Discuss Nora Helmer's journey from 'dolly' wife to emanicapted woman Essay

Discuss Nora Helmer's journey from 'dolly' wife to emanicapted woman in ''A Doll's House'' by Ibsen - Essay Example In this situation, Nora is depicted as an extravagant woman who spends a lot of money on Christmas presents and home improvements. Yet the play goes well past such meanings and point of view, so that when all the characters and intensities have appeared during the plot development, the play seems to point to something different from what the readers have supposed at the beginning. The first factor of change is marked by a blackmail form Nils Krogsta. In order to save her husband, Nora lent some money from Nils Krogstad, but he found that Nora forged her dying father's signature. When Nora finds a letter, she matures and understands that the disclosure will cost her love and devotion of her husband and happy family life. As a mature woman, she does everything possible to solve the situation (ask her friend Christine to help her), but fails. In Nora's remarks, readers can find the stages of a repudiation of such a "civilized" development, and this refusal, going deeper than a social responsibility. Though, because social role of the wife is predetermined, Ibsen underlines that Nora feels miserable and depressed. The symbolic meaning of blackmail helps readers to grasp the idea at once shaping atmosphere of the play. Also, this setting contemplates nature, both the natural world around the narrator and her own inner nature. Another unique setting is Torvald's st udy. Before he shuts the door he calls to him" (Ibsen).

Gatorade Sport Drinks Essay Example for Free

Gatorade Sport Drinks Essay Gatorade is a brand of flavored non-carbonated sports drinks manufactured by PepsiCo and distributed in over 80 countries. [1] It was first developed in 1965 by researchers at the University of Florida, as a means of replenishing the fluid, carbohydrates and electrolytes that are divested from the body during physical exertion. Its name was derived from the school’s football team, the Gators. Originally produced and marketed by Stokley-Van Camp, the Gatorade sports drink brand was purchased by the Quaker Oats Company in 1983, which was acquired by PepsiCo in 2001. As of 2009, Gatorade is PepsiCo’s 4th-largest brand, on the basis of worldwide annual retail sales. It primarily competes with Powerade and Vitaminwater worldwide, as well as Lucozade Sport in the United Kingdom. Within the U. S. , Gatorade accounts for approximately 75 percent market share in the sports drink category. [2] PepsiCo Inc. (NYSE:PEP) is a global manufacturer, distributor, and marketer of food and beverages, owning many well-known brands including Pepsi, Frito-Lay, Tropicana, Gatorade, and Quaker Oats. [1] PepsiCo operates in over 200 countries, with its largest markets in North America and the United Kingdom. [2] In 2009, the companys revenues were $43. 23 billion with net income of $5. 95 billion. [3] Unlike its major competitor, the Coca-Cola Company (KO), the majority of PepsiCos revenues do not come from carbonated soft drinks. [4] In fact, beverages account for less than 50% of total revenue. [4] Additionally, over 60% of PepsiCos beverage sales come from its key noncarbonated brands like Gatorade and Tropicana. [5] PepsiCos diverse portfolio can mitigate the impact of poor conditions in any one of its markets. Strong demand growth in international markets the company serves 86% of the worlds population and international sales account for 48% of revenue is helping to offset a sluggish domestic market and provided the company with opportunities for continued expansion. [6] [7] PepsiCo is highly exposed to raw materials costs. Prices for the most important input materials, aluminum, PET plastic, corn, sugar, and juice concentrates fluctuate widely. For example, aluminum prices have fallen nearly 60% from their 2008 highs of $1. 50/pound to less than $0. 90/pound. [8]. PepsiCo has benefitted from lower input prices after the collapse of the commodities super spike of 2008. Contents 1 Company Overview 1. 1 Quarterly Earnings 1. 2 Bottlers 1. 3 Operating Segments 2 Trends Forces 2. 1 PepsiCo Must Survive a US Slowdown While Capturing International Growth 2. 2 Commodity Costs are Pressuring Margins 2. 2. 1 Pepsi Must Face a Declining Demand for Carbonated Soft Drinks 2. 2. 2 The Dollar Affects International Performance 3 Competition 3. 1 Beverages 3. 2 Snacks and Convenient Foods 3. 3 Coke vs. Pepsi 3. 3. 1 Global Footprint 3. 3. 2 Diversified Product Offering 4 References On April 20, 2009, PepsiCo made an offer to acquire its two largest bottlers, Pepsi Bottling Group (PBG) and Whitman (PAS), for $6 billion in a combined cash and stock deal. The deal was turned down, forcing PepsiCo to make a sweetened $7. 8 billion offer on August 4, 2009. PepsiCo hopes to streamline manufacturing and distribution through the acquisitions, allowing it to bring new products to market more quickly and efficiently. The company expects to gain full control of 80% of its North American market and increase pre-tax profit by $300 million, increasing eps by $. 15. [9] The deal adds $4 billion in debt to PepsiCos balance sheet. According to PepsiCo CEO Indra Nooyi, the acquisition is necessary to consolidate profit as there is not enough total profit in the North American beverage industry to support investments in several different companies. [10] The acquisition closed on March 1, 2010. [11] With the purchase of Pepsi Bottling Group (PBG) and Whitman (PAS) in 2010, company executives have said that it will lead to increased joint marketing that will bundle the companys snack and beverage offerings together. [12]. In December 2010, PepsiCo announced the purchase of 66% of Wimm-Bill-Dann Foods, a Russian food and beverage company, for $3. 8 billion. After completing this acquisition, the company is planning to buy the remaining 34%. [13] Wimm-Bill-Dan is the leading producer of dairy products in Russia and they also have a large market share for juice; the purchase significantly expands Pepsis presence in Eastern Europe and Central Asia. The addition of Wimm-Bill-Dann moves Pepsi closer to their goal of creating a global nutrition business worth $20 billion by 2020. [14] The acquisition comes three months after the Coca-Cola Companys purchase of Nidan Juices, a leading Russian juice manufacturer. [15] Company Overview PEP Revenues by Segment[16] PepsiCo is the largest snack and non-alcoholic drink producer in the United States, with 39% and 25% of the respective market shares. [16] Although the carbonated soft drink market in the US has gradually declined since the mid-2000s, PepsiCo has been able to grow revenues and net income through product diversification and international expansion. In 2008, the company posted revenues of $43. 3 billion, a 9. 6% increase from 2007; net income fell by 9% to $5. 1 billion. [17] The increase in revenues was primarily driven by higher sales volumes in the key European and Asian markets as well as company wide price increases. [18] The fall in net income was attributable to two reasons. First, PepsiCo recognized a $346 million mark-to-market loss on derivatives used to hedge its commodity exposure. [19] Next, the company incurred restructuring costs of $543 million in relation to its Productivity for Growth program. [20] PepsiCo expects to record another $30-60 million charge in 2009 to complete the program, which will close six plants in an effort to streamline PepsiCos global supply chain. [20] Quarterly Earnings Q1 2009 In the first quarter of 2009, PepsiCo posted revenues of $8. 263 billion, a 1% decrease from Q1 2008 figures; net income fell less than 1% to $1. 135 billion. [21] Although net pricing across PepsiCos product line increased by 7% during the quarter, the company was negatively impacted by a 7% foreign exchange loss due to the strengthening US dollar, as well as a 2% net decrease in sales volume. [22] Q2 2009 In the second quarter of 2009, PepsiCo posted revenues of $10. 592 billion, a 3% decrease from Q2 2008 figures; net income fell less than 1% to $1. 66 billion. [23] PepsiCos volumes remained roughly constant between the quarters, with snack gaining 1% and beverages losing 1%. The decrease in net revenues was due to a weakening of the companys US beverage operations, which decreased by 9%, in addition to the strengthening dollar, which adversely affected revenues by 8. 5%. Ignoring these changes, revenues would have grown by 5. 5%, driven by gains in the the Latin America Foods and Asia/Middle East/Africa divisions. Net income remained roughly constant as input costs fell in line with net revenues. Ignoring currency fluctuations, Earnings Per Share (EPS) would have grown by 8%. [23] Q3 2009 In the third quarter of 2009, PepsiCo had revenues of $11. 08 billion, a 1. 5% decrease from Q3 2008; net income increased 12% to $2. 23 billion. [24] The increasing value of the US Dollar negatively affected net income by 7% and the company had $9 million in costs associated with its merger with PBG and PAS, its two largest bottlers. [25] Worldwide, beverage volume increased 0. 5% while snack volume increased 2%. Frito-Lay North America, the largest division of PepsiCo, grew net revenue by 5% and increased volume by 3%. [26] Through the first three quarters of 2009, Frito-Lay was the fastest growing consumer goods company in North America. [27] The second largest division, PepsiCo Americas Beverages, saw net revenues decline by 9% and total volume decline of 6%. [28] Both Gatorade and Aquafina had double-digit volume declines; discussing Gatorade, executives attribute the decline to casual consumers budget worries and insist that the core consumer, athletes, are still buying the brand. [29] In Latin America and Europe, net revenue declined 10% and 2% respectively, driven primarily by foreign currency weakness compared to the US Dollar. [30] Q4 2009 In the fourth quarter of 2009, PepsiCo had revenues of $13. 3 billion, a 4. 7% increase from Q4 2008; net income increased 99% to $1. 43 billion. [31] Operating income for the quarter was $2 billion. [32] Pepsi American Foods net revenues increased 4%, with a 5% revenues decrease for Quaker Foods being offset by 2% revenue growth for Frito-Lay and 10% revenue growth for Latin American Foods. Pepsi American Beverages net revenues decreased 2% as a result of a 5% decrease in volume. Pepsi Internationals net revenues increased 5%, supported by 4% revenue growth in Europe and 7% growth in AMEA. Volumes for AMEA increased 13% in the quarter while volumes for Europe decreased 3%. [33] AMEAs strong quarter was based on a 13% increase in snack sales and 5% increase in beverage volumes, with 21% growth in beverage volume in India. [34] However, Chinas beverage volume decreased, which implies a market share loss to Coca-Cola Company (KO), whose China volumes grew 29% during the same period. [35] Q1 2010 In the first quarter of 2010, PepsiCo had revenues of $9. 4 billion, a 13. 4% increase from Q1 2009; net income increased 26% to $1. 4 billion. Operating income for the quarter decreased 47% to $840 million. [36] On February 26, PepsiCo completed the acquisition of its two largest bottlers for approximately $12. 6 billion; charges related to the merger in this quarter were approximately $282 million . [37] Worldwide snack volume for the quarter increased 1% while beverages volume dropped 0. 5%. Frito-Lays operating profit increased 10%, primarily as a result of increased sales of variety product packs and the decreased cost of cooking oil. [38] Quaker Foods revenue decreased 1% because of declines in ready-to-eat cereals and oatmeal, which were partially offset by substantial growth in the Roni brand; operating profit declined by 12% mainly as a result of insurance recoveries related to last years flood at Cedar Rapids. [39] In Latin America, favorable net pricing and a 1% increase in volume resulted in a 13% increase in revenues; however unfavorable currency exchange rates in Venezuela (19% decrease) accounted for a 12% decline in operating profit. [40] In Europe, favorable currency exchange rates offset 4% declines in snack and beverage volumes, for net revenues increase of 5% and operating income increase of 16%. [41] Double-digit growth in snacks and beverages volumes for India and China drove net revenues up 23% and operating income up 17% for the Asia, Middle East, and Africa segment. [42] The companys Americas Beverages segment saw volumes slip 4% (despite a 2% gain from a recent distribution agreement with Dr Pepper Snapple Group (DPS)) with a double-digit decline in Aquafina volume. However, net revenues increased 32% while operating income decreased 83% as a result of the completed merger with PepsiCos two largest bottlers. [43] The merger makes comparisons to previous quarters very challenging, however the Americas Beverages segment is in the process of de-emphasizing less-profitable products in favor of higher end offerings, such as Gatorade, which saw nearly 10% volume gains in the quarter. [44] Q2 2010 In the second quarter of 2010, PepsiCo had revenues of $14. 8 billion, up 40% from Q2 2009; net income decreased 3. 4% to $1. 6 billion. Operating income increased 12. 3% to $2. 46 billion. [45] The primary reason for the discrepancy in revenues and net income was the ongoing costs associated with the companys purchase of its primary bottlers. In Q2 2010 charges related to the restructuring decreased income by $155 million. [46] Worldwide volume increased 7% with an 11% increase in beverages and 1% increase in snacks. Frito-Lay pound volume fell 3% but net income increased 2%. The segment also benefited from lower commodity costs, in particular lower prices for cooking oil. Quaker Foods North Americas revenue fell by 4% with a 2% decline in volume that was primarily attributable to a decrease in cereal volume. [47] Latin America Foods net revenue increased 12% with a 2% increase in volume. However, operating profit fell by 5% after an unfavorable court settlement decreased profits by 5% and unfavorable currency exchange rates added another 5% to the decrease. The companys Americas Beverages increased revenues by 112% as a result of the merger with its major bottlers; volume for the quarter increased 13% with 8% coming from the acquisition of bottling operations in Mexico and 6% from PepsiCos contract with Dr. Pepper Snapple Group. [48] In Europe, net revenues increased 47% with snack volumes growing at 2% and beverage volume growing at 10%. Sales improved in most of Western Europe and Russia but declined slightly in Eastern European countries such as Romania and Ukraine (with the one exception of double-digit beverage growth in Turkey). [49] In Asia, Middle East, and Africa, where the company has recently invested significant funds in increasing manufacturing capabilities, net revenue grew 22%. Snack volume grew 16% and beverage volumes increased by 8%. India saw double-digit growth in both categories, while snack volume in the Middle East and China grew more than 10%. [50] Q3 2010 In the third quarter of 2010, PepsiCo had revenues of $15. 5 billion, up nearly 40% from Q3 2009; net income increased more than 11% to $1. 9 billion. Operating income increased by 25% to $2. 8 billion. [51] The companys volume and revenues increased worldwide for both food (+2. 5%) and beverages (+11%). Quaker Foods was the companys only division that failed to grow its operating income from 2009 with the largest gains posted by North American beverages, Europe, and Latin America Foods. [52] PepsiCo Americas Beverages operating profit grew nearly 80% for the quarter with the majority of this growth related to the companys purchase of its main bottlers in Q1 2010. However, volume grew by 13% during the quarter reflecting 8% growth in Mexico (operations in Mexico were included in the bottling merger), 6% volume growth due to the companys new contract with Dr Pepper Snapple Group (DPS), and a 4% decline in carbonated beverages in North America that was more than offset by a 5% increase in non-carbonated beverages. The success of the latter was due primarily to a double-digit increase in volume for Gatorade; water sales continued to fall during the quarter. [53] In Europe, volume growth related to the bottling merger accounted for a 7% increase, while double-digit growth in Russia, the UK, and Turkey pushed volume up 17% in total. Snack volume for the quarter grew by 3%, again supported by Russia, the UK, Turkey, and France. Both beverages and snack volume fell by more than 10% in Romania during the quarter. [54] Latin America Foods operating profit grew by 22% as a result of a double-digit volume increase in Brazil and nearly 10% increase in volume for the Sabritas brand in Mexico. [55] Operating profit for Quaker Foods decreased by more than 5% as a result of a 1% decline in volume, especially for Roni and Oatmeal brands. For Frito-Lay North America, pound volume declined 2% as a result of overlap with the companys 20% More Free promotion; sales of Sun Chips fell by more than 10% forced the company to abandon its compostable, albeit noisy, packaging. [56] In the Asia, Middle East, and Africa segment snack volume grew by 16% and beverage volume grew by 4%. Snack volumes grew significantly in the Middle East, China, India, and Australia while only China exhibited strong single-digit beverage growth. [57] Bottlers *Note Pepsis acquisition of Pepsi Bottling Group (PBG) and PepsiAmericas (PAS) was completed on March 1, 2010 PepsiCos beverage division manufactures concentrated syrup forms for all of Pepsis beverage brands. PEP sells these concentrates to bottlers for production, packaging, and distribution of the final products. PepsiCo grants bottlers the use of Pepsi trademarks and other brand rights within certain geographic regions. In August 2009, Pepsi made a $7 billion offer to acquire Pepsi Bottling Group (PBG) and PepsiAmericas (PAS). As the US carbonated beverage market shrinks from 60% of all nonalcoholic beverages in 1999 to 35% in 2009 PepsiCo hopes to consolidate the earnings of the three companies for shareholders. [9] Additionally, PepsiCo believes the acquisitions will streamline company-wide distribution through economies of scales. Three companies distribute 60% of PepsiCos North American beverage volume:[58] The Pepsi Bottling Group (PBG) is the largest of PepsiCos bottlers. PepsiCo has a 33% stake in Pepsi Bottling Group (PBG), and claims its share of income under the equity method of accounting. [59] PepsiAmericas (PAS) is the second-largest bottler in the Pepsi system. PepsiCo has a 43% stake in PepsiAmericas (PAS), and claims its share of income under the equity method of accounting. [60] Pepsi Bottling Ventures is the third-largest domestic bottling company within the Pepsi system. The company was formed in 1999 when five of Pepsi’s bottling companies consolidated to form PBV. Operating Segments PepsiCo operates in six divisions: Frito-Lay North America (29% of Revenue, 43% of Operating Income)[61] manufactures, markets and sells branded snacks. Popular products include Lays Potato Chips, Doritos Tortilla Chips, Cheetos, Rold Gold Pretzels, and SunChips. [1] Following the companys purchase of Pepsi Bottling Group (PBG) and Whitman (PAS), company executives have said that it will lead to increased joint marketing, bundling the companys snack and beverage offerings. [62] Quaker Foods North America (4% of Revenue, 8% of Operating Income)[61] manufactures, markets and sells cereals, rice, pasta and other branded products. Popular products include Quaker Oatmeal, Aunt Jemima mixes and syrups, Cap n Crunch cereal, Rice-A-Roni, and Life cereal. [1] Latin America Foods (14% of Revenue, 13% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Gamesa, Doritos, Cheetos, and Ruffles. [4] PepsiCo Americas Beverages (25% of Revenue, 29% of Operating Income)[61] manufactures, markets and sells beverage concentrates, fountain syrups and finished goods, under various beverage brands. Popular products include Pepsi, Mountain Dew, Gatorade, Tropicana, and Izze. [4] United Kingdom Europe (15% of Revenue, 10% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Lays, Walkers, Doritos, and Cheetos. [4] Middle East, Africa, and Asia (13% of Revenue, 8% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Lays, Smiths, Doritos, and Cheetos. [63] Trends Forces PepsiCo Must Survive a US Slowdown While Capturing International Growth Soaring food and energy prices[64], the housing slump[65] and a weakening job market[66] are putting the breaks on consumer spending in North America, even in the typically recession proof drinks and snacks market. Emerging markets such as China, India, Eastern Europe and Latin America present strong growth opportunities for Pepsico. In December 2010, Pepsi announced their purchase of Wimm-Bill-Dann Foods, a Russian food and beverage company, for $5. 4 billion[67]; the purchase followed Coca-Colas purchase of a Russian juice company for $300 million in summer 2010. [68] Wimm-Bill-Dan is the leading producer of dairy products in Russia and they also have a large market share for juice; the purchase significantly expands Pepsis presence in Eastern Europe and Central Asia. The company had sales of $2. 6 billion in 2010 and serves approximately 280 million customers in Eurasia. [69] In addition to making international acquisitions, PepsiCo is investing significant resources in expanding their manufacturing capabilities in developing markets. The company has pledged to invest $3. 5 billion in China through 2013, mainly through the construction of 10 to 12 new manufacturing facilities (in addition to the 27 it currently operates). In China, Pepsi is also pursuing a strategy of buying back stakes in its Chinese operations from local partners. These acquisitions will give the company greater control over its operations while increasing profits. Unlike the saturated North American market, Chinas carbonated drink market is growing at almost 20% annually. [70] In late August 2010, PepsiCo announced its plan to invest $250 million in new manufacturing plants in Vietnam further expanding its footprint in the region. In the past two years, the company invested in two other manufacturing plants in Vietnam, and it currently operates five plants in the country. [71] In Latin America, the company has pledged $3 million over the next three years to create an agriculture research center in Peru, which will focus on the discovery of new potato and other vegetable varieties. [72] Pepsis expects their global nutrition business will be worth $20 billion by 2020. [73] Commodity Costs are Pressuring Margins 2007-2009 PET resin prices, ? /pound [74] PepsiCos profitability can be affected directly and indirectly by the costs of various production inputs. PEP is responsible for purchasing the raw materials used to make its products in all its markets and also acts as an agent for the purchase of its bottlers raw materials. Some of the raw materials used by PEP include grains such as corn, wheat flour, oats and rice; fruit and vegetable products like oranges, potatoes, and juice concentrates; sugar; and vegetable and essential oils. For example, aluminum prices have fallen more than 60% from their 2008 highs of $1. 50/pound to less than $0. 65/pound. [8] Changes in the prices of such raw materials could impact total production costs and the company’s profit margins. Changes in bottlers production input costs can also indirectly impact PEPs profits. If a bottlers raw materials become more expensive, it might pass on the increase to customers, which could lead to a loss of market share as customers switch to more affordable alternatives. The primary raw materials used by bottlers are high fructose corn syrup, which is used as a sweetener, aluminum, used to make cans, and PET Resin, used for plastic bottles. In an effort to insulate itself from market forces, PepsiCo has invested $29. 3 million in five farms in China, making it one of the countrys largest agricultural companies. [75] The farms primarily produce potatoes for the companys potato chip brands and by 2005, the company was the largest private potato grower in the country. [76] In her 2008 visit to China, CEO Indra Nooyi said that the company is planning to invest $1 billion in China by 2012. [77] In addition to its farms in China, Pepsi has 12,000 contract farmers in India growing potatoes on 16,000 acres of land. In addition to potatoes, the company is hoping to expand its contract farming initiative to include oats in the near future. [78] Pepsi Must Face a Declining Demand for Carbonated Soft Drinks Consumer demand for CSD has been negatively affected by concerns about health and wellness. Since 1999, carbonated soft drinks have dropped from 60% to 35% of total US beverage volume. [9] Rising health and wellness concerns can be attributed to increasing concern for obesity as well as education campaigns on the part of the FDA as well as non-profit groups. Public campaigns to ban sales of soft drinks and fatty snacks in schools have also negatively impacted demand for sugary sodas. These factors have driven a shift in consumption away from CSD to healthier alternatives, such as tea, juices, and water. Even within the CSD segment, consumers have been moving away from the sugared drinks, opting instead for diet beverages, which do not generally contain any sugar or calories. In response to this shift in consumer demand, PEP has increased its development of both diet CSD and non-CSD beverages. With its popular Tropicana and Gatorade brands, PepsiCo is much better situated than Coca-Cola Company (KO) to react to these changing trends. Facing lower Gatorade sales in 2010, Pepsi developed a social marketing department to track the brands performance and online reputation. By tracking user discussions online and Gatorade groups on Facebook, the company has been able to quickly respond to consumer demands. The results of Pepsis new marketing initiative is inconclusive because the brand rose 2. 4% during the first half of 2010 but this is compared with low sales in 2009. [79] The Dollar Affects International Performance Changes in the strength of the dollar compared to foreign currency could impact the company by decreasing both costs and revenue in dollars. As the strength of the dollar increases, all sales made in foreign currency end up being worth less because the amount of US dollars the company gets per sale decreases. On the other hand the cost of foreign inputs (food and other commodities that go into PepsiCo products) sold in foreign currencies would decrease with the strengthening dollar. Since over half of PepsiCos sales are in international markets, the increasing value of the dollar could be a significant factor driving revenues down overseas. Specifically the company primarily deals with the British Pound, Euro, Australian dollar, and Canadian dollar. Between July and December 2008, the dollar regained nearly all its 2007 losses against foreign currencies, and has continued this trend through 2009. [23] Competition 2008 U. S. non-alcoholic beverage market by volume[80] Beverages In the domestic beverage market, the Coca-Cola Company (KO) is PepsiCos main competitor. In 2008, Coca-Cola had a 23% share of the U. S. non-alcoholic beverage volume, while PEP held a 25% share. Coca-Cola Company (KO) has a higher worldwide share of carbonated soda beverages, but PepsiCo has a more diverse product line and leads the industry in non-carbonated soft drink innovations. [81] PepsiCos revenues are also substantially higher than Coca-Colas, due to PepsiCos snack and convenient foods business, a market in which KO does not participate. PepsiCos presence in the snack and convenient food industries, as well as its industry-leading innovations in the non-carbonated soft drink segment, gives it a somewhat more balanced portfolio than Coca-Cola and provides the company with some protection against further declining demand for CSD. Pepsi also pays the Dr Pepper Snapple Group (DPS) for the rights to sell its products, along with Coca-Cola Company (KO). In December 2009, Pepsi agreed to pay Dr Pepper Snapple Group (DPS) $900 million for the continued rights to sell Dr. Pepper products following the companys acquisition of its North American bottlers. [82] This deal was similar to a contract signed by Coke and Dr. Pepper in June 2010, worth $$715 million, that gave Coke similar distribution rights following their acquisition of Coca-Cola Enterprises (CCE). [83] Snacks and Convenient Foods 2008 U. S. Snack Market by volume[80] PepsiCos Frito-Lay and Quaker brands compete in various parts of the larger food industry. Its snack foods manufactured by the Frito-Lay segment hold a commanding share of the U. S. market, accounting for around 39% of domestic snack food sales in 2006. PepsiCos main competitor in the food market overall is Kraft Foods (KFT). Krafts products include snacks, cheese, diary, and cereal products, which puts it in competition both with Frito-Lay and Quaker products. Much like the Coca-Cola Company (KO), Kraft does not participate in both the food and soft drink markets, giving PEP the advantage of having a more diverse offering of products. Coke vs. Pepsi For decades now, Coke and Pepsi have battled for our hearts and minds but what about our capital? Which company will add the best flavor to your investment portfolio? Although both companies share powerful brand names and global franchises, there are two important distinctions between Pepsico and Coca-Cola that any investor should consider before choosing between these comestible titans: Global Footprint When it comes to international presence, Coca-Cola easily trumps Pepsico. In 2009, Coca-Cola generated 74% of its revenue overseas compared to 48% revenue for Pepsico. [84][85] Coca-Colas impressive global footprint puts it in a better position to benefit from strong growth across the globe, particularly in the developing world. Furthermore, because Coke generates so much of its revenue abroad, it stands to benefit greatly from the continuing weakening of the dollar as sales denominated in foreign currencies are suddenly worth more dollars back home. At the same time, Pepsicos heavy dependence on North America makes it much more susceptible to a slowing US economy. Diversified Product Offering. Another important distinction between the two companies is their product offering. While KO is essentially a one-product company that focuses on beverages, Pepsico has a much broader product base that includes beverages, foods and snacks. Coca-Colas heavy dependence on beverages, particularly carbonated beverages, makes it more susceptible than Pepsico to a growing aversion to soda which is perceived as fattening and unhealthy. On the other hand, Pepsicos extensive portfolio of beverages, foods and snacks puts it in a better position from the trend to healthier eating.

The Complexity of Arnold-Chiari Malformation :: Biology Essays Research Papers

The Complexity of Arnold-Chiari Malformation To the medical doctor, Arnold-Chiari Malformation, which may have a genetic link, is characterized by a small or misshapen posterior fossa (the depression in the back of the skull), a reduction in cerebrospinal fluid pathways and a protrusion of the cerebellar tonsils through the bottom of the skull (foramen magnum) into the spinal canal resulting in a multitude of sensory-motor problems and even some autonomous malfunctions (1). These many symptoms can come in a variety of forms which often makes a clinical diagnosis difficult. To the patient this disorder can present not only physical difficulties but also mental distress. Treatment options and their success rates vary widely, and proponents of the cause are demanding more recognition, research, and success. The study of Arnold-Chiari malformations can lead to additional questions and new understandings about the I-function, sensory-motor input/output paths and the general make-up of the brain and nervous system, but a complete und erstanding of the disorder may be a long time coming. Impairment and sometimes loss of motor control of the body and its extremities is one of the many effects of this disorder. Patients may complain of headaches, neck pain, coughing, sneezing, dizziness, vertigo, disequilibrium, muscle weakness, balance problems, and loss of fine motor control (1). The senses (hearing, sight, smell etc.) may also be affected in deleterious ways. On can have blurred vision, decreased sensation of limbs, unable to locate them without looking, decreased sense of taste, ringing of the ears etc. (2). Two ideas about the nervous system that can be better understood from these observations are the concepts of having and locating the I-function. It seems that the I-function here is very often affected in terms of voluntary movement. A person with Arnold-Chiari malformation who has lost the feeling in and control of his arm for example will not be able to move it even upon someone's request and his or her own desire to do so. Some use of the I-function is definitely impaired. However, these observations do not seem to necessarily imply that some part of the I-function was damaged, because it may very well be located elsewhere- connections may have simply been lost. A person with Arnold-Chiari can still think and have a sense of self, but somehow can not connect with the various body parts that can be affected. Some uses and pathways of the I-function can be understood, but the exact location of it remains vague.

European History - The Renaissance in Italy :: European Europe History

The Renaissance in Italy The Italian Renaissance was called the beginning of the modern age. The word Renaissance itself is derived from the Latin word rinascere, which means to be reborn. Many dramatic changes occurred during this time in the fields of philosophy, art, politics, and literature. New emphasis was placed on enjoying life and the world around you. Talented individuals sought self-gratification through art, literature, and architecture, and their achievments would influence future generations for centuries to come. This great new movement was originated and centered in Italy, and without Italian contribution, would never have launched European society into the dawning of a new era. At the beginning of the Renaissance, Italy was divided into some 250 self- governing city-states, ranging from small towns of 2,000 individuals, to some of the largest cities in Europe of that time, such as Florence, Milan, and Venice, each with 100,000 citizens each. These city-states were loosely organized under the Pope, ruling out of Rome, although he had no real political control over the divided Italy. During the mid- 1300s and early 1400s, many large Italian cities came under the control of one family, such as the Visconti and later the Sforza families in Milan. The form of government established by the ruling families of the various Italian cities came to be known as signoria, with the chief official being called the signore. Soon , elaborate court systems, controlled by the ruling families, began to spring up in each city-state. At these courts, leading artists, intellectuals, and politicians gathered under the sponsorship of the signore and families. Other city states had a form of republicanism, such as Florence and Venice did. In these cities, a group of upper class families controlled the government, and often looked down upon the common residents of the town, considering them to be inferior. A Venetian observer wrote about Florence during this time: "They are never content with their constitution, they are never quiet, and it seems that this city always desires change of constitution as so the government changes every fifteen years"(Cole p.218) In Florence, which is perhaps considered the most important center of Renaissance learning in history, the Medici family dominated the ruling class. Under Medici domination, Florence became a signorial power and a cultural gem stone. It was during the reign of Lorenzo de' Medici , that many great painters, sculptors, and architects flocked to the Medici family looking for sponsorship, knowing that Lorenzo was a great supporter of the arts.

Othello Prelim Essay

When the aspirational values of an individual become all-consuming, the relationships of those close to them are destroyed, through the corruption of loyalty and trust. Both Shakespeare's Othello and Geoffrey Sax's Othello portray many elements of tragedy, by exploring the relationship of Othello and Iago/Jago, and the way his manipulations distort Othello's mind. Iago's zealousness in Shakespeare's play Othello reflect the elements of a fatal flaw in an individual, and the disruption of the Chain of Being, both being key features of a tragedy.Iago's words, â€Å"Men should be what they seem†, are ironic, as he hides his true self from Othello, who trusts him completely, in order to gain what he desires. His rejection, and pursuit, of the job of Othello's lieutenant eventually causes his demise, hence becoming his ‘fatal flaw'. Iago's continued pursuit of his goal leads to the deaths of many, which provides a metaphor for all audiences of the destruction our aspirations can cause.The imbalance in the Chain of Being is corrected in the conclusion of Shakespeare's Othello, however, Sax's Othello results in Ben Jago becoming successful, and achieving the position of Police Commissioner. Sax's Jago psychologically manipulates and abuses his victims, in contrast to the original play, where many are physically killed. Our modern audience expects this, however, because we, as well as Jago, realise that for him to achieve his goals, he has to be subtle in order to avoid detection in our age of fingerprinting and DNA sampling.In this way, Sax's Jago has to prepare his plans a lot more than Shakespeare's Iago, which leads to him gaining the position he wanted, rather than being captured. However, both have very similar plans, revolving around manipulation, especially Othello's mind and emotions. Othello's trust, thereby his loyalty, relies on his knowledge of the individual, particularly their past. In both texts, his slight uncertainty with his trust in Des demona/Dessie is due to their fast marriage and lack of knowledge of their lives before he met them.In Shakespeare's Othello, Desdemona's and Othello's sudden marriage, which finalises their relationship, is accentuated by Iago asking Othello â€Å"But I pray sir,/ Are you fast married? † This leaves us confused as to how these characters became truly familiar with each other before their marriage, and foreshadows what is to later come. Sax portrays Othello's niggling doubt towards Dessie as due to her silence about her boarding school days, when she met Lulu. However, Dessie defends herself against his accusations of her being secretive, by shouting, â€Å"It's always you talking and me listening!†This frame is a close-up, overhead shot of Dessie, emphasising how vulnerable she is to Othello, and foreshadowing the circumstances of her death. Othello's distorted trust enables Iago's plan to succeed, because he puts his loyalties in the wrong hands. Sax portrays Ben Jag o as a police officer, who we and also Othello, expect to be just and honest, as police uphold and enforce the law. Similarly, Shakespeare's Iago held a position that was expected to be trusted, as a part of the army who were assigned the role of protecting their country.This fallibility of Othello's trust and loyalty allowed Iago to manipulate him such that he was able to isolate him, and destroy his relationships with others. The relationship breakdowns in both versions of Othello cause vast amounts of chaos, because the Chain of Being is broken. Shakespeare's Othello decides that Desdemona is guilty before even consulting her, as seen when Iago tells him, â€Å"She did deceive her father, marrying you†, and he replies, â€Å"And so she did.†His truncated sentence bluntly expresses his view, implying that he has made up his mind, and nothing can change it. Similarly, Sax depicts Othello as already concluded that Dessie is guilty, by him saying, â€Å"You tell me wha t I want to know†¦ Tell me the truth bitch! † These words are accompanied by a low shot, looking up at a close-up of Othello's face, indicating the power Othello has over Dessie, and makes the viewer empathetic towards her, by feeling weak and insecure. However, we have recurring scenes that show how Desdemona is trying to keep their relationship together.Sax shows this by representing Dessie as a woman in a domestic violence household, especially when she says, â€Å"He needs me. † Similarly, Shakespeare characterises Desdemona as a dutiful wife, â€Å"It was his bidding†¦ We must not displease him. † Desdemona/Dessie's loyalty to her husband infuriates Othello more, as he believes it is more of a lie to keep the secret from him, rather than tell him outright, and it is the worst thing that Desdemona could do to him, â€Å"She's like a liar gone to burning hell.†All these little aspects of Desdemona/Dessie and Othello's relationship, in both Sha kespeare's and Sax's Othello, combine to cause the destruction of it, upon which the whole play is hinged upon. The end of a relationship is caused by many varying factors, but mostly a diminished sense of trust, whether it has a basis to be there, or whether someone values it so lowly that they put their own selfish desires over it.This is true in the case of Shakespeare's Othello, and the modern adaption Othello, directed by Geoffrey Sax. Iago/Jago's aspirations cause him to manipulate many people, with the purpose of destroying Othello's relationships, mainly with Desdemona/Dessie, to achieve the position that was â€Å"wrongly† given to someone else. This holds a mirror up to both the Elizabethan and our modern societies, critiquing our nature and values.

Economic Importance Of Sorghum-Contract Farming Essay Example

Economic Importance Of Sorghum Economic Importance Of Sorghum-Contract Farming Essay Economic Importance Of Sorghum-Contract Farming Essay This agreement specifies the conditions for the production and marketing of a farms product or products. In this case the armed agrees to produce a certain quantity of the product that meets the quality standards required by the buyer, at a specified time (Sings, 2005). The buyer then commits to purchase this quantity of the output, sometimes at a predetermined price. The buyer can also choose to support production of the product by supplying farm inputs or providing technical advice. There are different models of contract farming arrangements including the centralized, intermediary, multivariate and informal models. A centralized model involves one processor who purchases materials from a large number of small-scale rammers, and in most cases the processor offers the farmer services such as financing the inputs, extension services and transportation. The intermediary model has similar characteristics with the centralized model but an intermediary organisms the contract on behalf of the buyer. Multivariate on the other hand comes up when sellers while informal models are oral and do not have formal written contracts (Cello et al. 2012) Contract farming has become attractive to agricultural producers and processors of agricultural products over the years, (Storms and Hoofer, 2006). In Kenya for example, contract farming has been widely used in horticultural e. G. French beans and poultry industries. In Ghana it has been used in fruit industry for passions, pineapples and mangoes, while in Zanzibar it has been 5 used in the cotton industry (Cello et al. , 2012). This is because of the benefits both the farmers and the contracting companies derive from it and the risk sharing feature of contract farming that leads to a reduction of risk for both parties. According to Africa Harvest (2009), sorghum is the worlds fifth most important cereal rope and a staple food to more than half a billion people in the world 60% of whom are in Africa. Sorghums domestication origin is in Ethiopia and the countries surrounding it between the years 4000-3000 BC (Limbo et al. , 2010). It is a crop with many uses ranging from human food, animal feed to being used to make befouls and in the brewing industry. The grain of sorghum is red or yellow and it is eaten with the hull, where most of its nutrients reside. It is high in fiber, iron, and zinc and with fairly high proteins. Sorghum is a staple food crop for many low-income households in Kenya and has for any years been considered as Just a food crop and not a commercial crop (Muumuu et al. , 2013). In recent years, however sorghum has started being viewed more as a commercial than subsistence crop. There has been growing demand for sorghum within the brewing industry for use in beer production. The beer industry has started to play a key role in the value chain for sorghum. This is largely due to the Babels increasing demand for higher quality sorghum varieties, such as gad or gating, which has opened new marketing channels for producers. In fact, many producers have been contracted to grow sorghum for FABLE directly. On average, 53 per cent of the total sorghum supply in Kenya each year is consumed as in the form of grain or flour, while 24 per cent is processed to make other commodities (e. G. Beer), 11 per cent goes to waste, 10 per cent goes to the animal feed industry and 2 per cent is used as seed for planting (FASTEST, 2012). In Kenya sorghum production is concentrated in the south-western and south-central parts of the country. In the year 2011, Eastern, Anza, Western and Rift Valley provinces accounted for about 99 per cent of the countrys sorghum production (MN-ERA, 2012). 6 between the years 2000 and 2012 FASTEST, 2013) From fig 1 above, we can see that the highest production of sorghum was in the year 2012. The highest area under sorghum cultivation was also in the same year. Between 1990 and 2011, sorghum production has varied considerably, due to changes in yield and area harvested. The average annual growth in production over these years has been 10 per cent. The lowest point in production was in 2008. The decline in production was due to political instability following Jennys 2007 elections that caused a reduction in total area of land cultivated and consequently a reduction n yield. By the year 2010, the production was recovered to previous levels and had exceeded it. The growth experienced between the years 2008 and 2010 was due to the promotion of sorghum as a drought resistant crop in the Arid and Semi-Arid Lands (Seals). Attractive prices due to increased demand e. G. FABLE and improvements in productivity of the sorghum varieties also encouraged the farmers especially those in SAL areas to devote more parcels of land to sorghum cultivation. Contract farming between FABLE and farmers in South Anza and Track Ninth has also raised the reduction. The research problem Studies analyzing the impact of contract farming have been undertaken in different countries and for different crops (Stiffen and Convey, 2005; Dillon et al. 2006; Porter and Howard, 1997). These studies have found that although contract farming has its disadvantages, it has a positive effect on the incomes of small holder farmers and also increases productivity. A study has also been carried out to analyze the role of state in contract farming (Sings, 2005) and how policies made by government affect the farmer-company relationship. However, these studies have been carried out in other countries and no study has been carried out to analyze contract farming, in Kenya so far. The analysis of the economic importance of sorghum-contract farming that is currently underway in the country has also not been documented. This is a significant knowledge gap, since understanding of its economic importance will enlighten the farmers and consequently lead to growth of the sorghum industry in Kenya. The purpose of this study is to assess the economic importance of sorghum-contract farming in Making County. The specific objectives of the study are: To assess the factors that affect farmers participation in contract farming.   To assess the effect of contract farming on household income. Hypothesis The hypothesis to be tested in this study is: 0 Engaging in contract farming does not increase household income. Justification of the study This study is important as it will reveal the economic importance of contract farming in general, and specifically for sorghum-contract farming in Making County. This information will be important for agricultural processing companies, agricultural producers or farmers and the government of Kenya. The information can benefit them in the following ways:Agricultural producers or farmers will be able to understand how contract farming can benefit them and help them better their agricultural activities. The farmers, e. G. Those in Making County, will be able to make informed decisions, using this information on whether or not to participate in chromatograms farming. Agricultural processing companies on the other hand will use this information in assessing whether or not they should make contractual relations with farmers. The government will use this information to determine whether or not they would formulate policies to promote sorghum-contract farming and contract farming in general in the country. They will also use this information to formulate policies to regulate such contractual relationships so as to ensure that both the contracting companies and the farmers are protected. Study area Making County was chosen as the area of study because it is one of the SAL (Arid and Semiarid Lands) regions in Kenya. According to the 2009 census, the county, which covers a land area of 8,008. Km , has a population of 884,527 people.   The county has an estimated poverty level of 4%. Agriculture can be used as a method of alleviating poverty in this area since it has a large portion of uncultivated land. However, it being an SAL area, very few crops can do well in the county. Sorghum is a drought resistant crop that can thrive in this region but the crop does not thrive due to challenges in its production. These challenges are mostly constraints associated with lack of funds to acquire quality problem for these farmers and consequently increase production of the crop in the area. Therefore information on the economic importance of sorghum-contract arming in this region is important. Organization of the report The proposal is arranged as follows: Chapter two provides an overview of relevant literature on contract farming. Chapter three contains the methodology used in this study. Chapter four outlines the results obtained from the research; Chapter five contains the conclusion and finally Chapter six contains a list of references that I have used in this study. LITERATURE REVIEW farming for agribusiness farmers in Mexico. The purpose of the study was to analyses the impact of contract farming on farmers and firms that engage in it. They found out that contract farming has both advantages and disadvantages to both growers and the contracting companies. However, the farmers still entered into the contracting agreements despite its disadvantages because the contracting companies offer alternative financing, technical assistance and access to market. A study of contract farming in Punjab, India was conducted by Dillon and Sings (2006). The purpose of the study was to analyses the problems, challenges and opportunities of contract farming in a micro level. They employed the use of surveys in data collection. They found out that contract farming is more prevalent among medium size farmers than large scale farmers, and its adoption is higher in educated than in non-educated farmers. Contract farming was also found to lend stability to farmers income in this study through minimizing price variations. The authors of this paper recommended promotion of contract farming use in marketing of perishable agricultural products. A study on the role of state in promotion of contract farming as a means to lead to agricultural development was conducted in Thailand (Sings, 2005). It was found that although the state intervened in contract situations, contract farming was widespread. It also found that policies made by state should focus on contract farming, so that they can be more effective. Muumuu et al. , (2013), conducted a study on the factors affecting sorghum production and use in Eastern Kenya. The purpose of this study was to find out the socio-economic factors that affect sorghum production in the area, the sorghum farming systems used by the farmers and the different ways farmers in the region used sorghum. They found out that farmers in the region used orgasm mostly for subsistence use and they acquired the planting seeds from informal systems. Production of sorghum in the area was found to be low due to constraints associated with lack of funds to purchase materials like fertilizer and pesticides and use of low quality seeds that are susceptible to pests and diseases. METHODOLOGY Data collection and sampling procedure The targeted population in this study is the sorghum farmers in Making County. Making County was selected because sorghum-contract farming is currently ongoing in the area. A sample of thirty one respondents was selected. This sample as selected in accordance to the rule of large numbers (Central Limit Theorem), which states that a sample that is greater than or equal to thirty is a large and sufficient number to make precise estimates to the various properties of the population. The sample was selected through random sampling from two sub counties of the larger Making County, Wet and Kibitz. A structured questionnaire was used to collect the data. It was administered through face to face interviews of the respondents. The structured questionnaire was preferred as it made data collection easier and faster. Face to face interviews on the rebel and nonverbal sues. It also allowed for clarification incase the farmer did not understand the questionnaire and to better understand the farmers responds. The data collected from the farmers included both demographic and socio-economic information. The demographic factors included: age, gender, occupation and education level, while the socio- economic factors included: farm size, income per year, involvement in contract farming and involvement in farmers groups. Access to government extension services was also one of the socio-economic factors included in the questionnaire. Model specification Ordinary Least Squares method was used in determining the factors that influence farmers involvement in contract farming. This model is used in estimating the unknown parameters in a linear regression model. Linear regression is a statistical method of estimating the relationship among variables. 12 The model equation is as follows: y : is the dependent variable a : is the y-intercept is the unknown parameter that will be estimated is the independent variable that affects the dependent variable I : is the standard error SPAS 16. 0 was used for data entry and analysis. Descriptive data will also be obtained. This data is useful in analyzing the farmers characteristics quantitatively using percentages. This will help in analyzing the impact of contract farming on farmers income. Variables included in regression the model Factors expected to affect farmers participation in contract farming Variable Description Age of the respondent in years Sex of the respondent Expected effect Age Ð’Â ± Gender Ð’Â ± Education Size of the farm owned by the respondent. Ð’Â ± Group membership Whether the respondent is a member of a farmers group. + Gobo extension Whether the respondent has received government extension ring that planting season. The age of the respondent is an important factor to consider because it determines the risk behavior of the individual. Older farmers are more likely to participate in contract farming than younger farmers. This is because they are more risk averse and would prefer the security that is offered by contract farming, as opposed to younger farmers who are risk takers. However, age might also reduce the likelihood of participation since older farmers are sometimes resistant to new technology. The sex of the farmer also affects their participation in contract farming. Men are greater risk takers than women and are thus predicted to be less likely to participate in contract farming. However, men are also more receptive of modern farming practices and this might increase their likelihood of their engagement in contract farming. Education level of the respondent may either positively or negatively affect their participation in contract farming. More educated individuals (tertiary education and above) are likely to have more access to information on modern agricultural practices like contract farming. This would most likely lead to most of them participating in interact farming. However, more educated individuals also have more access to information on available markets and this may reduce their likelihood to participate in contract farming. Farmers with large farms and plantations are predicted to be more likely to engage in contract farming than farmers with small plantations. This is because they produce large amounts and would want to have an assured market. On the other hand, these large-scale farmers may be discouraged from contract farming since they have better bargaining power in the market. Farmers who are members off group are predicted o be more likely to engage in contract farming. This is because they have better access to information on modern agricultural practices. Therefore, group membership is predicted to positively influence participation in contract farming.

buy custom Boundary-Spanning Roles essay

buy custom Boundary-Spanning Roles essay Managers have full responsibilities of making success in a business (Lysonski, Singer Wilemon, 1989). This presents a challenge for them to formulate effective and goal-oriented strategies that will enable them succeed. They coordinate the operations of a business both in and out. This involves dealing with staff, daily, operations, customers and publics. Both internal and external environments of a business are important in defining its state. One of the strategies managers use is boundary-spanning role. These are job positions where employees are subjected to direct contact with publics, as well as employees from other organizations or firms. Managers use boundary spanners to gather external information. This information is very useful in enhancing the entire organizational performance. This is because managers get to know the trends in the market and understand the consumers better. In most cases, they know what the customers want, as well as what the competitors have in store. They also use boundary-spanning roles in form of business practice, so as to get nearer to trends and potential customers of their products. Through this, they enhance their competitive advantage, which is essential for survival in the market. Most managers use communication as a boundary-spanning mode where they lay much focus on IT (Ford, Evans Matthews, 2004). This allows for easy communication and access of data from both internal and external sources. Customer data is also made available to the organization and kept in a database for easier access in future transactions. This increases efficiency in service provision and hence an upgraded competitive advantage. Boundary-spanning role enables managers to notice any change in the technology world, which facilitates innovation. This innovation of products enhances customers satisfaction and loyalty and hence a repeat business. Competitive advantage is enhanced through product innovation. Managers involved both customers and suppliers in product development process, thus maintaining them in the organizations circle. Buy custom Boundary-Spanning Roles essay

Spanish Nouns Whose Meanings Change With Gender

Spanish Nouns Whose Meanings Change With Gender Nearly all nouns in Spanish are always masculine or always feminine. But there are a few nouns that can be of either gender. In most cases, those are the nouns describing what people do for a living, and the gender varies with the person the word stands for. Thus, for example, el dentista refers to a male dentist, while la dentista refers to a female dentist. Un artista is a male artist, while una artista is a female artist. Most of the occupational words that follow this pattern end in -ista. One common exception is atleta: un atleta is a male athlete, while una atleta is a female athlete. When Gender Affects Meaning But there are a few nouns where the matter of gender is more complicated. Those are the nouns whose meanings vary depending on the gender of articles or adjectives used with them. Here is a list of the most common such words; only the basic or most usual meanings are included here. baterà ­a: el baterà ­a male drummer; la baterà ­a battery, female drummerbusca: el busca pager (electronic device); la busca searchcabeza: el cabeza male in charge; la cabeza head (body part), female in chargecalavera: el calavera excessively hedonistic man; la calavera skullcapital: el capital investment; la capital capital city, capital lettercircular: el circular pie chart; la circular circular (printed notice)cà ³lera: el cà ³lera cholera; la cà ³lera angercoma: el coma coma; la coma commacometa: el cometa comet; la cometa kiteconsonante: el consonante rhyme; la consonante consonantcontra: el contra drawback or organ pedal; la contra opposing attitude or an antidotecorte: el corte cut, blade; la corte court (law)cura: el cura Catholic priest; la cura curedelta: el delta delta (of a river); la delta delta (Greek letter)doblez: el doblez fold, crease; la doblez double dealingeditorial: el editorial editorial (opinion article); la editorial pub lishing business escucha: el escucha male sentry or guard; la escucha female sentry or guard, the act of listeningfinal: el final end; la final championship game in a tournamentfrente: el frente front; la frente foreheadguardia: el guardia policeman; la guardia protection, custody, guard, police force, policewomanguà ­a: el guà ­a male guide; la guà ­a guidebook, female guidehaz: el haz   bundle or light beam; la  haz   face or surface (La haz is an exception to the rule about using el with feminine nouns beginning with a stressed a sound.)maà ±ana: el maà ±ana future; la maà ±ana morningmargen: el margen margin; la margen bank (as of a river)moral: el moral blackberry bush; la moral morale, moralityorden: el orden order (opposite of chaos); la orden religious orderordenanza: el ordenanza order (opposite of chaos); la ordenanza orderlypapa: el papa pope; la papa potatoparte: el parte document; la parte portionpendiente: el pendiente earring; la pendiente slopepez : el pez fish; la pez tar or pitch policà ­a: el policà ­a policeman; la policà ­a police force, policewomanradio: el radio radius, radium; la radio radio (In some areas, radio is masculine in all uses.)tema: el tema subject; la tema obsession (traditionally feminine for this meaning, although in modern usage tema is usually masculine for all uses)terminal: el terminal electrical terminal; la terminal shipping terminaltrompeta: el trompeta male trumpeter; la trompeta trumpet, female trumpetervista: el vista male customs officer; la vista view, female customs officervocal: el vocal male committee member; la vocal vowel, female committee member Why Some Nouns Have Two Genders The reasons some of the nouns in this list have two genders is lost in history, but in a few cases the dual gender is a matter of etymology: The masculine noun and feminine are separate words that only coincidentally have the same sound and spelling, making them homographs. Among the homograph pairs on this list are: El papa comes from Latin, which is common for words related to Catholicism, but la papa comes from Quechua, an indigenous South America language.Both el haz and la haz come from Latin. The former comes from fascis, the latter from facies.El coma comes from a Greek word referring to a deep sleep. While la coma has Greek origins, it came directly to Spanish from Latin.El pez comes from the Latin piscis, while la pez comes from the Latin pix or picis.

Proposal to Solve a Problem Essay Example | Topics and Well Written Essays - 1750 words

Proposal to Solve a Problem - Essay Example The Science of Drinking: How Alcohol Affects Your Body and Mind. Plymouth, PY: Rowman & Littlefield, 2011. The author in this book scientifically explains the action of alcohol on human body, providing guidance on healthy drinking habits. It is thus an important source in giving the discussion of underage drinking a scientific explanation so as to understand how alcohol influences the behavior of teenagers, thus endangering their lives when drunk and driving. However, the book takes a general perspective of alcohol on human body and does not specifically discuss the action of alcohol on those considered as underage. Mendralla, Valerie and Janet Grosshandler. Drinking and Driving: Now What? New York, NY: The Rosen Publishing Group, 2012. This book is a dedication to the young people and thus focuses its discussion of drinking and driving on the underage alcohol consumers. It gives the scientific background of alcohol consumption and backs its discussions with statistics. The use of im ages makes this source easily understandable. It not only tackles the personal tragedies resulting from underage drinking but also social and legal problems, and subsequently gives prevention measures. Miller, Ted R., David T. Levy, Rebecca S. Spicer, and Dexter M. Taylor. â€Å"Societal Costs of Underage Drinking.† Journal of Studies on Alcohol and Drugs 67.4 (2006): n. pag. Web. 10 Aug. 2013. http://www.jsad.com/jsad/article/Societal_Costs_of_Underage_Drinking/874.html This article evaluates the cost associated with alcohol consumption among the young people despite the existence of deterrent laws. Even though it uses not so recent statistics of 2001, the article is a critical source in portraying the extent to which underage drinking has spread in America, relating 16% of alcohol sales to underage drinking. As such, it advocates for equal attention as given to illicit drugs consumption. US Department of Health and Human Services. Underage Drinking. (2006). Web. 10 Aug. 201 3. http://www.niaaa.nih.gov This source gives a wider perspective of underage drinking, focusing not only on drinking and driving, but also on other problems related to underage drinking. It gives statistics from government sources to validate its arguments. The article further explains the risk factors that lead teenagers to alcohol consumption. The article gives preventive measures that could be used to curb the problem and cites some of the measures that the US government has taken to prevent underage drinking. The Problem of Teen Drinking and Driving Introduction Learning to drive has for long been appreciated as a great milestone among teenagers. Also, experimenting with alcohol and its subsequent abuse has been existent among the teenagers for a long time. Nonetheless, combining these two aspects yields poor decision making, as argued by Mendralla and Grosshandler (4). In order to justify teen drinking and driving as a problem to the society, this research borrows from credibl e secondary sources. Low alcohol consumption could be beneficial to human health, but excessive consumption of alcohol beyond 0.08% causes impairment and compromises motor skills and reflexes (Dasgupta 38). With a majority of teenagers involved in binge drinking, the risk of falling victim to negative consequences of excessive drinking always looms. Therefore, teen drinking and driving is a serious problem which needs critical attention from responsible

The Goddess Tara in Buddhist Art Research Paper - 1

The Goddess Tara in Buddhist Art - Research Paper Example Though not explicitly mentioned anywhere, Tara’s rise did pave the way for more active involvement of women in Buddhist society. Women began to find a say in matters that up until then had primarily been the dominion of men. Goddess Tara was considered as an enlightened role model within the Buddhist tantra. According to folklore, â€Å"Tara was born out of the tears of Lord Buddha†(Santhanam, 2005) In tantric literature, she is the first female Buddha. Tara follows a tradition of strong female role models, starting in the ancient Vedic period and continuing through early Mahayana times. Some of the duties that Tara performs are similar to those of her contemporaries like Goddess Prajnaparamita. Goddess Tara is also associated with an ancient star cult that provided help to seafarers lost at sea. It is also interesting to note that ‘Tara’ means star in Sanskrit. She is also considered to protect humans from nature’s fury including ocean waves, floods , fires, epidemics, etc. With time she has also come to be regarded as a guide to achieve Moksha, which is the Sanskrit word for enlightenment. Tara emerged as Goddess during a time when Buddhist society was mainly patriarchal. Her manner of presentation was similar to those of male bodhisattvas of earlier times. Tara is unbiased in guiding all â€Å"motherly† sentient beings and helps extricate them from the ocean of suffering. She has got rid of all actions deemed morally wrong and has also gotten over her attachment towards worldly pursuits. â€Å"As a Bhagavati, Tara is a female Buddha who is spontaneously present, totally living in the moment without getting bothered by thoughts of the past or the future†. (Landesman, 2008)Tara has many dimensions to her state of being, and this is visually depicted in paintings on cloth and powdered colours on flat surfaces. She is at times a golden goddess who showers prosperity on her worshippers and also protects

Impact of Species Extinction Essay Example | Topics and Well Written Essays - 1250 words

Impact of Species Extinction - Essay Example It is worth noting, with interest, that all forms of life are interdependent and that extinction of one form of life threatens the survival of the rest of the ecosystem either directly or indirectly. For instance, threat of extinction of dolphins poses a serious threat to marine ecosystem as well as other indirectly related ecosystems (Case web). Humans should respond to the current crisis of species extinction by utilizing the species rationally and fairly, upholding ethical ecological values, enacting measures that are more stringent, and practicing ethics in all human activities. Aldo leopold poses a challenge to human activities concerning protection of endangered species. Planetary life is interdependent and all forms of life can be seen as an ecosystem. However, human beings do not see the need for protection of endangered species especially when the extinction of such species does not affect human life directly. Whereas there are many species in the verge of extinction, dolphi ns offer a good example of species, which are becoming extinct at an alarming rate (Maas 1). It is more disheartening to note the way man shows cruelty to animals. For instance, fishing of dolphins is usually done in a cruel way. These animals are mishandled so badly that fishing zones becomes pools of blood. The same case applies to animals taken to slaughterhouses. Since we depend on animal for survival, we should reciprocate by treating them with respect especially when dealing with species under the threat of extinction. It is worth noting with concern that extinction of some species such as dolphins is primarily caused by human activities. It is undeniable that dolphins play a very important role in sustaining the economic activities especially for the communities that depend on fishing for a living (Milbury 1). However, lack of discipline and ethics has resulted to overfishing of dolphins posing a serious threat to extinction. Additionally, human activities such as industrial, mining, and agricultural activities contribute greatly to pollution of marine water. This in turn makes the marine environment inhabitable for marine life such as dolphins. Although effect of pollution to marine life takes time, the impacts are often long lasting and disastrous (National Research Council 112). Marine life often dies in large numbers and the few that are lucky to survive migrate to locations that are more favorable thereby destabilizing the ecosystem that we depend on. This necessitates the need to respond to the current crisis of species extinction by upholding ethical ecological values. The impact of extinction of a species may not be seen in short term but the results are more often than not felt after duration. Plants and animals occupy an important level in the ecological system. While some forms of life act as predators, others act as source of food to the rest. This implies that reduced number of a given species in an ecosystem will have a direct effect on th e immediate forms of life (Ryding 219). For instance, dolphins feed on fish such as anchovies. However, they also feed on squids and octopus. A decrease in dolphins as a predator to these other marine life causes an increase in their number. Plant life necessary to support squids, octopus, anchovies, and other species would not be enough to sustain

Chapter 7 Essay Example | Topics and Well Written Essays - 250 words

Chapter 7 - Essay Example Yet, he had one drawback and that was his young age and the lack of experience. Patrick drew inspiration from the story of David in the Bible to take on his aged and experienced adversary, and against the â€Å"Experience Counts† slogan of his adversary, he developed the right counter slogan â€Å"Our Future †¦Right Here, Right Now†, indicating the arrival of the new generation. The battle for political domination among the African Americans between the Civil Rights generation and the Hip Hop generation taking a new twist. Patrick went on to win and become the Mayor of Detroit. Similar scenarios were developing elsewhere too, like in Newark, where new generation Corey Booker challenged old guard Sharpe James. Corey Booker may have lost the vote by narrow margin, but his efforts along with that of Patrick symbolized the challenge that the younger generation were posing to the older generation across urban America. Patrick is proud to be known as a hip hop mayor, a t itle for a young generation mayor, supportive of hip hop politics. However, as a mayor Patrick has striven to demonstrate responsibility to the electorate, by concentrating on the problems of the children and citizens of Detroit.

An intriguing outdoor scene Essay Example | Topics and Well Written Essays - 250 words

An intriguing outdoor scene - Essay Example Dogs and their owners can be seen as well walking or running around for a good exercise. It is a usual meeting place for people which make parks an inherent part of American society. This is why more people and organizations such as Parks for People are calling for the improvement and opening of more parks. â€Å"City parks and open space improve our physical and psychological health, strengthen our communities, and make our cities and neighborhoods more attractive places to live and work† (Sherer, 2006, p.6). These parks contribute more than we realize, even so the national parks that are part of the â€Å"nation’s natural and cultural heritage† (The Untold Stories, 2009, par.2). The vibrancy that is apparent when people flock to the park is testament to its vital role in the community. There is no doubt that parks are ideal places where people mingle and enjoy activities without having to spend a dime. They must be preserved for the continued enjoyment of peopl e and the future generations to

Chapter 7 Essay Example | Topics and Well Written Essays - 250 words

Chapter 7 - Essay Example Yet, he had one drawback and that was his young age and the lack of experience. Patrick drew inspiration from the story of David in the Bible to take on his aged and experienced adversary, and against the â€Å"Experience Counts† slogan of his adversary, he developed the right counter slogan â€Å"Our Future †¦Right Here, Right Now†, indicating the arrival of the new generation. The battle for political domination among the African Americans between the Civil Rights generation and the Hip Hop generation taking a new twist. Patrick went on to win and become the Mayor of Detroit. Similar scenarios were developing elsewhere too, like in Newark, where new generation Corey Booker challenged old guard Sharpe James. Corey Booker may have lost the vote by narrow margin, but his efforts along with that of Patrick symbolized the challenge that the younger generation were posing to the older generation across urban America. Patrick is proud to be known as a hip hop mayor, a t itle for a young generation mayor, supportive of hip hop politics. However, as a mayor Patrick has striven to demonstrate responsibility to the electorate, by concentrating on the problems of the children and citizens of Detroit.

Technology and Its Role in Creating a Corporate Culture Essay

Technology and Its Role in Creating a Corporate Culture - Essay Example The organization was developed based on the technology of 21st century in order to bring innovative changes in telecommunication industry. In present scenario, the organization is not confined to a single area rather it has approached forward to make its global presence so as to spread the name. The vertical integration strategy of Verizon Communications has performed a great role by making supply as well as saving the time and capital (Verizon, â€Å"Profile†). The organization is a service provider which encompasses of four working divisions such as ‘Domestic Telecom’, ‘Domestic Wireless’, ‘Information Services’, and ‘International’. The services of ‘Domestic Telecom’ include telephone operations and products. Services of ‘domestic wireless’ includes ‘wireless voice’ along with ‘data services’ as well as selling of equipments. ‘Information services’ includes d omestic as well as global publishing businesses that comprise of print ‘SuperPages, Electronic SuperPages.com directories’ along with website creation and services of electronic commerce. The International division has wireline along with wireless communications function as well as investments in America and Europe (Verizon, â€Å"Mission Statement†). The organization has faced various hardships during the initial days. However, after the incorporation of high technology and good leadership activities the company has gained huge success in its business path. The leadership aspect was considered as the exclusive part of the company as this quality has guided the company to be in the better path. The leadership quality developed mission statement of the company that would not just direct but also assist the company to generate â€Å"Business Code of Conduct†. The code symbolizes broader concept because it is related to the achievement of the company and also facilitates to make clear issues regarding the existence of the Verizon Wireless along with its goals and objectives. The organization focused on four values such as ‘Integrity’, ‘Respect’, and ‘Performance Excellence’ along with ‘Accountability’ for achieving its goal. The organization is focused towards creation of wireless technology as well as telecommunication. The organization was previously named as Bell Atlantic and that time it had a separate mission. The corporate environment as well as culture was completely different from its present scenario. Bell Atlantic had diverse corporate policy and had no code of conduct. With change in technology within the organization there was transformation in among the employees with due course of time. Bell Atlantic was started in the year 1983 and the company was highly successful due to its specific performance appraisal. The main aim of the organization was to show a pattern of shift from Bell Atlantic to Verizon Wireless. I have been working in Verizon Wireless since its commencement of operations. I have worked in several departments of the organization such as transportation logistics and inventory control along with auditing and compliance. 2.0 Problem Statement The purpose of the study is to explain ‘how does leadership skill helps in managing change in organizational culture in terms of technology’. There is a great role of leadership activities in Verizon Wireless. The leadership role facilitated the company to build technological

Childcare - Orientation Package Essay Example for Free

Childcare Orientation Package Essay INTRODUCTION One of the goals of the Ministry of Children and Youth Services is to help support social and economic development in Ontario by investing in and supporting an affordable, accessible and accountable child care system which helps benefit children, their parents and caregivers, and the broader community. The early learning and child care system in Ontario should: †¢ be accessible, affordable and inclusive †¢ care for children in a safe, nurturing environment †¢ foster early childhood development †¢ help support early learning and readiness for school †¢ be flexible and provide choice †¢ support children and their families †¢ provide appropriate standards of child care †¢ provide supports for parents in financial need, who are employed, in training, or involved in other employment activities †¢ support economic growth, and †¢ work in partnership with others involved in Ontario’s. early learning and child care system. This Orientation Package has been designed to provide individuals who are interested in obtaining a licence to operate either a day nursery (also known as child care centres) or a private-home day care agency in the Province of Ontario, with practical information and advice. The following information is included in this package: †¢ the process for obtaining a licence †¢ a summary of the licensing requirements to operate a day nursery or a private-home day care agency under the Day Nurseries Act †¢ a glossary of terms (Appendix 1) †¢ information to assist you in considering your decision to apply for a licence to operate either a day nursery or a private-home day care agency (Appendix 2) †¢ a list of the Regional Offices of the Ministry of Children and Youth Services (Appendix 3), and †¢ a list of the Child Care Service System Managers responsible for planning and managing the delivery of child care services throughout Ontario (Appendix 4). 4 CHILD CARE IN ONTARIO The child care system in Ontario consists of a range of services for families and their children, including licensed day nurseries and private-home day care which provide supports to children and their families. The Day Nurseries Act requires any premise that receives more than five children under the age of 10 years, not of common parentage (children who have different parents), for temporary care and guidance, to be licensed as a day nursery. A person may provide informal child care to five children or less under the age of 10 years who are not of common parentage (children who have different parents), in addition to his/her own children, without a licence. This number may not be exceeded, regardless of the number of adults present or on site. When a person provides in-home child care at more than one location or co-ordinates the provision of care at more than one site, a licence to operate a private-home day care agency is required. It is an offence to establish, operate or maintain a day nursery or private-home day care agency without a licence. On conviction, the fine is up to $2,000 for each day the offence continues, or imprisonment for a term of not more than one year, or both. Ministry staff have the responsibility to follow-up on all complaints about child care being provided without a licence. CHILD CARE LICENSING IN ONTARIO The Ministry of Children and Youth Services is responsible for the Day Nurseries Act and issues licences to operators of child care programs. There are two types of licensed child care programs: day nurseries and private-home day care agencies. In the Day Nurseries Act and in this package, child care centres are referred to as day nurseries. Day nurseries may include nursery schools, full day care, extended day care, and before and after school programs. Private-home day care agencies arrange or offer home day care at more than one home. Care is provided to five children or less, under 10 years of age in a private residence other than the home of the parent/guardian of the child. Homes are monitored by the agency. Role of the Operator Operators have responsibility for the operation and management of each day nursery or private-home day care agency, including the program, financial and personnel administration of the program. Operators of licensed day nurseries and private-home day care agencies are required to achieve and maintain compliance with the standards set out in Ontario Regulation 262 under the Day Nurseries Act at all times. The Day Nurseries Act and Ontario Regulation 262 are available through: Publication Services 777 Bay Street, Market Level, Toronto, Ontario M5G 2C8 416-585-7485 or 1-800-668-9938 The Day Nurseries Act is available on the ministry’s website at: http://www. elaws. gov. on. ca/html/statutes/english/elaws_statutes_90d02_e. htm. Ontario Regulation 262 under the Day Nurseries Act is available online at: http://www. elaws. gov. on. ca/html/regs/english/elaws_regs_900262_e. htm#37. (1). The Director under the Day Nurseries Act Child care licences are issued by a â€Å"Director† who is an employee of the Ministry of Children and Youth Services, appointed by the Minister for the purpose of the Day Nurseries Act. The Director reviews all documents required for licensing, approves and signs the licence. The Director has the authority to refuse to issue a new licence if: †¢ the applicant or any of the officers, directors or employees of the applicant are not competent to operate a day nursery or privatehome day care agency in a responsible manner in accordance with the Day Nurseries Act 6 †¢ the past conduct of the applicant affords reasonable grounds for the belief that a day nursery or private-home day care agency will not be operated in accordance with the Day Nurseries Act, or the building in which the applicant proposes to operate the day nursery or provide private-home day care does not comply with the requirements of the Day Nurseries Act. †¢ In addition, if there are grounds, the Director may refuse to renew or revoke an existing licence. The Director may also issue a direction and temporarily suspend a licence if there is an immediate threat to the health, safety or well-being of the children. An applicant or licensee is entitled to a hearing before the Licence Appeal Tribunal. Role of Program Advisors Program Advisors, Ministry of Children and Youth Services staff designated under Section 16 of the Day Nurseries Act, are responsible for inspecting day nurseries and private-home day care agencies to enforce licensing requirements. In some regional offices, this position is referred to as Licensing Specialist. Program Advisors are responsible for assessing whether the operator has met the licensing requirements before an initial licence is issued. Unannounced inspections are conducted by Program Advisors for licence renewals on an annual basis or more frequently for a shorter term licences. In addition, Program Advisors conduct unannounced inspections in response to complaints related to licensed child care programs and to monitor operators who have difficulty maintaining compliance with licensing standards. The Ministry of Children and Youth Services also responds to complaints from the public pertaining to persons who are alleged to be operating without a licence (i. e. caring for more than five children under 10 years of age, not of common parentage, without a licence). The Application Process An individual or corporation can apply for a licence to operate a day nursery or a private-home day care agency. (Licences cannot be issued to partnerships. ) Types of operators include: †¢ an individual †¢ corporations (non-profit and for-profit) †¢ municipalities †¢ community colleges †¢ churches, or †¢ Bands and Councils of the Band. The prospective operator contacts the local Regional Office (see Appendix 3) to request an application package and confirm the information required before proceeding with the next steps in the licensing process. Prior to requesting an initial site inspection for a day nursery (a visit to determine if the space is appropriate), the operator submits the completed application form to the Regional Office, as well as: †¢ †¢ †¢ written verification from the zoning authority confirming the location is approved for use as a child care centre detailed floor plans, and detailed site plans of the proposed location. These plans must include room measurements, window measurements (actual glass area), location of fixed cabinets (counters and storage areas) and fenced outdoor playground space dimensions (if required). Please note that effective July 1, 2005, as part of regulatory changes to the Ontario Building Code, all building or renovation plans for a day nursery must be reviewed and approved by the Ministry of Children and Youth Services prior to a municipality issuing a building permit. It is the operator’s responsibility to determine whether the location will meet zoning, building, fire and health requirements. Written verification must be submitted to the regional office confirming that these requirements have been met prior to a licence being issued. The fee for a new licence is $15; the renewal fee is $10. If a licence renewal is submitted to the ministry after the licence expiry date, the late fee is $25. 8 Planning and Design Guidelines for Child Care Centres This guide provides information about the planning, design and renovation of licensed child care centres. It is intended to be used by persons involved in the site selection, design, and operation of a child care centre in the province of Ontario. This guide is available through the local MCYS Regional office and on the ministry’s website at http://www. children. gov. on. ca/mcys/english/resources/publications/be ststart-planning. asp. (Alternately, from the ministry’s home page at. http://www. children. gov. on.ca, you can follow the links to Best Start, then Best Start resources, then Planning and Design Guidelines for Child Care Centres. ) Obtaining a Licence To obtain a licence, applicants must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including: confirmation of compliance with municipal zoning, building, fire and health requirements; the suitability of the building; availability of equipment and furnishings; conformity with space requirements and playground standards; maintenance of staff/child ratios for various age groups; staff qualifications; nutrition; appropriate behaviour management; programming and insurance. Private-home day care agencies must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including: staffing and training; policies and procedures; records of inspections of providers’ homes; availability of equipment and furnishings; appropriate behaviour management and insurance. The Program Advisor makes a recommendation to the Director under the Day Nurseries Act about the issuance of a licence based on their assessment of compliance with the requirements of the Day Nurseries Act and ministry policy. The Director decides whether to issue a licence and the type and term of licence to be issued. The Director may add terms and conditions to the licence. The operator is required to comply with the terms and conditions of the licence as well as the requirements of the Day Nurseries Act and ministry policy. Operators must apply for a licence renewal prior to the expiry date of the current licence. Licences may be issued for a period of up to one year if all licensing requirements are met. Health Canada – Product Safety Program Health Canada helps protect the Canadian public by researching, assessing and collaborating in the management of the health risks and safety hazards associated with the many consumer products, including children’s equipment, toys and furnishings, that Canadians use everyday. Through their Product Safety Program, Health Canada communicates information about juvenile product hazards and recalls to protect children from avoidable risks. Advisories and warnings, juvenile product recall notices, food recalls and allergy alerts are posted on the Health Canada website. The Consumer Product Recalls webpage can be accessed at http://209. 217. 71. 106/PR/list-liste-e. jsp. Health Canada offers an electronic newsletter so that the public can receive updates when consumer advisories and warnings, juvenile product recalls, and consultation documents regarding consumer product safety are posted on the Health Canada Web site. As a prospective operator, you are encouraged to register on line for this service at: http://www. hc-sc. gc. ca/cps-spc/advisories-avis/_subscribeabonnement/index_e. html. Duration of Initial Licensing Process It may take up to 6 to 12 months to open a new day nursery or private-home day care agency depending on a number of factors, including the extent of the renovations, the incorporation of a corporation, the purchasing of equipment, the hiring of a supervisor or home visitors, the recruitment of staff, the development of policies and obtaining all required approvals. Types of Licences †¢ Regular licence – may be issued for up to 1 year if the operator was in compliance with licensing requirements when last inspected. 10 †¢ Regular short-term licence – issued at the discretion of the Director routinely issued to new licensees (generally for a period of up to six months) or when more frequent licensing visits are appropriate to support ongoing compliance. Regular licence with terms and conditions terms and conditions are requirements prescribed by a Director and are additional to the requirements of the Day Nurseries Act. They may reflect circumstances specific to the operation, such as half day or 10 month service. They may also be in place to minimize the recurrence of a non-compliance, such as incomplete staff medical records. Provisional licence – When Day Nurseries Act requirements have not been met and the operator requires time to meet requirements, a provisional licence (generally for a period up to three months) may be issued. This licence gives the operator a period of time to meet licensing requirements. Copies of a letter indicating that a provisional licence has been issued and a summary of the non-compliances are sent to the centre for distribution to parents. The summary of non-compliances will also appear on the Child Care Licensing Website. †¢ †¢ Child Care Licensing Website MCYS has launched the Child Care Licensing Website to provide parents with information about licensed child care in Ontario. The site is accessible at http://www. ontario. ca/ONT/portal51/licensedchildcare. A search tool allows parents to search for child care by city, postal code, type of program, age group, program name, operator name and language of service delivery. The site also provides the status of the licence and the terms and conditions of the licence for any licensed program parents might be considering or about which they might be concerned. Once a licence is issued, the information appearing on the licence of the program will be available on the website. Child Care Service System Managers The child care system is managed at the municipal level by fortyseven Consolidated Municipal Service Managers (CMSMs) /District 11 Social Services Administration Boards (DSSABs). Each service system manager has responsibility for planning and managing a broad range of child care services, including fee subsidy, wage subsidy, family resource centres and special needs resourcing. Prospective operators should contact their local child care service system manager (see Appendix 4) to discuss the need for child care in the area being considered and for information about funding and fee subsidy. 12 DAY NURSERIES ACT SUMMARY OF LICENSING REQUIREMENTS FOR DAY NURSERIES Day nurseries are centre-based programs and can include nursery schools, full day child care, extended day and before and after school programs. Organization and Management The operator of the day nursery is responsible for maintaining compliance with the Day Nurseries Act and ministry policy. This includes responsibility for the operation and management of the program and financial and personnel administration. A qualified supervisor who directs the program and oversees the staff is required for each child care centre. This person must have a diploma in Early Childhood Education, or other academic qualifications which are considered equivalent, and have at least two years experience in Early Childhood Education. The supervisor must also be approved by the Director under the Day Nurseries Act. Staff Qualifications †¢ The supervisor must have a diploma in Early Childhood Education or equivalent qualifications, with two years experience and must be approved by the Director under the Day Nurseries Act. †¢ One staff with a diploma in Early Childhood Education or equivalent qualifications must be hired for each group of children. Health Assessments and Immunization †¢ Staff immunization/health assessment, as required by the local medical officer of health, must be completed before commencing employment. 13. Number and Group Size Number of Staff required for a Day Nursery Other than a Day Nursery for Children with Disabilities Ratio of Employees to Children 3 to 10 1 to 5 Maximum Number of Children in a Group 10 15 Group Age of Children in Group Infant Toddler Under 18 months of age 18 months of age and over up to and including 30 months of age more than 30 months of age up to and including 5 years of age 44 months of age or over and up to and including 67 months of age as of August 31 of the year 56 months of age or over and up to and including 67 months of age as of August 31 of the year 68 months of age or over as of August 31 of the year and up to and including 12 years of age Preschool 1 to 8 16 Junior Kindergarten 1 to 10 20 Senior Kindergarten 1 to 12 24 School age. 1 to 15 30 †¢ All children must be supervised by an adult at all times. †¢ Ratios are not permitted to be reduced at any time for children under 18 months of age. †¢ Ratios are not to be reduced on the playground. 14 †¢ Where there are six or more children over 18 months of age or four or more children under 18 months of age in attendance, there must be at least two adults on the premises. †¢ Staff/child ratios may be reduced to 2/3 of the required ratios during the periods of arrival and departure of children and during the rest period, with the following exceptions: †¢ †¢ when children are under 18 months of age on the playground with any age group. †¢ In a full day program operating six or more hours in a day, for the purposes of staffing, the period of arrival is not to exceed two hours after the opening and the period of departure is not to exceed two hours before the closing of the day nursery. †¢ In half day nursery school programs and school age programs, the period of arrival is not to exceed 30 minutes after the opening and the period of departure is not to exceed 30 minutes before the closing of the day nursery. Criminal Reference Checks Individuals and directors of a corporation applying for new licences will be required to submit a criminal reference check to their local Ministry of Children and Youth Services Regional Office as part of the licence application. In preparation for the initial licensing visit, the operator of the day nursery is required to develop a criminal reference check policy for all full and part time staff working with the children, as well as for volunteers. Additional information about the Ministry of Children and Youth Services criminal reference check policy is available from Regional Offices. Building and Accommodation Each day nursery must: †¢ comply with the requirements of applicable local authorities i. e. zoning and building department, medical officer of health and fire department †¢ comply with the requirements of the Safe Drinking Water Act, 2002, O. Reg. 170/03, where applicable. These provisions only apply to designated facilities with drinking water systems where 15 the water is not provided through service connections with a municipal residential water system. The requirements of this regulation are available from the Ministry of the Environment’s website at http://www. ene. gov. on. ca/envision/gp/5361e. pdf †¢ comply with the requirements for lead flushing and water sample testing (where applicable) under the Safe Drinking Water Act, 2002, O. Reg. 243/07. The requirements of this regulation are available from the Ministry of the Environment’s website at http://www. ontario. ca/ONT/portal51/drinkingwater/General? docId= 177450lang=en †¢ comply with the requirements of the Smoke-Free Ontario Act. †¢ have designated spaces for washing, toileting and separate storage areas for toys, play materials and equipment †¢ have designated space for eating and resting, preparation of food if prepared on premises or a food service area if food is catered (prepared off premises by a food catering company and delivered to the centre), a fenced playground (see page 15), storage for beds, a staff rest area and an office area if the program operates for six or more hours †¢ have play space of at least 2. 8 square metres (30 square feet) Of unobstructed floor space for each child, based on the licensed capacity †¢ have separate play activity rooms for each age grouping. A separate sleep area for infants is also required †¢ have rooms on or below the second floor where the rooms are for children under six years of age †¢ have a clear window glass area equivalent to 10% of the available floor area for each play activity room for a program that operates for six or more hours in a day. 16 Equipment and Furnishings Each day nursery must have: †¢ an adequate number of toys, equipment and furnishings for the licensed capacity. The toys, equipment and furnishings must be age appropriate and include sufficient numbers for rotation as well as for gross-motor activity in the playground area †¢ infant and toddler diapering areas that are adjacent to a sink †¢ cribs or cradles that meet the requirements of the Hazardous Products Act, for infants, and cots for older children †¢ equipment and furnishings which are maintained in a safe and clean condition and kept in a good state of repair †¢ a telephone or an alternative means of obtaining emergency assistance that is approved by the Director. †¢ Where children are transported in a day nursery vehicle, child seating and restraint systems are used that meet the requirements of the Highway Traffic Act, O. Reg. 613. Policies and Procedures Every operator must develop the following policies and procedures: †¢ Fire evacuation procedures †¢ Sanitary practices †¢ Serious occurrence policy, including child abuse reporting procedures †¢ Criminal reference check policy †¢ Medication policy †¢ Behaviour management policy, including monitoring procedures and contravention policies 17. †¢ Program statement/parent handbook †¢ Playground safety policy †¢ Anaphylactic policy, including an individual plan for each child with a severe allergy and the emergency procedures to be followed. Playground Requirements †¢ Programs operating six or more hours in a day require outdoor play space equivalent to 5. 6 square metres (60 square feet) per child, based on licensed capacity. †¢ The playground must be: †¢ sub-divided if licensed capacity is over 64 children †¢ at ground level and adjacent to the premise †¢ designed so that staff can maintain constant supervision. †¢ If used by children under 44 months of age as of August 31 of the year, the playground must be fenced to a minimum height of 1. 2m (4 feet) and furnished with one or more gates that can be securely closed at all times. †¢ If used by children 44 months of age and up to an including 67 month of age as of August 31 of the year (children eligible to attend junior and senior kindergarten), the playground is fenced to a minimum height of 1. 2 metres and the fence is furnished with one or more gates that are securely closed at all times, unless otherwise approved by the Director. †¢ Fixed playground structures (i. e. climbing equipment, slides) are not required by the Day Nurseries Act; however, if the operator intends to install fixed play structures, the structures and safety surfacing must meet current Canadian Standards Association standards. †¢ The current Canadian Standards Association’s (CSA) Standard applies to new and newly renovated playground equipment, and 18 safety surfacing. The CSA Standards also set out the requirements for routine maintenance and inspections. †¢ Playground plans indicating the type and location of fixed structures as well as the type and area of safety surfacing must be approved by the ministry before installation. †¢ Once play structures and surfacing are installed, compliance with the CSA standards must be verified in writing by an independent certified playground inspector before the structures can be used by the children. Inspections †¢ Copies of fire and health inspections are to be sent to the Ministry of Children and Youth Services program advisor and kept on file at the day nursery. Insurance Requirements †¢ The operator must have comprehensive general liability coverage and personal injury coverage for all staff and volunteers. †¢ All vehicles owned by the operator and used for transportation of staff and children must have motor vehicle insurance. Fire Safety and Emergency Information †¢ A fire safety plan must be approved by the local fire department. †¢ A written evacuation procedure, approved by the fire department, must be posted in each room. †¢ Staff are to be instructed on their responsibilities in the event of fire. †¢ Monthly fire drills must be conducted and written records of drills maintained. †¢ Tests of the fire alarm system and fire protection equipment (as required under the Ontario Fire Code) must be conducted and written records of test results maintained. †¢ There must be a designated place of emergency shelter. †¢ An up-to-date list of emergency telephone numbers including the fire department, hospital, ambulance service, poison control centre, police department and a taxi service must be posted where they can be easily accessed. †¢ Medical and emergency contact information for each child must be accessible. Health and Medical Supervision †¢ A daily written log that includes health and safety incidents is required. †¢ Any instructions or recommendations made by the fire department, public health department or other regulatory bodies must be implemented and recorded. †¢ Sanitary practices and procedures must be approved by Ministry. †¢ Children must be immunized according to the requirements of the local medical officer of health, unless a fully authorized exemption is on file. †¢ Before each child begins to play with others, a daily observation of the child’s health is required. †¢ An ill child must be separated from others and arrangements made for the child to be taken home or for immediate medical attention, if required. †¢ Serious occurrence procedures must be in place and the Ministry of Children and Youth Services notified of any occurrence. A serious occurrence includes such things as the death of a child, a serious injury, alleged abuse/mistreatment of a child, a missing child, a disaster on the premises (e. g. fire) or a serious complaint. 20 †¢ A written anaphylactic policy is in place that includes: †¢ A strategy to reduce the risk of exposure to anaphylactic causative agents †¢ A communication plan for the provision of information on lifethreatening allergies, including anaphylactic allergies †¢ An individual plan for each child with an anaphylactic allergy that includes emergency procedures in respect of the child †¢ Staff, students and volunteers have received training on procedures to be followed if a child has an anaphylactic reaction. †¢ A first aid kit and manual must be readily available. †¢ A written procedure approved by a qualified medical practitioner regarding the giving and recording of medication is required. The procedure should include the storage of medication (e. g. medication must be stored in a locked container). †¢ If a child has or may have a reportable disease or is or may be infected with a communicable disease, this is reported to the medical officer of health as soon as possible. †¢ Cats and dogs on the premises must be inoculated against rabies. Nutrition †¢ Infants are to be fed according to written parental instructions. †¢ Food and drink from home must be labelled with the child’s name. †¢ All food and drink must be stored to maintain maximum nutritive value. †¢ Meals and snacks must meet the requirements of the Day Nurseries Act. Canadas Food Guide provides useful information about nutrition. 21 †¢ Meals are to be provided where a day nursery operates for 6 or more hours each day or where the daily program operates less than 6 hours each day and operates over the meal time. This generally refers to the provision of lunch as the mid-day meal. In day nurseries that offer care over extended hours, this may mean that breakfast and/or dinner are also provided. †¢ With the approval of a ministry Director, children 44 months of age or over as of August 31 of the year may bring bag lunches. Written policies and procedures with guidelines for bag lunches should be both posted and provided to parents. †¢ Menus must be posted with substitutions noted. †¢ Children’s food allergies must be posted in the kitchen and in all rooms where food is served. †¢ Special dietary arrangements for individual children are to be carried out according to written instructions of parents. Behaviour Management †¢ Corporal punishment is not allowed under any circumstances. †¢ The following are not permitted: †¢ deliberate harsh or degrading measures that would humiliate or undermine a childs self respect †¢ deprivation of food, shelter, clothing or bedding †¢ confining a child in a locked room †¢ exits locked for the purpose of confinement. †¢ Written behaviour management policies and procedures which guide centre staff in managing children’s behaviour are to be reviewed annually by the operator. The operator is required to review the policies and procedures with employees and volunteers or students before they begin working, and annually thereafter. These policies must set out permitted and prohibited behaviour 22 management practices and measures to deal with any contraventions of the policy. †¢ There must be: †¢ a signed, written record of all reviews, and †¢ a written procedure for monitoring behaviour management practices of employees, students and volunteers, and a record kept of this monitoring. Enrolment Records †¢ Up to date enrolment records for all children in attendance must be on site at all times and be available to the Ministry of Children and Youth Services. These records include, in part, an application, immunization records, emergency information, names of persons to whom the child may be released, parental instructions regarding rest, diet or exercise. †¢ Daily attendance records that indicate a child’s arrival, departure and absence from the program are required. †¢ The medical officer of health or designate such as the public health nurse is permitted to inspect children’s records to ensure that all required immunizations are up to date. Program In order to ensure that the program offered is age and developmentally appropriate for the age of the children being served, the following is required: †¢ a written program philosophy statement which is reviewed annually by the operator and with parents prior to enrolling their child †¢ a program statement which includes: Services, age range, times when the services are offered, holidays, fees, admission and discharge policies, program philosophy, program development, personal and health care, nutrition, parental involvement and 23  behaviour management, specialized services and activities off the premises †¢ varied, flexible and age appropriate programs that include quiet and active play, individual and group activities which are designed to promote gross and fine motor skills, language and cognitive skills, and social and emotional development, and †¢ a daily program plan posted and available to parents with any variations to the program recorded in the daily log. In addition: †¢ Any infants not able to walk are to be separated from other children during active indoor and outdoor play periods †¢ Children under 30 months of age are to be separated from older children during active indoor and outdoor play periods †¢ Children who attend for six or more hours in a day and are over 30 months of age shall have at least two hours of outdoor play, weather permitting †¢ Children who attend for.