Academy Award for Best Actor and Legal Issues Essay

At the end of these instructions is a list of just a few of the hundreds of law-related movies that are available on the market. You are free to use any law-related movie you like (with TWO EXCEPTIONS – Double Jeopardy is NOT acceptable, because Hollywood got the legal issue completely wrong; and A Few Good Men is limited to military law, so not really helpful for the general population). (up to 50 points) PRINT YOUR NAME: _________________________ NAME OF MOVIE: _________________________ YEAR OF RELEASE: _________________________ DIRECTOR: _________________________ MAIN ACTORS/ACTRESSES: _________________________________ _________________________________ _________________________________ A. Describe in a page the FACTS of the case the movie is about. ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ B Describe two significant legal ISSUES that this movie brought up. (Remember that FACTS are not the same as legal ISSUES. For example, in the movie THE ACCUSED, the character played by Jodie Foster is raped in a tavern. That is one of the FACTS of the case. One of the legal ISSUES was the use of PLEA BARGAIN – the prosecutor was willing to let the rapists â€Å"plea bargain† to lesser crimes.) ISSUE #1________________________________________________________ ISSUE #2________________________________________________________ C. Take either ISSUE #1 or ISSUE #2, and look up in a book in the NSCC library (or any other library or law library), or a legal web-site, as a reference that gives you greater understanding of this issue, so that you can describe the general rule of law about this issue, and any significant exceptions. Title of Book used for reference:______________________________________ or Website citation: ___________________________________ Author of Book:___________________________________________________ Copyright year:_____________(be sure to use as current a source as possible!) D. Describe in your own words what you think the general rule of law is about this particular ISSUE (and significant exceptions), and why you think the general rule makes sense (or doesn’t!). ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ (on the following pages I have put a short list of some of the many law-related movies that you may want to look at – but you do not have to stick to this list!) Some suggestions for LAW-RELATED MOVIES TO WATCH & REVIEW Some of the newer films may be available through Blockbuster or one of the other major video rental outlets. For the older classics, you may have to look at one of the â€Å"specialty† rental shops like Video Isle (top of Queen Anne Hill or on Fremont just South of 45th) or Scarecrow Video (5030 Roosevelt Way NE in the U District). 1. ORIGINAL INTENT (1991); with Kris Kristofferson, Candy Clark, Jay Richardson, Martin Sheen. Eviction of a homeless shelter. Landlord/Tenant issues. 2. THE ACCUSED (1988); with Jodie Foster & Kelly McGillis. True story of a Massachusetts gang-rape case and follow-up case. Issues regarding admission of evidence, criminal prosecutions, victim’s rights. 3. THE VERDICT (1982); with Paul Newman, James Mason and Charlotte Rampling. Alcoholic lawyer takes on a malpractice case. Possible unethical actions by attorneys on both sides of the case! 4. ADAM’S RIB (1949); with Spencer Tracy & Katherine Hepburn. Husband and wife lawyers, on opposing sides of the same case. Classic comedy with good discussions of several legal issues. 5. INHERIT THE WIND (1960); with Spencer Tracy & Fredric Marsh. Based on the famous Scopes â€Å"monkey trial,† with a biology teacher on trial for daring to teach the theory of evolution. A classic trial!! 6. TO KILL A MOCKINGBIRD (1962); with Gregory Peck and Mary Badham. Small town Southern lawyer defends a black man accused of rape in pre-Civil Rights era. Attorney-client obligations, criminal trial issues. Somewhat outdated, but a classic nonetheless. 7. YOUNG MR. LINCOLN (1939); with Henry Fonda (haven’t seen this one yet). 8. TWELVE ANGRY MEN (1957); with Henry Fonda, Lee J. Cobb, E.G. Marshall & Jack Klugman. CLASSIC jury film; intense jury dispute; how a jury evaluates a case. This is the Original! There is a recent (1998 I think) version also with Keanu Reeves, but I don’t know how it compares. 9. THE TRIAL (1963); with Orson Welles, Anthony Perkins, Jeanne Moreau and Romy Schneider. Man arrested for an unexplained crime he is never told about! 10. STATE’S ATTORNEY (1932); with John Barrymore (haven’t seen this one yet). 11. SERGEANT RYKER (1968); with Lee Marvin, Vera Miles & Peter Graves. Court Martial of soldier accused of treason. 12. PERFECT WITNESS (1989); with Brian Dennehy, Aidan Quinn, Stockard Channing & Lara Harrington. Witness to mob murder put in jail for perjury – social responsibility issues. 13. THE PAPER CHASE (1973); with Timothy Bottoms, John Houseman and Lindsay Wagner. Law student’s first year at Harvard Law School (mainly in contracts class). 14. L.A. LAW (1987); with Harry Hamlin, Susan Dey, Corbin Bernsen. Introduced the TV series of the same name. 15. KRAMER VS. KRAMER (1979); with Dustin Hoffman and Meryl Streep. Divorce and child custody issues. 16. JUDGMENT AT NUREMBERG (1961); with Spencer Tracy, Burt Lancaster, Maximilian Schell, Richard Widmark, Marlene Dietrich and Judy Garland! Nazi war crimes trial. 17. SHOOT FROM THE HIP (haven’t seen yet – can’t comment). 18. MY COUSIN VINNY; fairly recent comedy with a newly-licensed attorney representing a family member wrongly accused of murder. It touches on a few serious legal issues regarding preparation for trial, even with the comedy. 19. ABSENCE OF MALICE (1981); with Paul Newman and Sally Field. Freedom of the press and defamation of character. 20. SUSPECT (1987); with Cher and Dennis Quaid. Jury tampering, collusion, bribery of a government official. 21. LOSING ISAIAH (1995); with Jessica Lange, Halle Berry, Samuel L. Jackson. Interracial adoption, child custody rights of biological parents. 22. MURDER IN THE FIRST (1995); with Kevin Bacon, Gary Oldham, Christian Slater. Cruel and unusual punishment in the Alcatraz prison; jury â€Å"nullification,† federal jurisdiction. 23. JUST CAUSE (1995); with Sean Connery, Blair Underwood, Laurence Fishburne; Kate Capshaw, Ed Harris. Coercion of a confession; murder, venue, Pro Bono Publico representation, conflict of interest. These are just a few of the hundreds of law-related movies out there. If you find other good â€Å"law-related† movies not listed above you think would be appropriate, let me know and we’ll add it to this list!!

Branding, Pricing, and Distribution Strategies

ASSIGNMENT 3 MARKETING PLAN FOR TEACH CHINA BRANDING, PRICING, AND DISTRIBUTION STRATEGIES This section of Teach China’s Marketing Plan will focus in on key factors related to branding, pricing, and distribution: creation and development of the domestic and global product branding strategy; determination of optimum pricing strategy; looking at how the pricing strategy supports Teach China’s branding strategy, preparation of a distribution channel analysis, justification of opting for a push or pull strategy; an overall look at how the distribution strategy fits the product/service target market.It is very important that a start-up company, such as Teach China, build and develop a strong product brand. It is essential that such branding solidify the link between the values of Teach China and its customers. Because of the competiveness of the education market branding the commodities and services of Teach China must be unique. Additionally, branding education is considera bly different than branding a commodity. [ (Gupta & Singh, 2010) ] According the Dr. ’s Gupta and Singh, the movement of a globalized world to a knowledge economy opens immense opportunities for building education brands. (Gupta & Singh, 2010) ] Gupta and Singh also warn against the tendency to confuse â€Å"branding in education as making enough noise to get people to enroll. † (2010) In determining a brand for Teach China it is imperative that the numerous stakeholders in this market are taken into consideration. Gupta and Singh suggest that a â€Å"careful balancing of the stakeholders’ interest is a key requirement of the leadership of each education brand. They identify the stakeholders as, students, faculty, prospective employees, parents and society.Research of current literature show that educational services earn their repeat business by word of mouth of well satisfied and well placed individuals. [ (Gupta & Singh, 2010) ] This idea is further supporte d by a feasibility study conducted by Bradley and Griswold who posit that â€Å"most Chinese are reliant on third-party endorsements from friends and colleagues. † [ (Bradley III & Griswold, 2011) ] The branding of Teach China must also take into consideration the fact that consumers are savvier, demanding value for their money and have little brand loyalty. (Abhijit & Chattopadhyay, 2010) ] Like other service providers, Teach China will have a logo, but its main source of branding, based on current literature will be through the use of social media and word of mouth. Additionally, Teach China’s partnering with an established educational institute, as stated in an earlier section of the company’s marketing plan, will have a direct impact upon branding. For its international market, Teach China will rely heavily upon business to business publications and its Web presence to promote services offered.Teach China will also target setting up a booth or kiosk at trade shows. Dr. Young-Han Kim, et al, writing for Managerial and Decision Economic, 2006 stated compelling reasons why optimal pricing is important: Of the four P's of marketing (product, place, price, and promotion), pricing is the only T' that generates revenue for a company. Although effective pricing can never compensate for poor execution of other P's, ineffective pricing can certainly prevent careful execution of other P's from bearing financial rewards for the company (Nagle and Holden, 1995).The role of pricing becomes even more critical in the context of global market entry. [ (Kim, Aggarwal, Ha, & Cha, 2006) ] Pricing services offered by Teach China is drastically different from pricing a product. There are three different pricing strategy options available to Teach China: cost-plus pricing, competitor’s pricing, or value added pricing. Cost-plus pricing is the standard used by many businesses. Elizabeth Wasserman, editor of Inc. s technology website, quoting Jerome Ost eryoung, a professor of Finance at Florida State University and outreach director of the Jim Moran Institute for Global Entrepreneurship, states that when determining the cost of a service using this method, one must be certain to include a portion of your rent, utilities, administrative costs, and other general overhead costs. [ (Wasserman, 2012) ] This approach could return the greatest profit margin but would cause a fluctuation in price when other costs increase.According to Professor Osteryoung, one should be aware of what competitors are charging for the same service. Yet he cautions against competing on price. Instead, he suggests that service companies compete on service, ambiance, or other factors that set [them] apart,† [ (Wasserman, 2012) ] The other factor discussed by Professor Osteryoung is perceived value to customers. Osteryoung points out that setting a price for a service can be subjective.He rightly posits that pricing (for a service) becomes an art form whe n one considers that â€Å"the important factor in determining how much (a customer is) willing to pay for a service may not be how much time was spent providing the service, but what the customer perceives as the value of the service and the level of expertise,† [ (Wasserman, 2012) ] One method available for setting a price for the services offered by Teach China would be to use what has been called in some literature the â€Å"service pricing formula†.Simply put this method helps determine an hourly rate for services rendered. Desired annual salary + Annual fixed costs (overhead) + Desired annual profit ?Annual billable hour = Hourly rate The other method used by my most businesses offering a service is simply that of setting market-based rates. In the book, The Small Business Start-up Kit, the authors suggest that if your rate is too high it will result in not getting clients. (Pakroo & Repa, 2004) There is also danger in setting rates below the market value. A PDF document downloaded from www. edi. org, warns that â€Å"In a service business, people tend to think that something is wrong, if your prices are too low. They assume that the services are of inferior quality. † (Anonymous, 2012) Taking into consideration available literature research, Teach China will use a market based flat fee rate for services (including a 5% profit margin), with an offer of a discount for businesses enrolling five (5) or more employees. An internet search of prices for language courses returned a range of prices from $645 to over $2000.In order to be competitive in this market, Teach China will offer 20 courses for $1500 this will include study materials, for an additional fee students can spend two weeks in China practicing skills learned. Since these prices reflect doing business in one of China’s major cities, there will be a cost reduction of 10-20% for students from targeted cities. These projections will be adjusted as financial statements ar e prepared showing the cost of fixed assets, faculty and staff, and other operating expenses.The chosen pricing strategy for Teach China is designed to enhance customers’ perceptions about the service offered by the company (its brand). Teach China is selling a value service, offering expertise in language training and instruction. The pricing strategy chosen for Teach China will insure that the company can continue to afford and offer the best language instructors in the business. The target market of Teach China usually shop for similar services by listening to recommendation, reputation and testimonials of satisfied customers.The distribution channels most used by the industry include direct marketing via target mailing, the internet and broadcast media. Teach China will therefore follow the industry standard, specifically, the following strategies will be used to help accomplish the marketing objectives and business goals of Teach China: Direct Mail; Direct Sales; Televis ion programs; with infomercials; Internet strategies; Participation in business trade shows. In its international market, Teach China will benefit from its partnership with its designated education partner already in operation in mainland China.Chris Rimlinger wrote an article in 2011 in Franchising World in which he advocates a balance of both push and pull marketing strategies to â€Å"expand the brand's reach and attract new consumers, maintain lasting relationships with existing consumers, and meet sales goals by creating demand and satisfying existing market needs. † [ (Rimlinger, 2011) ] Teach China’s direct marketing tactics will be the push that gets the brand in front of the consumers. Teach China’s television, infomercials and internet strategies will be the pull that creates consumer demand for the service offered.Using a balance of both push and pull marketing strategies will facilitate Teach China’s brand being disseminated at home and abroad . The combination strategy will allow for specific target marketing to students, businesses and governments. Additionally, according to research conducted by Mike Sands, this type of combination strategy is the most effective way of harnessing technology to develop and control electronic customer relationship management. [ (Sands, 2003) ] Bibliography Abhijit, R. , ; Chattopadhyay, S. P. (2010). Stealth Marketing as a Strategy.Indiana University, Kelley School of Business. Retrieved May 07, 2012 Anonymous. (2012, May 9). PRICING METHODS. Retrieved from SEDI: www. sedi. org/DataRegV2-unified/capnet†¦ /pricing%20methods. pdf Bradley III, D. B. , ; Griswold, R. J. (2011). A Feasability Study to Develop a Foreign Language Academy in China. Journal of International Business Research, 19. Retrieved May 08, 2012, from http://go. galegroup. com/ps/i. do? id=GALE%7CA275130691;v=2. 1;u=tall18692;it=r;p=AONE;sw=s Gupta, M. , ; Singh, P. B. (2010).Marketing and Branding Higher Education: I ssues and Challenges. M. J. P. Hikhand University, Invertis Institute of Management Studies. Uttar Pradesh, India: Review of Business Reasearch. Retrieved May 07, 2012 Kim, Y. -H. , Aggarwal, P. , Ha, Y. -M. , ; Cha, T. H. (2006). Optimal Pricing Strategy for Foreign Market Entry: A Game Theorectic Approach. Managerial and Decision Economics. Retrieved May 08, 2012, from http://www. jstor. org/page/info/about/policies/terms. jsp Pakroo, P. H. , ; Repa, B. (2004). The Small Business Start-Up Kit. Ipswich,, MA: NOLO.Rimlinger, C. (2011, December). Push and Pull Marketing Strategies: Using Them to Your Advantage. Franchising World, 43(12), 15-16. Retrieved May 10, 2012, from http://search. proquest. com/docview/913283066? accountid=10913 Sands, M. (2003). Integrating the web and e-mail into a push-pull strategy. Qualitative Market Research, 6(1), 27-37. Retrieved May 09, 2012, from http://search. proquest. com/docview/213439175? accountid=10913 Wasserman, E. (2012, May 08). How to Pric e Business Services. Retrieved from Inc. Com: http://www. inc. com/guides/price-your-services. html .

Project Audit of the Ottawa-Carleton Water Park Essay

  I have audited the Ottawa-Carleton water park project and analyzed the various stages of the project, the methodologies, techniques and tools of project management that were utilized. The project managers, that are KLSJ Consulting, who had been contracted by the owners Carlington Aquatic park were very effective in the management of the project. They displayed competence and understanding of the key issues that are essential for management of large scale high risk projects like the Ottawa-Carleton water park project. The project was a big success and was completed without major cost overrun and scope creep. The project managers had made very adequate preparation and detailed plans on how to carry out the project. This included different strategies of managing the key aspects of the project like quality, risk and time schedule. Part 1: Case Study Description   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project to be audited is called Ottawa-Carleton Water Park. It is a project that involves putting up of a full size water park in Ottawa area.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The design and building of the Ottawa-Carleton water park project will be managed by KLSJ consulting on behalf of the owners Carlington Aquatic Parks. The owners will retain all authority concerning financing, marketing and critical designing of the water park. After the construction the water park was efficiently passed over to an operations management team (KLSJ Consulting 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ottawa is the capital city of Canada with a population of over one million. It is a destination for many summer tourists as it has very fine tourist attraction which includes galleries and recreational facilities among others. According the Ottawa-Carleton water park project concept, during summers, about two million visitors come to Ottawa (KLSJ consulting, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Water parks which mostly operate during the summers are very profitable and represent a mature industry. There are many water parks offering recreational services to people in different parts of the world with United States having more than nine hundreds (KLSJ Consulting 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Ottawa-Carleton water park will be a full size water park offering a range of recreational facilities to its visitors. It will be situated in the Ottawa area and will consist of facilities like sport court, rock climbing wall, children center, a wave pool, a river, slides, towers, group area with picnic facilities plus other attractions (KLSJ Consulting 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the project proposal, the project started in 2003 and will took two years with completion in 2005 (KLSJ consulting, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The challenge facing the Ottawa area is that there is no full size water park in the area, and with the rising popularity of water parks in North America it was a lucrative idea to take the first move to create one for the Ottawa area market. The need for one site that will offer visitors a big range of recreational facilities in the Ottawa area initiated this project to construct a full size water park in the Ottawa area in an easily accessible area. The land will be leased from National Capital Commission Public lands and the water park will be built by a prime contractor with owners and investors acting as supervising agents. The project will take 2 years and is expected to be completed by May 21. 2005. (KLSJ consulting, 2002). The project was completed effectively and successful and the water park was opened on June 2005.   The handing over was very effective though the project completion had delayed with four weeks. The project is considered a big success. According to bi-weekly status report the project started two weeks behind schedule. This time was to be recovered by sourcing the environmental study to the one consultant who had offered the initial environmental feasibility study services. Thus, the project was expected to be complete as scheduled (KLSJ Consulting 2005).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The approximate budget for the whole project was set at twelve million four hundreds and forty eight thousands Canadian dollars. The project completed with a small cost overrun of 2.7% (KLSJ Consulting 2005).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the project communication plan the project managers had the responsibility of making all the communications to the external parties including politicians, regulators and media. The team leader made all routine project communication and his responsibility which included preparation and delivery of all project performance report (KLSJ consulting 2003).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As stipulated in KLSJ consulting communication plan (KLSJ consulting 2003) the main communication objective was to encourage a positive image for KLSJ and the project to garner support and to generate local interest in the water park. All communications were to be aimed at posing a positive publicity and were to be identified in their work breakdown structure. The team leader was the communication coordinator. The project communication plan was to be evaluated quarterly and at the start of each phase, feedback collected from all stakeholder and improvement done in order to improve the communication plan (KLSJ consulting 2003).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project manager of Ottawa Carleton Water Park was Karen Dhanraj and his primary responsibility as cited in KLSJ consulting Ottawa-Carleton water park project proposal (KLSJ 2002) included: Coordination and communication with outside agencies Interfacing with community groups, the capital district, and municipal, regional and provincial governments. Providing direction and guidance to other team members Maintaining the overall project plan (schedule, cost and resources) Coordinates and producing all project documentation. Coordination and oversight of the market’s agency Membership in the Risk management working group (KLSJ consulting 2002) The project team included three team leaders. Scott Kennedy was the team leader concerned with Design and construction and was responsible for all activities concerned with design and construction. Lavern Fleck was the legal team leader whose responsibilities included legal counsel, contract management and handling the regulatory authorities on legal issues. Steve Jackson was the team leader concerned with Finance. His role was to manage all finance issues related with the project. Jim Harris was the Risk manager whose role was to coordinate the Risk management program. Project marketing was done by an outside contractor (KLSJ consulting 2002) Part 2: Scope, cost and Time management Analysis.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project was successful in terms of attainment of the required scope. The water park was completed with all the facilities that were intended. No major compromise were made on quality of the facilities and attractions. This means the objectives of the project were realized.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the post project report 311, 650 Canadian dollars were used in-excess of the budget for the project to be complete. This represented a 2.7% cost overrun. This was contributed by several factors that included: mitigation of an environmental problem, traffic and road upgrades, higher costs for the water park design, and a series of variances in construction (KLSJ Consulting 2005).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project was completed four weeks behind schedule. The opening of the water park had been scheduled to take place on 21 May 2005 but it did not until June 15. The major cause for this delay was the late delivery of the water slides and the unfavorable weather condition in early spring of 2005. Hiring of the operations manager and conformation of investors took more time than had been expected but these activities did not affect the overall time frame of the project (KLSJ Consulting 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The management of the Ottawa-Carleton water park project used different project management tools and technique to ensure the project was a success.   One thing that worked for the projects success was the good and efficient management of the three major constraints of a project that include scope, time and cost. The project management ensured that proper measures were put forward that helped the project to succeed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Different techniques and tool were used to make the scope of the project to succeed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first strength for the project was that the scope was well defined. The overall objective of the project was well outlined complete with details and estimates of what was needed. The owners wanted a full size water park of a total cost of 12, 450,000 Canadian dollars that will provide recreational facilities to about 7000 visitors in a day (KLSJ Consulting 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project management used different techniques and tools to manage scope. The project management strategy was well designed with a very well functioning project management team. The team was of manageable size and represented the functions that were core to the success of the project. The project management team was led by the project manager who lead three team leaders and a Risk manager. The marketing function was contracted from outside. This team was able to handle all the issues that concerned the project hence helping the project come to achieve its objectives.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The other technique utilized was good risk management. The Risk manager had a Risk management program that ensured a problem area was identified and acted upon before it became a loss to the project.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Communication was also well structured ensuring that all external and internal communication were carried out appropriately. This had been well planned for and duties allocated thus ensuring no obstacles came up.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Cost management was a major factor for the success of the Ottawa-Carleton water park project. Different techniques and tools were utilized in order to effectively manage costs.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first step was having a team leader who was to be concerned with financial issues of the project. His responsibilities included development and monitoring of business plans/s and project cash flows among other responsibilities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The cost was well estimated using a class B estimate which provided a variance of between -10% to +25%. The overall cost estimate was can $12448, 250. A 10% contingency had been provided to cater for expected price variation. The total cost had been analyzed using both functions and phases. The total cost had been divided by project function that included management, contract management, financing, political/legal, marketing and construction. The total cost had also been divided per project phases. The phases included phase 1 to phase 5. These analysis of cost enabled the managers to ensure they had enough finances before undertaking a task or contract in order to avoid stoppage or legal action against them (KLSJ Consulting 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The cost was also analyzed by use of tables, graphs and Gantt charts to help in management. The project management also adopted a cost control strategy that was aimed at avoiding cost overruns. This strategy involved issuing fixed price contractors, including penalty clauses for non-performance in contract and taking insurance for specific perils.   All these efforts were geared toward operation within the budget.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Time was another constraint that was well managed in the Ottawa-Carleton water park project. The management team used a work Breakdown schedule to analyze the duration of the project. The project duration was divided into fine phases. Key milestones were identified in each phase of which some were in critical path and others were non-critical. Deadlines and reviews were done and a schedule change management plan was adopted.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The work Breakdown schedule was further divided into tasks thus facilitating easier management of these activities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A tradeoff strategy in some instances was utilized in order to manage competing priorities of scope cost and time. This strategy involved, in some cases allowing tradeoff compromises between scope, cost and time management. However no major compromise was done in term of number or quality of attraction to be installed in the water park. All the structures and facilities that were installed in the water park met the quality and standard that was expected.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Different techniques were used for corrective action in the different aspects of the project. One correction action that was adopted was the institution of a deadline for every phase and the end of phase reviews and approvals. Performance report had to be submitted at every end of a phase and change request had to be reported before the deadline. These actions made sure that no activities led to delay of subsequent activities and thus maintaining the whole program on schedule.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Cost correction action involved analysis of the cost requirement using charts and tables. Cost was also anticipated in order to make sure enough preparation were done before the time.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In assessing the strategies that the Ottawa-Carleton water park project management team utilized we can be able to see some of them went wrong while other worked well.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the strategies that never worked well was the security of investment funding. There was a major delay in securing investment funding causing a delay of six weeks and an over expenditure of can$12,000 as a result. This strategy did not work well and more care should have been applied to curb such delays. Only that there was sufficient slack, else this delay could have caused the overall project to delay (KLSJ Consulting 2005).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There was also wrong estimation of time to be taken in hiring a suitable operation manager forcing the use of extra resources totaling to can&14000 to recruit the officers before the overall timing of the project was affected.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Though the delay in delivery of the waterslides as not the responsibility of the project management inclusion of a clause imposing a penalty on late deliveries by contraction could have solved that problem by offering the manufacturer an incentive to deliver on time (KLSJ Consulting 2005).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There was a floe in scheduling in that the bad weather of spring could have been anticipated and provided for to avoid delays in the overall project schedule.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Some of the well utilized strategies were cost estimation, project management, quality controls and Risk management. Time was also relatively managed well.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The strategy of utilizing budget and cost analysis techniques and tools served the project well to avoid major cost overruns. Proper management was provided with a well functioning project management team and structure that enable efficient operations. The project management was also able to outsource for services outside as well as utilizing their internal resources optimally. Time schedule had been planned well with work Breakdown schedules being utilized and the project being divided into phases to facilitate easier management (KLSJ Consulting 2005). The combination of all these strategies, the ones which worked well and those that had some flaws led to the success of the project. There was no major scope creep and the cost overruns were very low (2.7%). The objectives that had bee envisioned by the initiation were realized though the project was completed four weeks behind schedule. Some of the project management techniques and tools learnt where well applied in the Ottawa-Carleton water park project. Some of these techniques include project schedule setting and breakdown, analysis and good management of the triple constraints factor, outline of the critical and not critical activities, setting and analysis of budgets, use of work breakdown schedule, good management team and clear communication guidelines.   Other analysis tool like Gantt Charts, graphs and tables were used.   There were also measures to manage risk and quality. Management of the three major constraints is always a major factor for success of any project. Proper management will work to avoid scope creep and or cost overruns (Hormozi, Dube 1999). I could recommend that such techniques be used more keenly and fully so as to manage the project more effectively. Part 3:   Project Schedule and Baseline Assessment The Ottawa-Carleton water park project schedule was managed using a work   breakdown schedule.   This was a plan that could take the project through five phases in 32 months.   The project was also divided according to function each function with a team leader.   Besides the manner work breakdown schedule which contained 200 items there were six subordinate work breakdown schedules which were used for clarity in the tasks to be performed. Despite of this superb plan the project closed behind schedule by four weeks because of several other reasons that the project management could not be able to avoid (KLSJ Consulting 2005). Baseline assessment was well planned for with the work breakdown schedules to illustrate how progress was taking place and tables to show the sequence of events and functions.   Budgets had been done to show the funds need by phases, functions and cost category.   This worked to ensure the intended objectives were met.   There was also a clear plan on how change was to b managed. Ottawa-Carleton water park project management utilized several techniques and tools to manage the project schedule and baselines.   One of the critical tool used was a work breakdown structure and schedule.  Ã‚   The team utilized a 200 item master work breakdown structure and six subordinate work breakdown structures.   These subordinate structures were to divide the tasks into shorter and clearer activities so as to ease monitoring and management of the tasks.   The activities had a clear sequence of how they were to take place.   The happening of some activities was to take place only after another activity place.   AT a certain point the construction of the water park had to continue only after assurance of investors support. A critical path was identified and milestone events were established both critical and non critical tables were used to analyze these milestone activities for easier clarity. Financial analysis was well carried out by use of financial estimates.   The financial estimates had been well planned with analysis estimates of cost per phase, cost   per function, cost per project category and cost per cost category well done.   Ã‚  This was meant to act as the baselines and so to avoid cost over runs and to manage variations in prices effectively (KLSJ Consulting 2005). There was also a plan on how to manage change.   This was geared toward management of all constraints to ensure there was no great variation from the baselines. Ottawa Carleton water park utilized the critical path method   to manage schedules and cost.   Some of the techniques and tools used include charts, Gant /charts, tables and work breakdown structures and schedules. The projects management team used different methods to estimate the task duration.   This was most logical consideration of time such activities take including time allowances for any anticipated factor that will affect the tasks duration.   The work breakdown structure and schedule was very important in this aspect.   The Ottawa Carleton water park project had a complete communication plan with communication objectives, plan and manage themes to be passed across to the various audiences. It had also it priorities and constraints identified. The team leader who was reporting to the project manager was responsible for the communication especially internal communication.   The project manager had the sole authority to communicate with external parties which included regulation, government authorities, the public and the media. The team leader was also responsible for all communication regarding the program of the project.   Hew was to report all performance progress to the project manager. This communication plan served a big role to ensure that the project was a success.   Its main objective was to pose a positive image of the project managers that is KLSJ consulting the project and the upcoming water park.   Consequently, the themes of the messages passed were concurrent with this objective.   Thus the communication plan helped KLSJ to get support of the government authorities, the media , the public and more so the investors and the enabled the project to succeed (KLSJ Consulting 2003). The Ottawa-Carleton water park project management team used several methodologies and techniques to carry out corrective action in different situation.   One of the strategy utilized was trade-off between the various major contracts of the projects.   This was utilized when there was delay in securing investors.   More resources were applied to the task in order to speed up the process and so save time (KLSJ Consulting 2005). Another strategy utilized was negotiation.   This was utilized when there was an environmental mitigation.   The manager negotiated with the region and agreed on a cost sharing arrangement and on a program to was aimed at avoid delays in continuation of the constructions.   This served to save both time and cost. Another corrective action taken by the project manager involved sole sourcing environmental studies consultant.   After the delays in the initial stages of the project, the management sole sources the consultant thus saving a lot of time that could have been used up in the recruiting. Different strategies were used by the project management to manage aspects related with project schedule and baseline.   On strategy that was so effective was the change plan.   The plan offered a guideline on how change was to be managed and this ensured that the project was processing according to plan. Other strategy utilized was the closes monitoring of the main constraints, that is time, cost and scope. This enabled the project to proceed well with much delays, scope creep, cost overruns or compromise on quality.   The project management utilized and followed that plan well and utilized took like work breakdown structures, financial estimates and the critical path method. Part 4:   Risk Assessment Quality Assurance and Change Control Management Risk management was a critical issue in the management of success of th Ottawa-Carleton water park project.     This was well done by instituting a Risk management working group early in the project.   This group met monthly to discuss risk-related issues.   Besides that there was a comprehensive risk management plan and assessments of the risk of the different parts of the project.   These measures enabled all risks to be handled before they developed into loss for the project.   The major risks that were dealt with included: Environmental assessment mitigation, delay in hiring of operation manager, delay in securing investment funding, inclement weather, and delay in delivery of the water slide (KLSJ 2005). Change was also well managed during the project performance and this enabled effective changes in order to bring the project to success as expected.   A change plan was set for early in the project and these offered guidelines on how change was to be done if tit was needed. The project management used qualitative and quantitative measures to ensure quality was upheld in the project (KLSJ Consulting 2003).   This was geared towards ensuring that the project met the intended quality.   This was done effectively and no any quality compromise resulted (KLSJ Consulting 2005). The project management different techniques and tools to manage the risks that were inherent to the project.   This techniques and tools were included in a comprehensive Risk control plan.   The technique used included risk assessment before the project began and all through the project.   Tools that were used included a risk evaluation criteria table, impact criteria table, and risk summary tables.   Risk matrixes were also used to assess the various risks (KLSJ Consulting 2003). A risk management working group which was headed by the Risk manger analyzed all the risks facing the project throughout the project duration.   This function grouped managed the risks as they appeared and provided mitigation strategies that enabled the risks to be managed. Ottawa-Carleton water park project had an efficient change control system that used formal scope control processes.   The plan had change cutoff dates schedules in each phase A tracking system was used.   The change plan was aimed at avoid disruptions of events as they had been planned in the work breakdown structure.   Each request for change had to evaluate in order to establish its impact on other variables. One of the changes that was effected in the Ottawa-Carleton water park project was the change of decision on recruiting the environmental study consultant.   The change was effected and KLSJ sole sourced the consultant who had done the initial environmental feasibility to carry out the job.   This was carried out effectively and it resulted to saving of two weeks and one thousand Canadian dollars. The change management plan adopted by Ottawa-Carleton water park project team ensured that it integrated scope management.   This was aimed at making sue that all changes were made within the overall objectives of the project.   The tracking system used also worked to make sure that all the changes that were effected fitted in the overall plan of the project.   Assessment of the impact of the changes on cost and schedule had to be done before any change was effected and this was aimed at making sure that the changes did not have an adverse effect on the other operations o the project. The requirements that on change requests had to written facilitated later reference and tracking of the changes in order to maintain the project on the intended plan.   All this measures worked to ensure there was no scope creep and even cost overrun (KLSJ Consulting 2005). Quality was a key consideration in all the stages of the Ottawa Carleton water park project.   Because of the nature of work and construction that were done, quality was planned for and closely monitored to ensure safety of all facilities.   KLSJ uses 1SO 9001: 200 standards for the project management.   The firm had also to comply with other standards that affected the project which included standards set up by the region and the local authority (KLSJ Consulting 2003). KLSJ consulting had a group of experts on quality management who offered their expertise to the project on an on-call basis.   Within the project team the team leader (finance) was concerned with all matters on quality. Besides that, quality was a responsibility of all people concerned with the project. The ISO 9000: 2000 quality assurance procedures were followed throughout the construction and regular quality status reports were provided.   The planning was well done by the help of a manual of project procedures and a quality management plan.   Verification of all certification of contractors was done as well as auditing of all construction activities in order to maintain high quality in all facilities.   Quality control was done by taking up action immediately as issues of concern arised (KLSJ Consulting 2004). Ottawa Carleton water park project management team used several techniques as corrective actions in aspects of risk, quality and change in the projects.   One technique used over all was constant monitoring, assessment or evaluation. Issues of risks, quality or changes were monitored and evaluated throughout the project life. Another way was having a contingency plan. This enabled the team to contain all the variations within the scope of the project and thus ensuring t6he project objectives were achieved.   The project team was also well prepared with detailed plans on how all the things were to be handled and this helped to manage change effectively.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project management team used various strategies to manage these aspects of the project effectively. The first strategy that was used was adequate planning. Enough planning had been done on all aspects related with risk management, quality and change control management. The plans helped the team to prepare all round for the various occurrences that were expected. The plans also provided clear guidelines on how the operations were to be done. This also ensured that all the resources required, in terms of human resource or funding, were ready before the project got into a phase where they were to be used.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The other strategy was the constant evaluation and assessment of the different aspects of the project that were related with risk, quality and change. There was also a risk management program that was carried out all through the project by risk management working group. This ensured that all the inherent risks were identified and dealt with before they resulted to a loss to the project. Quality was assessed through out the project life and one team leader, among other roles, was concerned with ensuring quality was maintained. There were also audit teams that assessed the quality of the various structures that were put up in the water park. The different activities were also continually evaluated in order to handle any change effectively without compromising on quality of the facilities to be put up. Another technique that was well utilized was change management. Change management was well planned for and this facilitated its effective execution. Control was also another strategy technique that was effectively carried out. The project team was able to effectively control the three major constraints namely scope, cost and time. This enabled the project to be completed successfully. There were many tools that were used to manage the aspects of risk, quality and change in the project. These tools include risk matrix, contingency plan, change management plan, quality management plan plus many tables, structures and analysis summaries. According to the strategies that were applied, some were very effective while others had some flaws. The strategies that went very well include the change management plan and the quality management. The different changes that were done within the project were very effective and did not lead to scope creep or major cost overruns. Quality management was very effective and did not result to any quality or quantity compromise. Risk management had been good but things did not go very well leading to delay of deliver of the water slides (KLSJ Consulting 2005). This showed that risk management despite of all the plans had a flaw. Otherwise the planning of the whole project had been well done. Part 5: Conclusion The Ottawa-Carleton water park project was a success and the managers, KLSJ consulting displayed good project management skills and expertise. Many of the techniques, tools and strategies learnt in class were applied effectively in the management of this project. This project represents a perfect example of good use of the techniques and tools of project management that are always taught theoretically in class.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The project management team was effective and was able to manage the project processes efficiently without any problem arising. The processes were handled with the maximum professionalism expected and the law was followed to the later. The legal team leader was able to handle all issues that concerned legal contracts and regulations. The strength of the project team always determines the success of a project as this is the team that manages the aspects that matter in a project (Larson, Gobeli, Gray 1991)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Management of a project to success is always a combination of use of expertise and practices that bring control to the operations of a project (Reiss 1995)From the various project management methodologies, techniques used in the management of the Ottawa-Carleton water park project I can be able to point out three best practices that enhanced the success of this project. The first practice was the adequate preparation that had been done. Before the project began the managing firm prepared a project charter that outlined the objectives, scope, management plan, financial analysis and the stakeholders of the project. There was also a project plan that outlined how the various aspects of the project were to be managed in the course of the project life. Then there were several other plans that dealt with how the specific aspects of the project were to be managed. For example there was a quality management plan, a risk management plan and a change management plan. The second practice that was well adopted was schedule management. The time concept of a project is usually a critical factor of a project and unless adequate care is given to this aspect from the planning stage of a project a delay of completion is likely to occur. (May, Gueldenzoph 2006) Though the overall project schedule was exceeded with four weeks enough measures had been instituted to manage the project duration. Work breakdown structures and many other analysis tables had been used all in the effort to make the project run in the stipulated time frame. The third practice that was very well done was the approach to risk management. Risk management is a sensitive aspect of any project especially the high risk projects and this requires adequate planning and care in the implementation of the risk management plan. (Hannigan, Browne 2000) The project was considered a high risk project and so to start with a detailed risk management plan had been laid. The risk management plan included a risk management program that was carried out throughout the project duration led by a risk management working group that was headed by the risk manager. The project transition from the operations manager to the team that was to continue managing the water park was well prepared for and was very effective. This is an area which brings problems in some projects and is an important factor that should not be taken for granted (Frame 2002). Another important area of importance to a project is the management of corrective actions. (Hormozi, McMinn, Nzeogwu 2000) I recommend that necessary measures be put up before the project begins on how to carry out corrective action and how to carry out corrective action and how to manage schedules and baselines in order to achieve the project objective.   I recommend that in future projects more care to be given the management of risks especially concerning honoring of contracts by those contracted. Proper management of contracts will ensure that the contract is effected in time and in the condition that was intended. Also other tools and techniques that were not utilized in this project could be of great use to other projects. Reference: Frame J; (2002). The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities. San Francisco, Jossey-Bass, Hannigan C. Browne M. (2000) Project Management: Going the Distance: International Journal of Instructional Media, Vol. 27, Hormozi A.Dube L; (1999) Establishing Project Control: Schedule, Cost, and Quality: SAM Advanced Management Journal, Vol. 64, Hormozi A. McMinn R.Nzeogwu O; (2000). The Project Life Cycle: The Termination Phase: SAM Advanced Management Journal, Vol. 65, KLSJ Consulting, (2002). Project Charter: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2002). Project Concept: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2002). Project Proposal: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2003). Communication Plan: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2003). Quality Management plan: Ottawa-Carleton Water Park Project. Ottawa. KLSJ Consulting, (2004). Quality Assurance Report: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2005). Post-Project Report: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2005). Risk control report: Ottawa Carleton Water Park Project. Ottawa. KLSJ Consulting, (2003). Risk management plan: Ottawa Carleton Water Park Project. Ottawa. Larson E.Gobeli D. Gray C. (1991) Application of Project Management by Small Businesses to Develop New Products and Services: Journal of Small Business Management, Vol. 29, May G. Gueldenzoph L; (2006).The Effect of Social Style on Peer Evaluation Ratings in Project Teams: The Journal of Business Communication, Vol. 43, Reiss G; (1995). Project Management Demystified: Today’s Tools and Techniques. London. E & FN Spon.

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International Human Resource Management Essay Example | Topics and Well Written Essays - 2000 words

International Human Resource Management - Essay Example Based on this research in the international perspective, human resource managers are required to understand the desires of the diverse cultures in the workplace. It is important to understand that different people have different talents which can form a strong workforce when utilized to the maximum. The managers have a difficult and essential task of managing diverse characteristics such as gender and racial differences. Political and economic aspects of the host nation are significant in the success of human resource management. Religious beliefs are also diverse and human resource practices may be affected by social aspects in the operating environment. Managers therefore have to be highly capable and informed individuals to cope with the demands of the workforce thereby maintaining effective employment relations. Hofstede defines culture as the values and beliefs that add up to the unique socio-psychological setting of a community. It represents how members of a particular society behave and relate to each other in their day to day activities as well as how the community as a unit relates to the external environment. Cultural issues are of major concern in successful human resource practices. The attitudes of employees in regard to the organizational operations are significant in promoting good relations between the employees and the managers. They largely depend on the cultural background of the population from which the employees are drawn. Australians have an individualistic culture rather than collective action and teamwork. This implies that teamwork may not increase labor productivity for an organization operating in the country (Brewster et al. 2004). Adler (2002) argues that cultural differences affect the manner in which people relate with each other and it is not different in the workplace. On the other hand, cultural diversity is a critical issue that may affect the success of human resource practices as the different cultures make efforts to esta blish self identity. When one culture is esteemed than others in the workplace, workplace relations deteriorate. For example, Indigenous Australians contribute 92% of the workforce, Asians 7% while Aboriginals are merely 1% of the country’s workforce (Walker & Hamilton, 2011). There is therefore a tendency to uphold the original culture in the workplace while compelling the minority cultures to adapt to the mainstream culture. This predisposition may lower the morale of employees belonging to the minority cultures. However, strategic human resource practices call for organizations to appreciate both the mainstream and minority cultures in their operations (Scullion & Lineham, 2005). Political Aspects The Australian government plays a significant influence on human resource practices and is recognized by many employers in their employment relations. The labour law has a strong influence on employment contracts and the behaviour of employers in regards to their relationship wit h employees. The government, being the sole institution mandated to develop employment laws, has the capacity to determine how the

Database Modeling Essay Example | Topics and Well Written Essays - 500 words

Database Modeling - Essay Example It might be important to have alternative contact addresses for students in case of unexpected situations. Therefore, in order to cater for such a situation, we need to create additional tables to handle the addresses. One table named email-address will contain the following fields: id, email address and student-id. Likewise, another table named phone-number will be created containing the following fields: id, phone number, and student-id. Finally, another table will be street-details. This table will have the following fields: id, street-name, city-name, state, and student-id. The four tables created to satisfy the requirements of 1NF. They are also in 2NF since they do not contain any partial dependencies. All fields in each table are uniquely reliant on the respective primary key as 2NF requires (Buxton, 2009). The four tables also fulfill the requirements of 3Nf since all fields present depend on the primary key for their values. The next table that requires normalization is named course-information. This table contains the following fields: Course-Id, course-title, and course credit. This table is already in first normal form since it does not contain multi-valued fields. This table also fulfills the requirements of 2NF since all fields in the table rely uniquely on the primary key. This table also fulfills the requirements of 3NF since each field in that table is dependent on the primary key. The last thing now is to create a relationship between a student and the courses that they take. This can be done by employing a many to many relationships between student-information table and course-information table. In order to accomplish this relationship, another table is required.  

Teacher Development Essay Example for Free

Teacher Development Essay The term â€Å"teacher development† (TD) was first coined in the 1980s. Only in the past decade has TD emerged as an identifiable area of study and ever since then much has been written on the concept of TD? teacher knowledge? teachers new role and respnosibilities. There have been many studies on the concepts of TD from many different perspectvies since 1990s. TD is a term used to describe a process of continual intellectual, experiential, and attitudinal growth of teachers. It is a ligelong growth both before and throughout a teacher’s entire career (Lange,1990;Crandall,2000;Wu Yian,2008). TD connotes continuance, it does not end when the degree is given or the certification achieved. Even superior teachers have weaknesses which should be improved. Teachers takes on different roles and responsibilities in programmes which center on TD. Teachers’ voice increasingly are being heard in literature on TD. The teacher is no longer in a subservient or subordinate role, passively awaiting guidance direction and suggestions for change and improvement. The teacher is an investigator of his or her own classroom(Richards,1989). The teacher assumes the responsibilities for inquiry into classroom practice and analysis of their experiences. The recent rise in â€Å"action research† (e. g,. Elliott, 1991; Nokffke,1989; Wu Zhongjie,1995) is the best illustration of how teachers involve them in the interpretation and representation of their teaching practice. Much research has explored the teacher knowledge and emphasized the need for constant updating of knowledge for TD. Shulman (1987) pointed out the framework of teacher knowledge: Content Knowledge(CK)? Pedagogical Knowledge(PK)? pedegogical content knowledge(PCK) and Support Knowledge(SK). Much of the work stresses the change and value of foreign language PCK: such as attitudes toward teacher control in the classroom? instructional goals for daily lessons and considerations for resopnding to student needs(Watzke, 2007). Freeman Johnson’s (1998) position that teacher knowledge should be rooted in teachers’ actual practice. They discuss the FL teachers’ concerns about how to develop their PCK through teaching practice.

Challenges Faced By Medical Laboratories Information Technology Essay

Challenges Faced By Medical Laboratories Information Technology Essay Healthcare is always a top priority within any collection of individuals, whether it is the workforce, schools, churches, communities, states, countries etc. This is because mortality rates are directly affected by the level of healthcare available, and effective productivity is dependent on good health and high mortality rates. Developed nations tend to invest large sums of money into healthcare, in order to prevent most ailments before they become epidemics, however, due to lack of emphasis on the importance of healthcare, African nations suffer from low mortality rates caused by lack of proper laboratory procedures and equipment, to test and accurately diagnose problems ahead of time. Even though we are now in a highly advanced technological era, Nigerian hospitals still conduct tests, data collection, and calculations manually, leaving a huge opening for errors which could lead to wrong diagnosis and in turn, wrong treatment. As we humans become ever increasingly dependent on computer technology in our daily lives, it then would be appropriate to utilize technological solutions to problems conventional methods prove inefficient at. These problems can be solved with the use of a properly configured software system to manage all administrative tasks in the laboratories. The most effective use of technology to solve to these issues would be carried out using open source software popularly known as a Laboratory Information System (L.I.M.S). The model of this work seeks to provide an application which will enable vital functionalities such as proper documentation and storage of patient information, patient specimen/sample tracking, and most important, patient test results. In the light of the above, the proposed system applies the web application development approach in its information architecture and processing, however this system will run on a local machine as opposed to running on a remote server over the internet. Consequently at completion of this work, the end product should be a Laboratory information management system which handles activities in the lab from the entry of a patient to the laboratory to the generating of a test result or Laboratory report. BACKGROUND OF STUDY The study for the development of the laboratory information management system uses a medical laboratory facility: Bakor Medical laboratory as its case study. Investigations indicate that the following steps or procedures are undertaken in the process of getting tested in the medical laboratory. On entry into the laboratory a document known as the Patient Investigation form. This form holds information such as the Patients name, age sex, on filling this form the patient is then billed. The patient Investigation form is then transferred to a second laboratory attendant who then uses the information retrieved from the aforementioned form to fill the laboratory request book. STATEMENT OF THE PROBLEM In recent times, due to increase in population, there is constant pressure on providers of various services to provide innovative methods of dispensing a sizable amount of services to great amount of people in the shortest possible time. Consequently, organizations are constantly resorting to technological solutions to meet up with the ever increasing demand for quality and speedy service delivery and with virtually everything in our day to day lives being technologically driven, should there not be a scenario where paper documentation is completely annihilated from medical laboratories?, where a system is adopted in which patient records and data are properly stored such as to enable features such as patient/visitor history tracker, where a returning patients history can aid the laboratory in deducing what type of test a visitor would request for, statistical reports generation where useful statistical information is inferred based on test results e.g whether or not there is an incr ease or decrease of new HIV infections, should there not be a software/application where other stakeholders in the health-care delivery processes such as doctors and pharmacists have access to laboratory generated information to aid in their health-care administration?, should the retrieval of patient test records be slow and cumbersome?, why must results be entered directly on the result document, therefore a backup copy is unavailable. Questions such as these will serve as a guide to the development of a robust system than manages various tasks in the medical laboratory. 1.3 RESEARCH QUESTIONS Based on the statement of the problems above the research question for this study are: How will the development of a laboratory information management System greatly increase the laboratorys efficiency? OBJECTIVE OF STUDY To design a robust Laboratory information System that will efficiently aid in the running of the laboratory facility To hold and provide timely information about each visitor to the laboratory To reduce the need to hire staff through the proper application of technological solutions therefore cutting cost. With a proper functioning and comprehensively designed application, Laboratory tasks such the following can be achieved: SAMPLES MANAGEMENT A LIMS can automate the management of samples. An organization can configure its analytical parameters and calculations into the LIMS before implementing the software in the laboratory. After sample registration, the system can print barcodes which it can scan at the end of the analysis when loading results into the LIMS. The system can check the completed results, automatically validating those which comply with specifications; and reporting (but not validating) out-of-specification results. A LIMS may release or retain lots and batches, according to a laboratorys specifications and calculations. Once results come available for the labs clients or owners, they can extract them in  PDF, XML  or spreadsheet files from the LIMS interface. (Note that moving insufficient data to a spreadsheet may lose the traceability of changes). LABORATORY USERS One may configure a LIMS for use by an unlimited  number of users. Each user owns an interface, protected by security mechanisms such as a login and a password. Users may have customized interfaces. A laboratory manager might have full access to all of a LIMS functions, whereas technicians might have access only to functionality needed for their individual work-tasks. ADMINISTRATIVE TASKS AUTOMATION As of 2009  LIMS implementations can manage laboratory sampling, consumables sampling schedule and financial (invoices). SCOPE OF STUDY Bakor Medical centre has various departments and sections based on the issue at hand to be dealt with; however this study focuses mainly on the lab processes, including data collection and management. This study takes the patient from the moment of entry into the medical centre, filling forms, up till the moment the test is taken, from that point onwards the study will focus on the methods used by the laboratory attendant to collect and store data, through recording of findings and submission of results This study will also concentrate on data backup and retrieval methods and will highlight potential errors and problems that could be encountered if the entire process was carried out manually instead of using a well configured computer application. SIGNIFICANCE OF STUDY The Computer based Laboratory information management System is quite desirable as it will benefit the laboratory in the area of repetitive task automation. It will serve as an assistant to the medical laboratory scientist. It will also benefit patients as they will be able to retrieve record from previous visits to the laboratory. LIMITATIONS OF STUDY The limitations of this study include: Inability to obtain actual test result document, as this goes against medical ethics for a third party to view Laboratory specimen or test results. Unavailability of qualified laboratory scientist at the study locations to properly explain terms and laboratory procedures. LITERATURE REVIEW From tasting urine to microscopy to molecular testing, the sophistication of diagnostic techniques has come a long way and continues to develop at breakneck speed. The history of the laboratory is the story of medicines evolution from empirical to experimental techniques and proves that the clinical lab is the true source of medical authority. Three distinct periods in the history of medicine are associated with three different places and therefore different methods of determining diagnosis: From the middle ages to the 18th century, bedside medicine was prevalent; then between 1794 and 1848 came hospital medicine; and from that time forward, laboratory medicine has served as medicines lodestar. The laboratorys contribution to modern medicine has only recently been recognized by historians as something more than the addition of another resource to medical science and is now being appreciated as the seat of medicine, where clinicians account for what they observe in their patients. The first medical diagnoses made by humans were based on what ancient physicians could observe with their eyes and ears, which sometimes also included the examination of human specimens. The ancient Greeks attributed all disease to disorders of bodily fluids called humors, and during the late medieval period, doctors routinely performed uroscopy. Later, the microscope revealed not only the cellular structure of human tissue, but also the organisms that cause disease. More sophisticated diagnostic tools and techniques such as the thermometer for measuring temperature and the stethoscope for measuring heart rate were not in widespread use until the end of the 19th century. The clinical laboratory would not become a standard fixture of medicine until the beginning of the 20th century. Ancient diagnostic methods In ancient Egypt and Mesopotamia, the earliest physicians made diagnoses and recommended treatments based primarily on observation of clinical symptoms. Palpation and auscultation were also used. Physicians were able to describe dysfunctions of the digestive tract, heart and circulation, the liver and spleen, and menstrual disturbances; unfortunately, this empiric medicine was reserved for royalty and the wealthy. Other less-than-scientific methods of diagnosis used in treating the middle and lower classes included divination through ritual sacrifice to predict the outcome of illness. Usually a sheep would be killed before the statue of a god. Its liver was examined for malformations or peculiarities; the shape of the lobes and the orientation of the common duct were then used to predict the fate of the patient. Ancient physicians also began the practice of examining patient specimens. The oldest known test on body fluids was done on urine in ancient times (before 400 BC). Urine was poured on the ground and observed to see whether it attracted insects. If it did, patients were diagnosed with boils. The ancient Greeks also saw the value in examining body fluids to predict disease. At around 300 BC, Hippocrates promoted the use of the mind and senses as diagnostic tools, a principle that played a large part in his reputation as the Father of Medicine. The central Hippocratic doctrine of humoral pathology attributed all disease to disorders of fluids of the body. To obtain a clear picture of disease, Hippocrates advocated a diagnostic protocol that included tasting the patients urine, listening to the lungs, and observing skin color and other outward appearances. Beyond that, the physician was to understand the patient as an individual. Hippocrates related the appearance of bubbles on the surface of urine specimens to kidney disease and chronic illness. He also related certain urine sediments and blood and pus in urine to disease. The first description of hematuria or the presence of blood in urine, by Rufus of Ephesus surfaced at around AD 50 and was attributed to the failure of kidneys to function properly in filtering the blood. Later (c. AD 180), Galen (AD 131-201), who is recognized as the founder of experimental physiology, created a system of pathology that combined Hippocrates humoral theories with the Pythagorean theory, which held that the four elements (earth, air, fire, and water), corresponded to various combinations of the physiologic qualifies of dry, cold, hot, and moist. These combinations of physiologic characteristics corresponded roughly to the four humors of the human body: hot moist = blood; hot dry = yellow bile; cold moist = phlegm; and cold dry = black bile. Galen was known for explaining everything in light of his theory and for having an explanation for everything. He also described diabetes as diarrhea of urine and noted the normal relationship between fluid intake and urine volume. His unwavering belief in his own infallibility appealed to complacency and reverence for authority. That dogmatism essentially brought innovation and discovery in European medicine to a standstill for nea rly 14 centuries. Anything relating to anatomy, physiology, and disease was simply referred back to Galen as the final authority from whom there could be no appeal. Middle Ages In medieval Europe, early Christians believed that disease was either punishment for sin or the result of witchcraft or possession. Diagnosis was superfluous. The basic therapy was prayer, penitence, and invocation of saints. Lay medicine based diagnosis on symptoms, examination, pulse, palpitation, percussion, and inspection of excreta and sometimes semen. Diagnosis by water casting (uroscopy) was practiced, and the urine flask became the emblem of medieval medicine. By AD 900, Isaac Judaeus, a Jewish physician and philosopher, had devised guidelines for the use of urine as a diagnostic aid; and under the Jerusalem Code of 1090, failure to examine the urine exposed a physician to public beatings. Patients carried their urine to physicians in decorative flasks cradled in wicker baskets, and because urine could be shipped, diagnosis at long distance was common. The first book detailing the color, density, quality, and sediment found in urine was written around this time, as well. By a round AD 1300, uroscopy became so widespread that it was at the point of near universality in European medicine. Consequently, the clinical laboratory became a standard fixture of medicine at the beginning of the 20th century; it is now an integral part of the health-care delivery process and is seen as the basis for medical diagnosis. In recent times a medical laboratory scientist (MLS), formerly known as a medical technologist (MT) or clinical laboratory scientist (CLS), functions as a medical detective, performing laboratory tests that provide physicians with information that assists them in preventing, diagnosing and treating diseases and maintaining patient wellness.   The medical laboratory scientist performs a wide variety of laboratory tests, ranging from simple dipstick urine tests to complex DNA tests that help physicians assess risk of diseases. Using test results, physicians can uncover diabetes, cancer, heart attacks, infections and many other diseases.   Medical laboratory scientists interact with physicians, nurses, pharmacists, and other members of the healthcare team to provide timely, accurate information so the patient can receive the correct medical treatment.   Medical laboratory scientists use sophisticated biomedical instruments and technology, microscopes, complex electronic equipment, computers, and methods requiring manual dexterity to perform tests on blood, body fluids, and tissue specimens. Clinical laboratory testing sections include clinical chemistry, hematology, Immunohematology (Blood Bank), immunology, microbiology and molecular diagnostics. EFFECTS OF MEDICAL LABORATORIES Medical Laboratories have played a pivotal role over the years. As stated above, in ancient times, physicians relied on various inaccurate means of disease diagnosis such as urine tasting, listening to the lungs etc. However with the advent and subsequent evolution of modern medical laboratory facilities, plus the discovery of the cellular nature of human tissue and the invention of the microscope, medical diagnosis made a tremendous leap from a 50-50 accuracy ratio to an 80% accuracy rating for laboratory based medical diagnosis. Therefore the use of medical laboratories has greatly increased the accuracy of diagnosis; hence the physician can administer the proper kind of treatment. The use of laboratories has also led to various discoveries, such as new strands of Viruses, bacteria, parasites and fungi. It also acts as a monitor for new strands of drug resistant bacteria. CHALLENGES FACED BY MEDICAL LABORATORIES The main challenges and bottle-necks encountered by medical laboratories over the years include. Inability to preserve patient samples or specimens such as blood, sputum, stool, over a long period of time for reference purposes hence making patient to specimen matching and tracking, Efficient information sharing and retrieval between the laboratory scientist and those administering treatment has been a problem. MEDICAL LABORATORIES: IMPROVEMENTS AND THE FUTURE For the efficient functioning of the diagnosis system, health-care delivery, scientific research into bacteriology and disease causing organisms, technology should be applied to automate administrative tasks, such as the visitor registration and result documentation. By making judicious use of computer software to automate and manage tasks in the laboratory there will be a dramatic increase in its efficiency. Consequently this will greatly reduce the need to recruit and pay personnel to carry out administrative duties therefore such resources can be channeled towards more important needs of the laboratory. TECHNOLOGY PLATFORM/PROGRAMMING LANGUAGE TO BE USED IN STUDY The technologies to be used in the development of this Laboratory Information Management system is an open source programming language known as PHP, together with a MYSQL driven database, a solid browser based application will be developed. PHP: PHP also known as Hypertext Pre-processor, it belongs to a class of languages known as middleware (Needham, 2006). These languages work closely with the web server to interpret the request made from the web, processes these request, interact with other programs on the server to fulfill the request and then indicates to the web server exactly what to serve to the clients browser. It is the leading web programming language for design of web applications. It possesses a language similar to C, Java or Pearl. Its uses include: retrieving user input and saving it in a database, retrieving information from a database and general data manipulation processes. THE CLIENT: Simply refers to end users of an application that connect to a remote server to carry out computational processes THE SERVER: An application known as a web server listens for requests a client makes, responds to those requests and serves out the appropriate response (Greenspan, 2002) MYSQL: Refers to an open source relational database management system with a set of programs that access and manipulate these records. (Descartes, 2003). It is a  relational database management system (RDBMS)  that runs as a server providing multi-user access to a number of databases. APACHE WEB SERVER: Apache is a web server notable for playing an important role in the initial growth of the world-wide web. It is responsible for accepting Hypertext Transfer Protocol (HTTP) request from web client (web browsers) and serving the HTTP responses along with optional data content which usually are HTML pages. These platforms are used in this research work because: There are open source meaning there are free to use and develop with without having to purchase licenses or fulfill any legal obligation to the owners of the technology. It is easy to deploy on a local machine Its hardware requirements are minimal therefore making its installation and usage less cumbersome. Developer tools and support services for the platform/technology are readily available at absolutely no cost. DATA COLLECTED FOR LABORATORY TEST Lab Investigation Form: This form is used for general patient registration and data collection. Data collected on this form include Patient Name Patient age Hospital Number Specimen Blood Specimen Sputum Stool Urea Various Swap Investigation Record Clinic Details Name of Doctor Lab Request Book: Used to record Patients data for that day. Name Lab Investigation Done Amount Time in Data Collected for lab tests Lab result book (Used for recording patients results) Patients Name Date of birth Gender Test Results Date Hospital registration Number Extra Comments SUMMARY The use of technological solutions greatly reduces costs, increase profits, save human effort and provide better services to customers/clients The use of an LIS (Laboratory information System) in the running of a medical laboratory facility greatly improves the documentation process; makes patients records retrieval a lot easier and faster, records are not lost and are kept safe via regular backup of the available data. With the use of a Laboratory information system, various kinds of data deductions, surveys and reports can be easily generated for statistical purposes such as the average percentage of persons with a certain kind of disease, Genotype or blood type etc. CONCLUSION A properly developed Medical Laboratory information system will greatly increase productivity, increase the quality of services delivered by the facility and greatly reduce the amount of man hours put into the delivering the laboratory services

Analysing New Challenges Posed By The Development In Government Policies Social Work Essay

Analysing New Challenges Posed By The Development In Government Policies Social Work Essay In this report, I am going to consider the new challenges posed by the latest development in government policies, and particularly those set out in the Every Child Matters and Youth Matters agendas and their impact on Children services especially Looked-After-Children in foster and residential care. I will first and foremost, look at the definition of what Looked-After-Children means, the development of foster and residential care for Looked-After-Children and theoretical knowledge, the legal and policy frameworks underpinning childrens services while considering the implications as well as ethical dilemmas for social work practice. Also, I will look at the effectiveness and impact of multi-agency working, professional autonomy versus employer direction, the balancing act of care and control and how effective the Care Programme Approach is used for those looked after and those leaving care. Furthermore, the regulations that guide placements and the roles of foster carers will also be critically examined. Looked-After-Children as defined in section 22(1) of Children Act 1989, refers to those children in the care of any local authority or provided with accommodation by any local authority for the purpose of safeguarding and promoting their welfare. For example, some children can not remain at home due to adverse conditions such as family crises, a disability or offending, domestic violence, abuse and neglect. Hence the local authority will have to intervene and adequate measures taken to safeguard and promote their welfare and in most cases they are taken into care (foster or residential care). Foster care arrangements is usually a family based care arrangement in which the child is placed in the foster carers own home. The British Association for Adoption and Fostering (2007), states that this kind of care arrangement could be in cases of emergency or non-emergency, for short or long term, on remand or respite, close relatives fostering or private foster carers providing the care need s of the child. However, Residential care is quite similar to foster care, in that adults look after the children on a day to day basis on a pro rota basis. The only difference is that residential care is more of a communal setting where a number of staff works rather than an intimate family unit (as in foster care) in providing the childs needs (DOH 1998a). Some background of foster care and residential care Children were first recognised as individuals in their own right by the implementation of the Children Act 1948 following recommendations from the Care of Children Committee 1946 known as The Curtis Report (Hayden et al 1999) which was influenced by the Monckton Inquiry 1945 into the appalling murder of Dennis ONeill who was in foster care. The report was published with regards to children being deprived of a normal home life during and after the second world war (Barnados 2007) as children from differing social stratifications were brought together into residential care (children homes at the time) as a consequence of the disruption of war . Although the Act established childrens departments and child officers, the general belief was that children should remain (where possible) with their primary caregivers. This decision was influence by John Bowlbys attachment theory in which he emphased the importance of the bond between a child and his/her primary caregiver (mother) and how sepa ration between mother and child could have detrimental effects on the development of the child (Hopkins, 2007). With the introduction of Children and Young Persons Act 1963, local authorities were further given powers and duties to support children in their own homes (Thomas, 2005). This development further strengthened the local authoritys decision and also reinforced Bowlbys attachment theory. However, Waterhouse et al (2002) noted that in the 1970s the use of residential care for primary school children had begun to decline and the shift was towards family oriented care. The 1980s saw a further rapid decline in Looked-After-Children in residential care. Residential care was only viewed as a last resource for adolescents who could not be placed in family settings (Thomas 2005). According to Ibid (2005) foster care or boarding out as it was referred to until the late 1980s, was generally a female orientated voluntary service for looking after deprived children within a family setting with an aim to normalise their experiences whilst in care. It should be noted however, that during the 1970s, 1980s and 1990s residential care received significant negative attention through no fault of the children in care (Thomas 2005). In this era, horrific sexual, physical and emotional abuse was exposed, which led to major inquiries into children in care. The three most notable reports are the Pindown inquiry by Levy and Kahan (1991), the Leicestershire inquiry (1993) and the inquiry into the abuse of children in childrens homes in North Wales, known as the Waterhouse Report, 2000 (Thomas 2005). These reports changed the course of policy and practice. It is evident by Ibid (2005) that although these reports have depicted abuse in residential homes over the years, abuse in foster home goes largely undetected. The Waterhouse report (DOH 2000a) exposed no cohesive regulations of childrens homes adding that the responsible local authorities had adopted a tokenistic approach. Upon this report, recommendations for change were clearly defined. The New Labour Government responded to the report and published major policy initiatives such as Quality Protects and the Care Standards Bill (2000) under which the General Social Care Council (GSCC) was established to monitor and regulate all social care staff. The GSCC has been given the mandate to register all social care staff (qualified and non-qualified alike) and also to produce enforceable codes of conduct and practice (DOH 2000b). These were designed to prevent unsuitable people in the social care sector. Other recommendations included, a childrens complaints officer, criminal record checks, a designated field social work assigned to each Looked-After-Child. Accountable and independent regulatory inspection body was also recommended to inspect re sidential and foster homes to meet National Minimum Standards (DOH 2002). Policy and legislative frameworks. There are a host of policies and legislative frameworks underpinning the holistic needs of Looked-After-Children that I as a social worker must work to accordingly. However, working within the parameters of the law, meeting policy guidance and the constraints of limited resources is a complex task (Brammer 2007). The Children Act 1989 is the main legislative instrument that mandates all child care professionals to work towards the best interest of the child. The Act received royal assent in 1991 and arose from substantial research that exposed poor outcomes and significant failings in safeguarding, protecting and meeting childrens needs (Brayne Carr 2005). This same Act also introduced the welfare check list, to include factors that must be considered when professionals and the courts are deciding the future welfare of a child. Although the philosophy of the Act is that the child is best brought up in their own families, at times this is not in the best interests of the child. The local authority has a duty to safeguard and promote the childs welfare (s.22(3)). The overarching principle of the Act is that the welfare of the child is paramount (s.1) regardless of race, religion or culture. Although section 22(5)[c]) of the Act states that the local authorities must consider the childs religious persuasion, racial origin and cultural and linguistic background, this only applies to looked after children (Brammer 2007). Under the Race Relations (Amendment Act) 2000, local authorities have a duty to promote good race relations and equality, provide a culturally sensitive service and protect against racial discrimination. Whilst articles 3,5,6,8 and 14 within the Human Rights Act 1998 are important to children, it is the UN Convention on the Rights of the Child (UNCRC) that provides a comprehensive framework for children to attain their full potential. It sets out over 40 substantive rights including protection from harm and exploitation, access to education and health and family life (DFES, 2003). The governments first attempt to transforms childrens services was the implementation of the Quality Protects initiative. Also part of a wider set of projects including Sure Start to help children in their early years and their families get off to a better start in life. The Quality Protects programme set out eleven key objectives (DOH 1999) for childrens services requiring all statutory agencies as corporate parents to work together, ensuring that childrens social services provide targeted care for disadvantaged children to enable them to take maximum advantages of universal services, most notably health and education. It was the key mechanism for delivering the aims of the government White Paper, Modernising Social Services (DOH 1998). Local authorities were required to submit a Management Action Plan informing the government on how they were going to meet these objectives. Choice Protects was a further initiative launched in 2002 to improve outcomes for looked-after-children throu gh providing better placement stability, matching and choice (Butler et al 2004) Further changes in legislation followed the death of Victoria Climbià © whilst in private foster care. Lord Lamings report made key recommendations for change following this inquiry (Victoria Climbià © Inquiry 2003). The governments response was a major reform of childrens services and the Children Act 2004, underpinned by the policies set out in Every Child Matters agenda (DFES, 2003). This focused on achieving five key outcomes for services to children, to work towards achieving their full potential. The Five Key Outcomes of the Every Child Matters are: Being healthy, Staying safe, Enjoying and achieving, Making a positive contribution and Achieving economic well-being. The 2004 Act also established childrens trusts, bringing together education, health and social services, as well as a childrens commissioner to promote the interests and views of children. Due to the profound importance of education, section 22(3) of the Children Act 1989 amended by section 52 of the Children Act 2004 now places a duty on local authorities to promote the educational attainment of Looked-After-Children (Brammer 2007). The Framework for the Assessment of Children in Need and their Families (DOH 2000b) and subsequent practice guidance was introduced as part of New Labours Quality Protects programme and replaced what was formerly the orange book. The three inter-related dimensions of the framework: Childs Development Needs, Parenting Capacity and Family and Environmental Factors and its sub-domains present the necessary ingredients to provide a holistic, specialist assessment of need used in conjunction with the Children Act 1989, that carers, other professionals and agencies can contribute. The domains can be adapted for the needs of disabled children and are useful for social workers in assessing placements to establish suitability in meeting the childs holistic needs (DOH, 2000b). Additionally, they can be used to evaluate progress within parenting capacities, particularly if key areas were targeted for improvement, thus determining whether the needs of the child will be sufficiently met if they are to return to their own home environment (Ibid, 2000b). The Common Assessment Framework (CAF) as proposed by Every Child Matters (DFES, 2003) is a relatively new standardised approach for assessing the need for services for children and is part of a wider government programme to provide integrated services including the need to improve multi-agency working. The CAF is a common language in assessment and is based upon the five outcomes of Every Child Matters (Brammer 2007). Every Child Matters raises questions of where looked-after-children should be (or get to) in relation to other children. The agenda aims to improve the lives of looked-after-children holistically across the five outcomes linking to the Articles in the UNCRC (Unicef 2006a). The objective is to improve and integrate childrens services, promote early intervention, provide strong leadership, bringing together different professionals in multi-disciplinary teams in order to achieve positive outcomes for children, using a matrix of specialist, targeted and universal services built around their needs. As a social work, I cannot over emphases the importance gaining a comprehensive assessment of a child under my care. This includes getting an in depth picture/knowledge of the childs past history throughout his/her development as this can inform me and others on how the child is likely to respond to particular situations, together with the possible triggers to specific behaviour of that individual, including the childs view of the relationship with his/her family. It is this kind of information, which Falhberg (1994) says is sometimes missing from case files, which could result in the child not receiving an appropriate care package or placement. However, it is important to remember that when gathering information childrens own perspectives on their experiences are an important source of knowledge as well (DOH 2000a p.8). Furthermore, this knowledge equips me with the significance of sharing information between professionals in order to be able promote and meet the childs holistic nee ds. In the inquiry into the death of Victoria Climbie ¢ and many other previous inquiries in to child protection failures it was noted that the quality of information sharing was often poor, systems were crude and information failed to be passed between hospitals in close proximity to each other. As the report commented, information systems that depend on the random passing of slips of paper have no place in modern services (The Victoria Climbie ¢ Inquiry Report, 2003, p13). In order to provide an effective system for safeguarding and promoting the welfare of children, all agencies and staff working with children need to work together in addressing the issue of information sharing and recording. Although personal information should always be respected (DOH 2000 p.45), there are times when the law permits the disclosure without consent in order to safeguard the child. Therefore, by explaining to the child at the outset why and how information is shared, there are no unnecessary surprises for the child. The Working together document (DOH, 1999) highlights the importance of multidisciplinary and inter agency working in children work force. This document was put together by Department Of Health, Department for Education and Employment and the Home Office. It serves as a guide to inter-agency working with a commitment to sharing information to safeguard and promote the welfare of children. However, it also provides improved guidance on child protection procedures and the newly reformed Local Safeguarding Childrens Boards. Implications on social work practice However, safeguarding children is never free from ethical dilemmas. For example, it is necessary at times to place children in secure accommodation under section 25 of the Children Act 1989 for their own and others safety (Brammer 2007). Although this conflicts with Article 5 of the UNCRC; Right to Liberty along with the potential to diminish their autonomy, this must therefore be a last resort to safeguard their welfare when other strategies and social work interventions have been ineffective. Yet another area of consideration is effective care planning for Looked-After-Children. This is key to promoting and meeting their holistic needs. Care plans should be child-centred/person-centred, needs based, focussed, proactive and written collectively with the social worker, the child (depending on age and maturity), parents/guardians and any prospective caregivers (National Childrens Bureau 2007). In this way, care can be delivered in a more open and understanding way. This also promotes partnership between all stakeholders involved in the care and welfare of the child. However, studies undertaken by Timms Thorburn (2006) revealed that children were not always involved in writing their care plan as much as they should be. The care plan is a continuing process based on a holistic assessment of the childs needs and how they will be met, including a statutory Health Plan and Personal Education Plan (including Special Educational Needs) which sets out targets, providing a valuable individual monitoring mechanism (DfES 2005). The requirement of statutory reviews laid out in section 26 of the Children Act 1989 reinforces this c ontinuum (Thomas 2005). The amendment to section 26 made by section 118 of the Adoption and Children Act 2002, now requires that statutory reviews must be chaired by an Independent Reviewing Officer, who ensures plans are timely, effective and sensitive and focussed on the childs needs, the placement, offering a safeguard to prevent drift and addressing poor practice (DfES 2004 p.8). However, this looks good on paper but the question remains as to how independent the Independent Reviewing Officer can be when he/she is employed or paid by the local authority for the services rendered. Furthermore, the Looked-After-Children documentation also contains significant component identifying age-related Assessment and Action records. These records are an achievable by way of assessing and reviewing the childs well being across the seven dimensions of the childs developmental needs located within the assessment framework (DOH 2000c). Additionally, these records identify each others roles in undertaking the tasks to effectively meet these outcomes (Thomas 2005). Walker et al (2003) emphasises that these records should be Specific, Measurable, Achievable, Related to the assessment and have a clear Time scale (SMART) for completion. Its been argued again and again that meeting the needs of black and minority ethnic children is a complex task for social workers given the controversial debates regarding same race/trans-racial placements (Thomas 2005). Is this not a way of further marginalising, discriminating and oppressing this group of children? Walker (2005) cited by Allain (2007, p137) stresses the importance of . . . developing culturally competent practice for working with children and young people cannot be overstated. Meaning as social workers we need to be cultural sensitive and aware that cultural norms and models of behaviour can vary considerably between communities and even families (Victoria Climbià © Inquiry 2003 para.16.5). However, many children who are fostered are from black and minority ethnic groups with entirely different cultures (Thomas 2005). Although there is research to suggest that trans-racial placements are not damaging to children (Tizard and Phoenix 1989) The Children Act 1989 (Guidance and Regulations vol 3 paras 2.40-2.42 DOH 1991) promotes same race placements within foster settings. As a social worker, I am aware that assessments are not value free. According to City of Salford Community and Social Services (2000) social workers bring their racial, cultural, gender, class and religious values to the assessment. Clear guides to good professional practice are maintained within the GSCC codes of practice. Anti-oppressive practice and valuing diversity in its broadest context are at the heart of social work together with a commitment to partnership working, being non-judgemental, trustworthy and respecting service users rights (GSCC 2002). Dominelli (1997) also states that in their quest to treat everyone as equals, social workers have inadvertently adopted a colour blind approach implying that skin colour is the only difference, thus reinforcing negative assumptions. In addition, she notes social workers have dumped black difficult children on to black foster carers highlighting racist assumptions that they can look after their own. According to Cross (1971 cited by DOH 2000a) black children struggle to gain a positive sense of racial identity. Therefore, in order for child care professional to assess and understand, Cross provides a model of identity that can be used to make the correlation between the childs own perception and their emotional development. Another highlight is that unaccompanied asylum seeking children are not only faced with language and cultural issues, but it appears that the Hillingdon Judgment and its subsequent guidance (LAC (2003)13) DOH 2003) is not being adhered to nationally (Nandy 2005). Children aged 16-17 are still being supported by section 17 of the Children Act 1989 (children in need) rather than having full section 20 status as per the recommendations, providing them with ongoing support post-18. The Children (Leaving Care) Act 2000 provides for, a holistic Pathway Assessment of needs, which informs the Pathway Plan for a continuum of care and support until the age of 21(beyond if in education) with a personal adviser. Section 24 of the Children Act 1989 sets out the duty of the local authority to advise, assist and befriend a child who leaves care after the age of 16. However, research indicates that although Looked-After-Children are the most vulnerable in society, they are pushed to independence ear lier than other children. Stein (2006 p.274) describes care leavers as having accelerated and compressed transitions to adulthood. Educational attainment for Looked-After-Children is unacceptably low, with only 12 per cent achieving 5 GCSEs grades A-C compared to 59 per cent of other children (DfES 2007). Research by Berridge et al (1998 cited by DOH 1998a) indicates that Looked-After-Children, particularly those in residential care are ill-equipped with adequate learning materials and staff felt that they were not sufficiently trained to provide teaching support to those who were excluded from school (DfES 2005). Guidance from the DfES (2005) aims to promote better partnership working including teacher training and additional support for Looked-After-Children in schools. Fundamental to the Children Act 1989 is that the children have a right to be heard and are individuals in their own right. The childs wishes and feelings must be sought by the local authority with regards to aspects of their circumstances and future plans (s.22(5)) and s.1(3) when courts are making decisions. This principle is enshrined in the Article 12 of the UNCRC (Unicef, 2006). However, Thomas (2005) notes that there is still a debate to what extent children have in determining their lives, although the general consensus is that they should be listened to. Leeson (2007) also states that childrens participation in decision making is questioned due to them being regarded as vulnerable, less competent beings in need of social work protection (p.268). Although children may not know what they want, they should be encouraged by all professionals to participate, (according to their age and understanding) thus empowering them and increasing their autonomy. Communication with children is the means to establishing a relationship, even when they do not want to engage verbally. Play, activity based work, writing, drawing and body language are also essential tools in the art of being receptive (Kroll 1995 cited by Thomas 2002). Disabled children may prefer other methods of communication such as the Picture Exchange Communication System, Makaton or British Sign Language. Additionally, they may have their own individual ways of communicating, therefore it is crucial that not only the child care professionals understand, but the child has confidence that their messages are heard (DFES, 2006). Foster carers and residential workers have a similar role. They work closely with social workers, families, doctors, psychologists, teachers, nurses, probation officers and other outside agencies in order to effectively promote the holistic needs of the child. Although it is the responsibility of the social worker to ensure that plans are implemented, reviewed and legalities adhered to, residential staff and foster carers are principally the ones to undertake the tasks (Thomas 2005). Studies by Whitaker et al 1998 cited by DOH (1998) highlighted the extensive skills and personal qualities that are required when working within group living, including knowledge and understanding of development, group dynamics, networks, listening, advocating, physical and emotional support. This list is not exhaustive and not exclusive to residential; on the contrary, foster carers should equally be proficient in these skills. Due to the challenging nature of the profession there is a high turnover of staff within residential care which amounts to children not being able to form adequate attachments, although key worker systems are used to enhance this. Colton et al (2007) analysed a number of factors from researchers and concluded that one of the key issues was emotional exhaustion from increasingly complex, volatile, chaotic and disruptive behaviour displayed by children towards staff. According to Fostering Network (2007) foster care turnover also remains high with a shortage of over ten thousand foster carer placements. According to Barter et al (2004) many children entering the care system are filling an available vacancy rather than receiving an appropriate provision to meet their complex needs. Furthermore, Triseliotis (2002) notes that children are far more likely to be in continual state of insecurity due to the legalities of impermanence and many felt that this anxiety was heightened from the carers behave or else stance. Although research has indicated that authoritative parenting within fostering has had the most success (Wilson et al 2004). The use of Social Learning Theory, particularly in the newly funded Multidimensional Treatment Foster Care Project in England, considers that since behaviour is learned, it can be unlearned via therapeutic methods and living environment. MTFCE is targeted for those with complex needs, challenging behaviour and offenders (DFES, 2003). Under section 26 of the Children Act 1989, children have a statutory right to complain about the services they receive. Amendments to the Children Act 1989 via the Adoption and Children Act 2002 (s.119) created a new section (26(a)) which affords children and young people a statutory right to an advocate in the light of complaints (Brammer 2007). In addition, the White Paper Valuing People (DOH 2001) emphasises that children who have learning disabilities should also be included in such initiatives. Furthermore, Ward (1995) notes that the local authories should be playing a more active role and taking the initiative to seek the views of Looked-After-Children, as some of those looked after, are under duress (p.16) To ensure children are looked after properly, residential homes and fostering agencies are inspected by an independent body. As of April 2007, Ofsted began the regulation and inspection of childrens services building on the previous expertise of Commission for Social Care Inspection (Ofsted 2007). Residential homes are subject two annual visits (one announced and one unannounced) from the inspecting body to monitor performance against both the National Minimum Standards (DOH 2002) and the Childrens Homes Regulations 2001.Internal inspections are required by the registered manager to monitor matters set out in Schedule 6 of the regulations (34(1)) such as, menus, the quality of rotas, staffing and childrens complaints. Under regulation 33, a monthly inspection takes place by a statutory visitor to monitor performance against the five outcomes of Every Child Matters. Including speaking to the children and staff, checking files, care plans and placement plans. A report is then prepared and forwarded to Ofsted. Many children have a troubled and complex past (Thomas 2005). A good home offers attachments, permanence, identity, self esteem and promotes contact (where necessary) with the child and parent(s). Attachment theory originiates from the work of John Bowlby and has been elaborated considerably since. Attachment behaviour is reciprocal rather than unidirectional and is defined as a long enduring emotionally meaningful tie to a particular individual cited by Schaffer (1997 p.127). Bowlby theorised that lack of nurturing from an infants primary care giver would have serious consequences for the child in later life, leading to affectionless psychopathy (the inability to have deep feelings for others) in Rutter (1991). Social workers need to consider how a placement will promote healthy attachments and psychological development, furthermore, how they are provided, maintained and strengthened (Howe 1996, cited by Thomas 2005). However, Robinson (2002) criticises Howe for failing to mention t he attachments within the black community and families in his writings, merely referring to cultural variations. Research identified four attachment behaviours; secure, insecure/avoidant ambivalent and disorganised, secure being the most ideal (Howe 2002). A good understanding of these internalised behaviours assists social workers to differentiate between them when analysing assessments (Ibid 2002). Howe further notes that there is a tendency for these internal working models to become self fulfilling, where by the child acts in certain ways to elicit desired self-confirming reactions from others. However, research indicates that a child does not have to be at the mercy of the past (Schaffer 1992 p.40) depending on how resilient the child is to adapting to lifes complex variables. The prevalence of mental disorders is high in looked-after-children, particularly in residential care compared to foster care. According to the Office of National Statistics (2003) nearly three quarters of the children in residential care (72 per cent) were clinically diagnosed as having a mental disorder. The role of the Child and Adolescent Mental Health Services promotes the mental well being of children through commissioning services via a four-tier strategic framework (level four being severe) following an assessment (DFES, 2003). Most looked-after-children receive services at level three or four. However, Schaffer (1998) suggests that it is difficult to tell who will need therapeutic involvement and who will simply grow out of it. Leighton (In press) states that professionals must be aware of their own personal values and attitudes that could influence decision making as to whether a child will benefit from therapy. Furthermore, she adds that ethical challenges are plentiful in creating and respecting the childs autonomy whilst undertaking a balancing act with safeguarding their welfare and promoting their best interests. Thomas (2005, 2002) urges caution with the overall concept of best interests of the child as he suggests that it could be oppressive and dangerous if misused, particularly with regards to who is making the decisions in the best interests for example; professionals, the family or the child themselves. Although there is good evidence from research to indicate positive outcomes for children, these cannot assume a one size fits all solution to ensuring a desired individual result for there are other intricacies that need to be taken into account, for example religion and culture. With regards to child welfare, Fox-Harding (1997) states that the Children Act 1989 is in ideological conflict concerning the role of the state. She notes four different value positions; liassaz-faire, state paternalism, parents rights and childrens rights. The latter two are appropriate here. Firstly, she notes that the perspective of parents rights acts as a belief