The expected estimated amount will grow much higher till 2011 from $80 million last year to $950 million. But still can’t say because many youngsters would be attracted if more and more new games will be advertise. In recent times, Rock Band is one of the newest hit for published music in video games, owned by Harmonix Music Systems and published by MTV Games and Electronic Arts. In this game, at elementary level the player has to complete playing a song. New and difficult songs unlocked as well as the instruments to play and an avatar of a rocker also unlocked with the difficulty of level. The use of their favorite rocker’s avatar and the popular songs in the game stick the player to the gaming experience and make them feel themselves as Rock Star. Many songs in Rock Band are major radio and sales successes. Furthermore, the release date of rock band music announced much before which highly motivate music lovers to get a song they have heard before. In 2007, Rock Band video game has received the sale of 4 million copies and generated $600 million in revenue. 30 million downloadable songs were purchased by the players since Rock Band Releases. (Bhaskaran, Blankenship, Cohen, Koparkar and Rashid, 2010, pg 2) The video game industry has changed so thoroughly that it has come out from the sounds of bleep blips to the programmatic music and human emotions. As far as music is concerned, over the last decade it has progress beyond the limitation of human expectations. Music has not given new dimension to video game industry only but also expands gaming audiences which were not attracted before. BIBLIOGRAPHY Bhaskaran, Blankenship, Cohen, Koparkar, Rashid. â€Å"Collaboration and Learning in the Video Game Rock Band† Proceedings of the Emerging Technologies Conference (ETC) (2009): Web. 31th July. 2010. â€Å"The Evolution of Video Game Music,† Interview. Npr Music: Music Interviews. April 12, 2008. Web. 31 July 2010. â€Å"Video-Game Sales Overtaking Music. † Msn. com. June 26, 2007. Web. 31 July 2010.

Electron Capture Definition

Electron Capture Definition Electron capture is a type of radioactive decay where the nucleus of an atom absorbs a K or L shell electron and converts a proton into a neutron. This process reduces the atomic number by 1 and emits gamma radiation or an x-ray and a neutrino.The decay scheme for electron capture is:ZXA e- → ZYA-1 ÃŽ ½ ÃŽ ³whereZ is the atomic massA is atomic numberX is the parent elementY is daughter elemente- is an electronÃŽ ½ is a neutrinoÃŽ ³ is a gamma photon Also Known As: EC, K-capture (if K shell electron is captured), L-capture (if L shell electron is captured) Example Nitrogen-13 decays to Carbon-13 by electron capture.13N7 e- → 13C6 ÃŽ ½ ÃŽ ³ History Gian-Carlo Wick proposed the theory of electron capture in 1934. Luis Alvarez was the first to observe K-electron capture in the isotope vanadium-48. Alvarez reported his observation in Physical Review in 1937.

Dispose Objects in Visual Basic

Dispose Objects in Visual Basic In the article, Coding New Instances of Objects, I wrote about the various ways that New instances of objects can be created. The opposite problem, disposing an object, is something that you wont have to worry about in VB.NET very often. .NET includes a technology called Garbage Collector (GC) that usually takes care of everything behind the scenes silently and efficiently. But occasionally, usually when using file streams, sql objects or graphics (GDI) objects (that is, unmanaged resources), you may need to take control of disposing objects in your own code. First, Some Background Just as a constructor (the New keyword) creates a new object, a destructor is a method that is called when an object is destroyed. But theres a catch. The people who created .NET realized that it was a formula for bugs if two different pieces of code could actually destroy an object. So the .NET GC is actually in control and its usually the only code that can destroy the instance of the object. The GC destroys an object when it decides to and not before. Normally, after an object leaves scope, it is released by the common language runtime (CLR). The GC destroys objects when the CLR needs more free memory. So the bottom line is that you cant predict when GC will actually destroy the object. (Welllll ... Thats true nearly all of the time. You can call GC.Collect and force a garbage collection cycle, but authorities universally say its a bad idea and totally unnecessary.) For example, if your code has created a Customer object, it may seem that this code will destroy it again. Customer = Nothing But it doesnt. (Setting a an object to Nothing is commonly called, dereferencing the object.) Actually, it just means that the variable isnt associated with an object anymore. At some time later, the GC will notice that the object is available for destruction. By the way, for managed objects, none of this is really necessary. Although an object like a Button will offer a Dispose method, its not necessary to use it and few people do. Windows Forms components, for example, are added to a container object named components. When you close a form, its Dispose method is called automatically. Usually, you only have to worry about any of this when using unmanaged objects, and even then just to optomize your program. The recommended way to release any resources that might be held by an object is to call the Dispose method for the object (if one is available) and then dereference the object. Customer.Dispose() Customer Nothing Because GC will destroy an orphaned object, whether or not you set the object variable to Nothing, its not really necessary. Another recommended way to make sure that objects are destroyed when theyre not needed anymore is to put the code that uses an object into a Using block. A Using block guarantees the disposal of one or more such resources when your code is finished with them. In the GDI series, the Using block is put to use quite frequently to manage those pesky graphics objects. For example ... Using myBrush As LinearGradientBrush _ New LinearGradientBrush( _ Me.ClientRectangle, _ Color.Blue, Color.Red, _ LinearGradientMode.Horizontal) ... more code ... End Using myBrush is disposed of automagically when the end of the block is executed. The GC approach to managing memory is a big change from the way VB6 did it. COM objects (used by VB6) were destroyed when an internal counter of references reached zero. But it was too easy to make a mistake so the internal counter was off. (Because memory was tied up and not available to other objects when this happened, this was called a memory leak.) Instead, GC actually checks to see whether anything is referencing an object and destroys it when there are no more references. The GC approach has a good history in languages like Java and is one of the big improvements in .NET. On the next page, we look into the IDisposable interface... the interface to use when you need to Dispose unmanaged objects in your own code. If you code your own object that uses unmanaged resources, you should use the IDisposable interface for the object. Microsoft makes this easy by including a code snippet that creates the right pattern for you. Click Here to display the illustrationClick the Back button on your browser to return The code that is added looks like this (VB.NET 2008): Class ResourceClass   Ã‚  Ã‚  Implements IDisposable   Ã‚  Ã‚   To detect redundant calls   Ã‚  Ã‚  Private disposed As Boolean False   Ã‚  Ã‚   IDisposable   Ã‚  Ã‚  Protected Overridable Sub Dispose( _   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  ByVal disposing As Boolean)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If Not Me.disposed Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If disposing Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Free other state (managed objects).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End If   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Free your own state (unmanaged objects).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Set large fields to null.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End If   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Me.disposed True   Ã‚  Ã‚  End Sub #Region IDisposable Support   Ã‚  Ã‚   This code added by Visual Basic to   Ã‚  Ã‚   correctly implement the disposable pattern.   Ã‚  Ã‚  Public Sub Dispose() Implements IDisposable.Dispose   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Do not change this code.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Put cleanup code in   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Dispose(ByVal disposing As Boolean) above.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dispose(True)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  GC.SuppressFinalize(Me)   Ã‚  Ã‚  End Sub   Ã‚  Ã‚  Protected Overrides Sub Finalize()   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Do not change this code.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Put cleanup code in   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Dispose(ByVal disposing As Boolean) above.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dispose(False)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  MyBase.Finalize()   Ã‚  Ã‚  End Sub #End Region End Class Dispose is almost an enforced developer design pattern in .NET. Theres really only one correct way to do it and this is it. You might think this code does something magic. It doesnt. First note that the internal flag disposed simply short-circuits the whole thing so you can call Dispose(disposing) as often as you like. The code ... GC.SuppressFinalize(Me) ... makes your code more efficient by telling the GC that the object has already been disposed (an expensive operation in terms of execution cycles). Finalize is Protected because GC calls it automatically when an object is destroyed. You should never call Finalize. The Boolean disposing tells the code whether your code initiated the objects disposal (True) or whether the GC did it (as part of the Finalize sub. Note that the only code that uses the Boolean disposing is: If disposing Then   Ã‚  Ã‚   Free other state (managed objects). End If When you dispose of an object, all of its resources must be disposed of. When the CLR garbage collector disposes of an object only the unmanaged resources must be disposed of because the garbage collector automatically takes care of the managed resources. The idea behind this code snippet is that you add code to take care of managed and unmanaged objects in the indicated locations. When you derive a class from a base class that implements IDisposable, you dont have to override any of the base methods unless you use other resources that also need to be disposed. If that happens, the derived class should override the base classs Dispose(disposing) method to dispose of the derived classs resources. But remember to call the base classs Dispose(disposing) method. Protected Overrides Sub Dispose(ByVal disposing As Boolean)   Ã‚  Ã‚  If Not Me.disposed Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If disposing Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Add your code to free managed resources.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End If   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Add your code to free unmanaged resources.   Ã‚  Ã‚  End If   Ã‚  Ã‚  MyBase.Dispose(disposing) End Sub The subject can be slightly overwhelming. The purpose of the explanation here is to demystify whats actually happening because most of the information you can find doesnt tell you!

Criminal Jusitice. The Criminal Justice System Process Research Paper

Criminal Jusitice. The Criminal Justice System Process - Research Paper Example Authorities mentioned that Phelps Collins got inside through some help from one of his friends and a brother to the owner of the townhouse. However, detectives did not expressly draw a clear connection between the staged break-in and the previous stabbing of Robert Wone. However, homicide detectives were looking into the burglary with the zeal of uncovering various potential leads. Wone was stabbed at the chest as he was visiting friends at the same home on the edge of Dupont Circle along the 1500 block of Swann Street NW. New details relating to the burglary later emerged through a number of interviews conducted much later (Klein &Schwartzman, 2006). Testimonies and court papers from a hearing for Collins the following week at D.C. Superior Court were also sources of information. Collins was later arrested on a burglary charge. Police maintained that Collins confessed to them that that Michael Price, the friend, had provided him with a key to the contended house as it belonged to Jo e Price, his brother. Police also added that Collins said that Michael Price was responsible for turning off the alarm immediately the two men broke into the house where electronics worth $7,700 were stolen. Case presented At the time, Michael Price was not yet charged in the burglary and he was not located to provide any comments. After the staged break-in, the detectives proceeded to the nearby pawnshops where they found two DVD players, an audio system among other stolen goods which led them all the way to Collins. In Calvert Street NW, the police found one of the CD changers as they searched the Collins's home. Collins had sold most of the other stolen items along the street for drugs or money, as the authorities speculated. A lawyer at one of the Washington firms, Joe Price, told police that he was not aware that Collins had done it even though he had heard the same through his brother (Klein &Schwartzman, 2006). This is according to information that was sourced from an affidavit the police filed after getting the search warrant for the residence of Collins. Joe Price also mentioned to the police that the brother was known to engage in drug abuse as well as hanging out with diverse subjects who we re adversely mentioned in drug usage on a frequent basis. Price directed the police to the fact that he did not avail permission to neither his brother nor Collins of entering his house and removing and later selling his property as stated in the affidavit. His public defender did not comment. Up to the point of the break-in, police expressed considerable doubt on the intruder theory. This is because there lacked an express sign of forced entry as the killer used a kitchen knife. Further, the crime scene seemed to be cleaned prior to the arrival of the officers as recounted by the police. Investigators convened a grand jury as well as enlisting the integral help of the respective departments of the FBI within the homicide. They also sought to keep high levels of control for the $1.2 million houses across several weeks after the killing while removing flooring, a chunk of the staircase, pieces of walls, sink traps and the washing machine searching for blood as well as any other evide nce (Klein &Schwartzman, 2006). Collins, who was at the time unemployed, had a criminal history which included four drug convictions between the years of 1998 and 2004 in the Montgomery and District as shown by the records. Authorities mentioned that most of the items taken from the burglary turned up at Pawnbrokers on 14th Street NW at Sam's residence which was only a few blocks away. The manager at the store, Sam Levy, said that Collins had previously pawned