Balzac And The Chinese Seamstress Essay examples - 988 Words

Balzac and The Little Chinese Seamstress What is the ironic result in his success in making the Little Seamstress more Sophisticated? What does this suggest about attempting to change others to ones beliefs or desires? Communism came to power in China in the year 1949 and was dictated by Mao Zedong, who later ordered for all educated men and women of China to be reeducated in the countryside. Lou and the narrator were just two of many thousands to be sent off to be reeducated. Lou and the narrator then meet the Little Chinese Seamstress, and Lou, as well as the narrator to an extend fall in love with her. The result of Lous actions to re-educate the Little Seamstress to be more sophisticated and cultured, may be viewed by many as†¦show more content†¦But reading her the stories he would make her more refined, more cultured Lou shows little respect for the Little Seamstress thoughts, as he seems to be doing this for himself with little consideration to possible results. However after listening to the stories the Little Seamstress wishes for something to give her simple existence more meaning. As she suggested to the boys to steal the suitcase from Four Eyes so that they would be able to read them to her. She states how Balzacs words made her fell good, and more intelligent. This may give the reader the impression that maybe that be it was not just Lou that planned to make changes in her life, but it was her. She was the one that wanted to explore the world and find out more about who she really is. Throughout the novel Lou goes against some of the Communists laws, and there are a number of reminders that there is no escaping its grasp, and it will always be a part of their lives while being re-educated. These reminders are symbolized through a number of different objects like; the alarm clock, the buffalos tail, and the red beaked ravens. The alarm clock allows Lou and the narrator the power to manipulate time as they like. So they no longer have to abide by the demanding village schedule. This involved carrying buckets of waste up the mountain from dawn to dusk. The alarm clock allowed them to be free from the early morning wake up call from the village headman. The narrator realizes thisShow MoreRelatedBalzac and the Chinese Seamstress1003 Words   |  5 PagesBalzac and The Little Chinese Seamstress What is the ironic result in his success in making the Little Seamstress more Sophisticated? What does this suggest about attempting to change others to ones beliefs or desires? Communism came to power in China in the year 1949 and was dictated by Mao Zedong, who later ordered for all educated men and women of China to be reeducated in the countryside. Lou and the narrator were just two of many thousands to be sent off to be reeducated. Lou and theRead MoreBalzac And The Little Chinese Seamstress764 Words   |  4 PagesCourtney Dunn Mrs. Besnard World Literature 02 November 2015 Balzac and the Little Chinese Seamstress In 1971 the Chinese Cultural Revolution has begun to take off. In this story the protagonist, an unnamed a fine musician, and his storytelling best friend luo, are sent away from Chengdu to a secluded mountain village to be re-educated. After arriving to the Phoenix of the Sky, the Headman of the village wants to burn the protagonist’s violin. Luckily, Luo saves the violin by encouraging the musicianRead MoreBalzac And The Little Chinese Seamstress2226 Words   |  9 PagesKhalil Mack 16 July 2014 Summer Reading Assignment Balzac and the Little Chinese Seamstress Setting the Stage Genre: After reading the novel, I realized that the genres of the book are historical and it is an autobiography. Author: The author of the novel, Balzac and the Little Chinese Seamstress is Dai Sijie. Dai Sijie was born in Putian, China in 1954. He spent most of his childhood working in his father’s shop. At age 30, Dai received a scholarship to study Western art and cinema in France.Read MoreAnalysis Of Balzac And The Little Chinese Seamstress845 Words   |  4 Pagesbut too often, we tend to define each other by one specific quality. Dai Sijie’s 2001 publication Balzac and the Little Chinese Seamstress demonstrates this in the form of two young men and how they consider their female companion. The Narrator and his friend Luo are being reeducated in a village in Communist China. Along the way, they both become captivated by the tailor’s daughter, the Seamstress. However, they only see her for her physical beauty, and for her potential to become â€Å"civilized†. ByRead MoreAnalysis Of Balzac And The Little Chinese Seamstress710 Words   |  3 PagesBalzac and The Little Chinese Seamstress In the novel Balzac and the Little Chinese Seamstress written by Dai Sijie, the interaction between Luo, the Narrator, and the headman reveals the purpose of re-education and its cultural values that shaped Chinese culture and shows the impact that it left on characters such as Luo and The Narrator. Not only does the Chinese government encourage re-education, but through this, it discourages individuality and showing your intellectual abilities. Read MoreCharacterization In Balzac And The Little Chinese Seamstress1788 Words   |  8 Pageshardly recognize the main character who transformed so much from the starting character. In Balzac and the Little Chinese Seamstress, Dai’s characters exhibit considerable character development due to the banned books they acquire. The author depicts his thoughts on the way books affect peoples lives through the in depth perspective of the narrator, his best friend Luo, and the Little Chinese Seamstress. The characters are illustrated in the time of cultural revolution where there is great censorshipRead MoreSummary Of Balzac And The Little Chinese Seamstress995 Words   |  4 Pages Whether it be the re-education or just coming of age, the Narrator in Balzac and the Little Chinese Seamstress by Dai Sijie develops monumentally. In this passage, The Narrator was caught retelling the tailor a story he had read. However, the headman put forth a proposition. If Luo (the Narrator’s friend) can fix his tooth, he will not report the Narrator to the Security Office. The headman is both respected and feared yet in reality, he is quite vulnerable. This is proven during his tooth procedureRead MoreTheme Of Balzac And The Little Chinese Seamstress747 Words   |  3 Pages Balzac and the Little Chinese Seamstress Love can immensely impact a person so much, entirely changing their character. In Balzac and the Little Chinese Seamstress by Dai Sijie, the theme of love blossoms throughout the story. In the novel, two teenage boys are sent to be re-educated during the Chinese Cultural Revolution. Lou, an exceptional storyteller and the unnamed narrator, a talented musician, meet â€Å"the region’s reigning beauty†: the Little Seamstress. Both fall in love with the illiterateRead More The Balzac and the Little Chinese Seamstress Essay1249 Words   |  5 PagesBalzac and the Little Chinese Seamstress is a marvelous novel, written by Dai Sijie, which himself was re-educated between 1971 and 1974 during the Chinese Cultural Revolution. In Dai Sijie’s Balzac and the Little Seamstress three separate accounts are given of an incident in which Luo and the Little Seamstress make love in an isolated mountain pool. Two of these perspectives are given by the participants while the third is provided by the old miller who observes their love making from a distanceRead MoreThemes Of Balzac And The Little Chinese Seamstress1197 Words   |  5 PagesBalzac and the Little Chinese Seamstress, by Die Sijie contains many prominent themes, such as the effect and influence of literature on the characters, friendship and loyalty, coming of age, and the power of knowledge. However, one significant, underlying theme appearing throughout the novel is feminism. Feminism is defined as the acnowledgement that women and men are equal socially as well as in intellegence, and that both deserve to have equal rights to freedom and be treated as such in society

My Personal Statement On My Life - 918 Words

I am currently a sophomore attending Northwest Vista College and will be receiving my associate’s degree in applied science. My journey to obtain my associates has not been easy. Nevertheless, I am accomplishing my goal and over the moon to be doing so. I did not plan to get my associates, I had originally planned just to bypass it completely and move on to get a bachelor in biology, however my health had other plans in mind. My health complications forced me to change my perspective on my life and to reconstruct how I prioritized everything in my life. My dream is to earn a bachelor’s degree in biology with the hope of attending medical school, and to become a bored certified dermatologist, but my dream did not always start out that way. In high school, I did not dream of going to college, it was not a big deal in my family. All my family wanted was for me to graduate high school and get into a trade school so I could start working as soon as possible. Nor did any councilors inspire me to try college either; I was not until I finished cosmetology school that I realized I wanted more. I felt as if all that I had accomplished was not enough for me and there had to be more to life than this, I wanted to help people on a bigger scale. Therefore, I ask a friend who was already in college to help me enroll. The first two semesters of college were great I had a 4.0 GPA and was enrolling in honor societies. I could not have been more proud of myself for coming this far and doingShow MoreRelatedMy Personal Statement On My Life869 Words   |  4 Pagescrazy how a minute detail can change the entire outcome a situation. Life has many hardships, I for one believe that it is these hardships that shapes us into what we are today. I was about ten years old but had the mentality of a four year old boy. Mostly cried when I was denied a toy or grounded for being mischievous. Like every other week I would grind my way into emotionally blackmailing my parents to allow me to go to my friends place and then go the extra mile to stay as long as possible.Read MoreMy Personal Statement On My Life878 Words   |  4 PagesOne day when I came home from school, I wanted to say hello to my step dad but he was in the shower. Therefore, I went straight to my room without saying hello to him. After a few minut es I heard the shower turn off in the bathroom. When he opened the bathroom door I heard him yelling my name, so I quickly ran to him to see if he was ok.When I saw him he told me he did not feel good and could not walk. I told him to stop playing around because he always joked about his health. But he told me he wasRead MoreMy Personal Statement On My Life945 Words   |  4 Pagestennis practice, I saw my parents talking to each other in the same room; which was unusual, considering they have not spoken with each other since their divorce, and typically begin to argue when they communicate. They told me to have a seat on the pew of my piano because they had something important to address. My father had opened the conversation with one question: Do you know what you re going to do when we re no longer here to support you? I sat there contemplating what my answer will be, butRead MorePersonal Statement : My Life998 Words   |  4 Pages Personal Statement ï » ¿ ï » ¿ ï » ¿Ã¯ » ¿I was born in the historical city of Patiala, town in northern part of India. All my ancestors right until my father have been businessmen. Due to early demise of my Grandfather my father had to take over his clothing business in his early 20 s. He could not complete his studies due to responsibilities he had toRead MoreMy Personal Statement On My Life1110 Words   |  5 Pagesthrough the plethora of papers sitting on my desk, hoping to find the career pamphlet that tells me who I am and what I am supposed to be doing with my life, I realize that no one other than myself can answer â€Å"Who am I? Who am I in the process of becoming?† As I begin to map out my future in accordance with my interests and career goals, I realize how lending a helping hand and acting as role models for others have been an essential part of my daily life. I aspire to impact the lives of others, asRead MoreMy Personal Statement On My Life1002 Words   |  5 PagesOnce I’d made my list it took me a while to become willing. Just as doing anything about my drinking or my character defects, my willingness to make proper amends only came when I was hurting, when I was disturbed enough to become willing to do something about it. That my drinking, character defects and harms done affected other people was no prompt to get me into action. I became motivated not because an amend was due but because I was hurting. Am I selfish, self-seeking and self-centred? Yes youRead MoreMy Personal Statement On My Life1526 Words   |  7 PagesThe light from the warm sun streamed through the blinds and bounced off my eyelids as my obnoxious alarm yelled to me that it was time for school. I refused to believe that I had to awake from my fantasy dreams and move out of my heavenly bed, so I aggressively snagged my phone to press snooze, for the fifth time of course. Getting up for school has always been a dying task for me. The thought of leaving my toasty hot blankets and actually getting ready to go to a place that looked like a filthyRead MoreMy Personal Statement On My Life1374 Words   |  6 Pagesdo anything I put my mind to if I was willing to put forth the effort. My parents played the essential role of providing resources that would instill a good work ethic and passion in me. While my options are limitless, I have spent most of my academic career preparing me for a future in scientific research and academia. Enumerable factors have molded me into the passionate person that I am today, so the answer to â€Å"Who are you?† is not simple but is rather a culmination of life experiences. I learnedRead MoreMy Personal Statement On My Life872 Words   |  4 Pagesthat adds to my identity is that I am a female, long hair, voice, and I wear makeup. I feel like it is also obvious that I have anxiety. I tend to exhibit a lot of anxious actions and I believe that is pretty easy for people to spot out. My parental duties make me feel different. I have two children, (Maelee, Kyrie) one of which has a lot of medical issues and autism. I feel different compared to the other parents because when I attend public functions, I usually can only take my youngest daughterRead MoreMy Personal Statement On My Life1264 Words   |  6 Pagescompare my past to my future, my dreams to my reality, my love to my loss. When I was a wee boy in Ireland, I had of course thought to escape the squalor and poverty plaguing my community and family. I spent most of my time working around town doing odd jobs around Mrs. O Flanagan s yard or herding Mr. Davey’s sheep, rather than going to school. You see, both out of necessity and I desire, grew up on land. I’ll tell you, no arithmetic or geography could’ve taught me the lessons of life that I earned

Creative Retention Strategies That Are Used by Organization Today Free Essays

With the fast changing economic market conditions, companies are facing very high pressure to perform which require them to have the best people to work with, to retain their experience minds; they want to be the most preferred employer in the eyes of their prospects (future employee). To retain their best talent companies are adopting various creative strategies. According to DQ-IDC recent survey on the reasons that make people change the job, the most important reason was salary compensation but apart from that Career Development, Location, Flexibility of office hours, Job Security, Organization Culture Welfare policies emerged as the main reason of changing job. We will write a custom essay sample on Creative Retention Strategies That Are Used by Organization Today or any similar topic only for you Order Now There is not much change on the attrition front we have seen even after following many strategies; the biggest attrition rate is still in IT industry which is 18%, followed by banking financial companies. The average retention rate has dropped from 82% in 2007 to 79% in 2008. Now when we look what companies are doing to retain their employees, we can find many interesting thing. Some of the creative retention strategies/practices followed by companies are 1. Flexi timing: – Many Companies are following this technique like Aditi technologies, Sap Labs etc. It seems these companies have got the right software of flexible timing. 2. Fun @ Work:- Many companies have made fun an integral part of the working their companies values, some of them have linked the fun with their performance appraisal system like Wipro BPO, Acclairis Business solution pvt. Ltd., VCustomer Corp. etc. 3. Training Development opportunity: – Many companies have understood that their people are the most important assets that’s why they want a continuous up gradation of their employee through short term training development programmes. 4. Respect Your Employee: – When we look at the recent survey on â€Å"Employee retention† we can find respect recognition at the work place has emerged as the one of the main reason of changing job. Almost every company is trying hard to pay due respect to their employee by many programme. On the spot award, Self Appraisal, Foreign trips, â€Å"Get well soon† Flower bouquets for ill employee or family members are such programmes to show the respect towards the employees. 5. Empower Your employee: – It is not a matter of surprise that Marriott Hotel India every employee is called â€Å"Associates† and the â€Å"Sir† culture is absent there, Associates are empowered enough to take decision, the same way RMSI who have freed his employee to calculate their own performance bonus, at any time on the internet. 6. Bridge the Gap:- Programmes such as â€Å"Coffee with GM† in Marriott Hotel, â€Å"Good Morning Qualcomm† in Qualcomm, Breakfast meeting by CEO etc Are tool to improve the communication fill the communication gap between Manager their subordinate also to bring fairness in the system. 7. Work with Friends: – Many companies like Perot System hires 40% of the employee through employee referral channel to create a friendly college like environment to bring a sense of belongingness among the employee. 8. Best Reward System:- Many organization started self chosen reward system in which an employee could decide his/her own target reward, organization are adopting 3600 performance appraisal system to bring the fairness in appraisal system. Apart from above example I have seen many interesting example like Mind Tree consulting’s â€Å"Baby’s Day Out† programmes, Antakshri programme, Departmental Day Outs, Annual Spring party, Sabbatical for social services, Cadbury day, Dhoom machale etc. are some example followed in different organization to control the attrition. After looking all the above aspects in nut shell companies should keep in mind the most widely accepted HR definition which is the best mantra to retain the employee that is—- â€Å"The genuine concern of people†. How to cite Creative Retention Strategies That Are Used by Organization Today, Essay examples

Business Case for HRM Initiative Free-Samples for Students

Question: Discuss the Importance of Cost-Benefit Analysis, Return on Investment (ROI) and short/long term Evaluation. Answer: HRM initiative The Chief Executive Leadership Development program is a HRM initiative that was designed to help develop creative leadership skills among the Chief Executive Officer. Through the Centre for Creative Leadership, the Chief Officer Development Program (CODP) has emerged to be essential in improving the performance of leader. This study examines the anticipated outcomes of the development program on the participants. It also examines the contributions of the program on the positive development of the clients. The paper is thus established based on a research-oriented audience thus enhance the evaluation of the development program on the leadership. This business case is based on the program that was conducted on various leaders as explained Anderson (2007). Interestingly, over forty-one superintendents participated in the program and completed the leadership-training program (Rees 2015). However, for the evaluation purposes, this paper has focused on 38 superintendents. Given the signifi cance of the program, it has attracted additional trainees. Without a doubt, it would be prudent to describe the program and its rationale. Based on the study, the findings will be discussed, evaluated, and presented, as well as provide the implications of such findings for the program. The Leadership Development Program Chief Officer Development Program is an important HRM initiative that offers the leadership development experience for the superintendents in California. The anticipated beneficiaries of this program are the public school superintendents. The Californian Education Department has always emphasized the significance of developing the school principals to ensure they meet the expected leadership or superintendent level as a natural step (Monarth 2015). Since the adoption of the leadership development program, it has expanded the leadership capacity of superintendents thus stimulating their continued efforts for career and personal growth. Through the Centre of Creativity, the Department Education has helped to design the leadership program to help it in meeting the expectations and market demand. Program Description The leadership development program encompasses several initiatives meant to develop the leaders and market them productive to the society. It entails the classroom portion, the follow-up year back program, and the reflecting the public leadership development initiatives (Day 2014). In this year, the admitted superintendents have been enhanced to work towards the set goals upon the completion of every classroom session. This effort is never a walk in the park, as the superintendents have to work with the executive facilitators assigned to each superintendent. The available superintendent must have relevant experience to fill the developmental roles, such as supporter, advisor, confidant, and guide (Castelli 2016c). Besides, the executive facilitators seem to encourage the superintendents to continue reflecting and introspecting through the journal writings to understand the concept. The classroom sessions offer the superintendents the six-day residential experience. However, the superintendent must first complete various personality-type measures while their co-workers undertake their tests on the perceptions, skills, and behaviours (White, Hilliard, Jackson 2011). This is important because the training program empathizes on improving the participants understanding of the superintendents styles and preferences as well as their strengths and weaknesses as leaders and managers (Dunoon Langer 2011). The assessment is conducted on the first day, after the staff members have observed the leaderless group-discussion exercises. Based on the anticipated feedback and interaction, the training program is intensive. Interestingly, it involves the feeding back of the scores of assessment and measures thus ensure the superintendents integrate and understand the leadership-training program. It is upon the participants to offer feedback regarding the behaviours they have observed throughout the week through the provided models for understanding and interpreting the managerial role. For instance, the superintendents are expected to understand the managerial roles, such as leadership styles, decision-making, planning, controlling, and providing feedback. The group-exercise experience illustrates the platform upon which the models are applicable. The executive facilitators encourage the superintendents to practice the lessons they have learned at the end of every session to help them in setting the goals. The most important factor is the establishment of the goals based on the learned concepts. The individual goals are always set by the superintendent in the public leadership development programs to facilitate career growth. In these goals, the trainees have to in the leadership development program would focus on accomplishing the goals, such as improving physical fitness, pursue doctoral programs, and become visible. The executive facilitators have to encourage the superintendents to choose goals that focus on career development, personal growth, community involvement, and family relationships. The learning project goals are also important during the leadership-training program (Ladewig Rohs 2000). These goals ensure the trainee develop skills relevant to the organizational improvement. Under this program, the executive facilitators encourage superintendents to identify projects that focus on their personal development. For instance, the projects that impart the coaching skills can help improve the relationship in the institution, in particular, between the principal and the school board. For the elected superintendents, the Californian Education Department considers those who have completed the programs to enjoy additional benefits. For example, when the elected superintendent completes the training successfully, such as utilize the facilitators, attend classroom, make progress, and engage in journal writing, such a trainee would receive an increase in salary of about $4,500. Program Design Rationale The development program is designed to teach the leadership skills and strategies to the superintendents. It thus supports and enhances the continued leadership expansion and capacity. Without a doubt, this training program offers the best opportunities for the principals to understand their personal growth potentials thus improve their effectiveness as leaders as explained by Said, Pemberton, and Ahmad (2013). It begins with the traditional feedback mechanism experience based on classroom environment (Kirchner Akdere 2014). The assumption in this approach shows that an individual would develop upon understanding his or her weaknesses and strengths. With the weaknesses knowledge, it becomes possible for an individual to exert effort to build the strengths and improve knowledge. As a result, they can build their self-confidence thus maximizes their strengths. The classroom experience is a motivational component. With the feedback, the participants can get motivated on the leadership development program. 2.Cost-benefit analysis The cost benefit analysis is one of the methods that have been used to assess or investigate the benefits of an investment with respect to the costs. Without a doubt, the leadership program can be beneficial or costly. However, through the cost/benefit analysis, it is possible to determine the costs or benefits of such a program (Wang et al. 2003). This process will involve the superintendents who will be asked to justify the whether the leadership training is beneficial or costly. The Leadership Training Centre had convened the leadership development evaluators and funders to help in exploring the benefits and costs of investing in this program. The organization had conducted the least study on the program thus called for a comprehensive calculation of the costs and benefits (Persky 2001). Like other companies, the learning institutions also wish to demonstrate the results of leadership training on their principals through the costs/benefit analysis process. The leadership development evaluators, facilitators, funders, and staff discovered that most non-profit organizations rarely consider the cost-benefit evaluation process on its leadership development program. The institution sought the opinions of various stakeholders on the costs that the program was costing the participants. According to the respondents, the participants or superintendents incurred $1000-50000 and $50000-100000 on the leadership development programs. Although the cost incurred by the participant is never the only parameter used to measure the significance of the course, it respondents must determine the results or benefits to justify the costs. It is important to use an intermediate assessment method to measure the long-term benefits of these programs at different levels, such as community, individual, and organizational levels. In the current model of training, the superintendents will participate in seminars, individualized learning plans, individualized and collaborative projects, customized assignments, and teamwork programs. Cost-benefit relationship In the current model, the cost per superintendent stood at $80,000 per year, especially for the non-residential leadership-training program. With this cost, it is evident that the current program is a revised approach that can benefit the targeted audience. Importantly, the institution offers some free services and programs that are never considered (Wang et al. 2003). For example, the online brochures indicate that the training institute only charge on tuition and related programs. However, it offers free travelling for travelling from one program hall to another. The learning institution also covers other expenses. Technical and financial support has formed the basis of learning plan and project. The institution of learning has described benefits using stories and data. For example, the leadership trajectories involved the use of career tracks, reviewed resumes and self-report. With the self-report, the superintendents were expected to identify the career growth program. Career progression is part of the benefits associated with the program. The value-added programs form the basis of career success. The anticipated benefits may be beyond the financial value. However, the overall benefits will be $4,000,000 evident in the improved performance, productivity, and reduced costs. Return on Investment (ROI) As part of the human resources development program, measuring the ROI is essential in determining the significance of the training and development programs (Botchkarev Andru 2011). Interestingly, the leadership educators or executive facilitators would ask for RIO information based on the program offered. Measuring the return of a training program is indisputable. According to various studies, most professionals engage in the development and training have shared challenges relating to the returns relating to the training investment (Castelli 2016b). The executive facilitators no long used the traditional evaluation methods to measure the returns. The HR professionals and leadership educators use different methods to evaluate the returns thus determine the worth of the training program. Regarding the leadership development program, the institutions spend fortunes on the employee development (Botchkarev Andru 2011). For instance, the schools sponsor superintendents to pursue the leadership development program at a cost. It is thus critical for the institution to ascertain the benefits and costs of the training initiative. Sen (2000) has demonstrated the technical trainings and sales offered the best ROI than managerial training programs. For example, the institution evaluated its training programs with respect to the profitability. To calculate the return on investment, the facilitator can use the following formula: The provided formula shows that the amount of organizational results in dollars based on the increased revenues and organizational savings that result from training. This outcome or benefits of training have been divided by the operational or training costs (Botchkarev Andru 2011). For example, the total costs that the superintendent has to incur to complete the training program are $80,000. This cost is inclusive of all other relevant courses pursued. The benefits of this training are incomparable. However, upon the completion of the program, the quality and productivity of the principal will stand at $4,000,000. To this effect, the return on investment would be: =525% The result thus indicates that each dollar invested would give a return of $5.25 beyond the program cost. Unfortunately, some benefits have no financial connotation thus the researcher has to convert them into financial benefits. This is possible only where there is precision and source is reliable (Botchkarev Andru 2011). Nevertheless, the leadership program is beneficial to the superintendents as it improves their managerial roles and responsibilities. The overall benefits will be evident in the productivity and performance of customers or students. Rees (2015) held that training programs should be in tandem with the needs and expectation of the organization. It has to be expressed as organizational results. The return on investment offers an important strategy to validate the significance of training effectiveness in achieving organizational needs. With the help of the actual and costs of the leadership training program, it is possible to confirm the benefits as predicted from th e planning stage. Training solutions are evident in the organizational results. It is thus important for the stakeholders to track results by identifying the relations between organizational results and training (Castelli 2016a). To make these actions viable, it is critical to determine the performance indicators to place the financial value. In the case study, the performance indicators include quality improvement, productivity improvement, work procedures and habits, and time saving (Atwell 2006). Evaluation The training program is essential in improving the quality and capability of the participants. Nevertheless, the principles will justify their performance through evaluation. The leadership-learning program has enhanced the leadership outcomes by evaluating the outcomes using different methods. Leadership Outcomes Categories The evaluation process of the leadership outcomes will be possible by seeking and promoting: Organizational Leadership Capacity Personal Transformation and Mastery Community Leadership Capacity Core Leadership Competencies Short-term and long-term outcomes The outcomes associated with this leadership-training program are founded on transforming the community and organizational capacity building. To achieve the training goal, the leadership participation program by developing and deepening the time. Without a doubt, the short-term impact is difficult to measure (Cutler, Jessup, Kenkel, Starr, 2015). The society has recognized the challenges and opportunities relating to develop approaches and projects to capture transformation and change. The stage of growth is critical in developing benchmark thus assess the organizations, communities, and individual thus nurture the leadership capacity. Possible Steps The possibilities of improving the community requires creativity in thinking through learning and understanding the impact of the leadership training programs. The possibilities expected in this program include: Elaborating and refining indicators and questioning Sharing experience to evaluate outcome Business Case Summary Leadership training program is essential for the development and improvement of the management of institutions. Through the training program, the superintendents will emerge as the winner. The training outcomes have defined the leadership capacity of principals. The HRM initiative is to improve the performance of institutional through capacity building (Day 2014). The HRM initiative takes care of the career progression and growth form the basis of development. Nevertheless, the institutions need to invest in the personnel training programs to remain competitive. To make the vision realistic, the learning institutions have to offer relevant programs. As such, the superintendents would benefit from the continued support and efforts to train them on new management capacity. Critical Reflective Analysis The Business Case is never an easy task, because I had to understand the significance of leadership training development program. Business case required the skills and broader knowledge of relating to professional training. Despite the challenges, I had to maximize the potential and costs of every training program. For instance, I ensured that I focused on the deliverable relating to leadership training program. Through an extensive research, I managed to access the relevant information to meet the expectations of the trainees. This process was essential as I managed to acquire skills and knowledge required to manage the institutions. The major lesson learned from this business case is that capacity building and training would improve performance. Reference List Anderson, S. (2007) Evaluation of youth leadership training programs, Journal of Youth Development, vol. 1, no. 3. DOI: https://doi.org/10.5195/jyd.2007.372 Atwell, A. (2006) Designing an Indonesian leadership training program: reflections upon decisions made, International Journal of Doctoral Studies, vol. 1, pp. 1-19. (Available at https://www.ijds.org/Volume1/IJDSv1p001-019Atwell01.pdf) Botchkarev, P. Andru, A. (2011) A return on investment as a metric for evaluating information systems: taxonomy and application, Interdisciplinary Journal of Information, Knowledge, and Management, vol. 6, pp. 245-269. (Available at https://www.ijikm.org/Volume6/IJIKMv6p245-269Botchkarev566.pdf) Castelli, P.A. (2016 (2016c) Leadership development methods and activities: content, purposes, and implementation, Journal of Management Development, vol. 35, iss. 2, pp. 237-260 [https://dx.doi.org/10.1108/JMD-09-2015-0125] Castelli, P.A. (2016a) Reflective leadership review: a framework for improving organisational performance, Journal of Management Development, nol. 35, iss. 2, pp. 217-236. [https://www.emeraldinsight.com/doi/pdfplus/10.1108/JMD-08-2015-0112] Castelli, P.A. (2016b) Leadership styles and organizational commitment: literature review, Journal of Management Development, vol. 35, iss. 2, pp. 190-216. [https://dx.doi.org/10.1108/JMD-01-2015-0004] Cutler, D.M., Jessup, A., Kenkel, D., Starr, M.A. (2015) Valuing regulations affecting addictive of habitual goods, Journal of Benefit-Cost Analysis, vol. 6, iss. 2, pp. 247-280. (Available at https://scholar.harvard.edu/files/cutler/files/s2194588815000445a.pdf) Day, D. V. (2014) The Oxford handbook of leadership and organizations. Oxford University Press, New York. Dunoon, D. Langer, E. 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(2001) Retrospectives: cost-benefit analysis and the classical creed, Journal of Economic Perspectives, vol. 15, no. 4, fall, pp. 199-208. (Available at https://pubs.aeaweb.org/doi/pdfplus/10.1257/jep.15.4.199) Rees, W. D. (2015) Skills of Management and Leadership. Palgrave Macmillan, New York. Said, H., Pemberton, L.A., Ahmad, I. (2013) Effectiveness of leadership training programs in public universities of Malaysia in developing students knowledge of leadership, World Applied Sciences Journal, vol. 28, no. 1, pp. 1-8. (Available at https://www.idosi.org/wasj/wasj28(1)13/1.pdf) Sen, A. K. (2000) The discipline of cost?benefit analysis, Journal of Legal Studies, vol. 29, iss. 2, pp. 931-952. (Available at https://nrs.harvard.edu/urn-3:HUL.InstRepos:3444801) Wang, S., Middleton, B., Prosser, L.A. Bardon, C.G. et al. (2003) A cost-benefit analysis of electronic medical records in primary care, The American Journal of Medicine, vol. 114, iss. 5, pp. 397-403. (DOI: https://dx.doi.org/10.1016/S0002-9343(03)00057-3) White, E.D., Hilliard, A., Jackson, B.T. (2011) Intentions and feedback from participants in a leadership training program, Journal of College Teaching

The Secret Service Essay Example For Students

The Secret Service Essay The Secret Service was created in 1865 as a federal law enforcement agency within the Treasury Department. It derives its legal authority from Title 18, United States Code, Section 3056. It was established for the express purpose of stopping counterfeiting operations which had sprung up in this country following the introduction of paper currency during the Civil War (Treasury, 2002, Online). The Secret Service maintains its role as guardian of the integrity of our currency, but today also investigates crimes involving United States securities, coinage, other government issues, credit and debit card fraud, and electronic funds transfer fraud. The most obvious of its other activities is executive protection, which began after the assassination of President McKinley in 1901(Treasury, 2002, Online). We will write a custom essay on The Secret Service specifically for you for only $16.38 $13.9/page Order now In the 1800s, Americas monetary system was very disorganized. Bills and coins were issued by each state through individual banks, which generated many types of legal currency. With so many different kinds of bills in circulation, it was easy for people to counterfeit money. The Secret Service officially went to work on July 5, 1865. Its first chief was William Wood. Chief Wood, widely known for his heroism during the Civil War, was very successful in his first year, closing more than 200 counterfeiting plants. This success helped prove the value of the Secret Service, and in 1866 the National Headquarters was established in the Department of the Treasury building in Washington, D.C (Treasury, 2002, Online). During the evening of the same day President Lincoln established the Secret Service, he was assassinated at Fords Theatre in Washington, D.C., by John Wilkes Booth. The country mourned as news spread that the President had been shot (White House, online). It was the first time in our nations history that a President had been assassinated and it was the reason that the Congress eventually, after two more presidential assassinations, added Presidential protection to the list of duties performed by the Secret Service. Since 1901, every President from Theodore Roosevelt on has been protected by the Secret Service. In 1917, threats against the President became a felony and Secret Service protection was broadened to include all members of the First Family (White House, online). In 1951, protection of the Vice President and the President-elect was added. After the assassination of Presidential candidate Robert Kennedy in 1968, President Lyndon B. Johnson (1963-1969) authorized the Secret Se rvice to protect all Presidential candidates. Over the years, the Secret Services function has continued to change and grow. Its functions include: Protecting the President and Vice President and their families, candidates for those offices, former Presidents and their families, and visiting heads of foreign states and governments; Enforcing laws against counterfeiting currency, coins, or securities of the United States; Enforcing laws against fraud or forgery of Government checks or bonds, and other securities and obligations of the United States; Investigating credit and debit card fraud, computer fraud, and electronic fund transfer fraud; Furnishing physical security for the White House, the Main Treasury Building, and foreign embassies and missions in Washington, New York and other cities. (Treasury, 2002, Online). These functions are directly reflected, below, in their mission statement and fall into two distinct categories the investigative mission and the protective mission. The United States Secret Service is mandated by statute and executive order to carry out two significant missions: protection and criminal investigations. The Secret Service protects the President and Vice President, their families, heads of state, and other designated individuals; investigates threats against these protectees; protects the White House, Vice Presidents Residence, Foreign Missions, and other buildings within Washington, D.C.; and plans and implements security designs for designated National Special Security Events. The Secret Service also investigates violations of laws relating to counterfeiting of obligations and securities of the United States; financial crimes that include, but are not limited to, access device fraud, financial institution fraud, identity theft, computer fraud; and computer-based attacks on our nations financial, banking, and telecommunications infrastructure. Protection remains the Secret Services primary mission. The Secret Service Uniformed Division shares in accomplishing this mission through its protection of the White House and its immediate surroundings, as well as the residence of the Vice President, and over 170 foreign embassies located in Washington, D.C. Originally a force comprised of a few members of the military and the Metropolitan Police Department, it began formalized protection of the White House and its grounds in 1860. This unit was under the direction of the White House Military Aide until July 1, 1922 when President Warren G. Harding prompted the establishment of a White House Police Force. It was not until 1930, after an unknown intruder managed to walk into the White House dining room, that President Herbert Hoover recognized the need for the White House Police and the Secret Service to join forces. President Hoover wanted the Secret Service to exclusively control every aspect of Presidential protection; therefore, Congress placed the supervision of the White House Police under the direction of the Chief of the Secret Service. In 1970, Public Law 91-217 expanded the role of the White House Police, newly named the Executive Protective Service, to include protection of diplomatic missions in the Washington, D.C.,area. Congress later added the protection of the Vice Presidents immediate family to the Executive Protective Services growing responsibilities in 1974. After several name revisions, the force officially adopted its current name, the United States Secret Service Uniformed Division in 1977. The Special Agent Division assists with the Secret Services protective mission through their work with personal protection. Agents in this division are responsible for the welfare, safety, and protection of certain eligible individuals. The Secret Service protective methods are generally the same for all individuals protected. Permanent protectees, such as the President and the First Lady, have details of special agents assigned to them. Temporary protectees, such as candidates and foreign dignitaries, have details of special agents on temporary assignment from Secret Service field offices. The Secret Service does not discuss methods or means in any detail, however generally speaking, the advance team surveys each site to be visited. From these surveys, the members determine manpower, equipment, hospitals, and evacuation routes for emergencies. Fire, rescue, and other public service personnel in the community are alerted. A command post is established with full communications facilities. The assistance of the military, federal, state, county, and local law enforcement organizations is a vital part of the entire security operation. Before the protectees arrival, the lead advance agent coordinates all law enforcement representatives participating in the visit. Personnel are posted and are alerted to specific problems associated with the visit. Intelligence information is discussed, identification specified, and emergency options outlined. Prior to the arrival of the protectee, checkpoints are established, and access to the secured area is limited. During the visit, Secret Service and local law enforcement personnel form a network of support for members of the detail surrounding the protectee. The Secret Service command post acts as the communication center for protective activities, monitors emergencies, and keeps all participants in contact with one another. After the visit, agents analyze every step of the protective operation, record unusual incidents, and suggest improvements for the future. Protective research is an integral component of all security operations. Agents and specialists assigned to protective research evaluate information received from law enforcement/intelligence agencies and a variety of other sources regarding individuals or groups who may pose a threat to Secret Service protectees. They review questionable letters and emails received at the White House and maintain a 24-hour operation to receive, coordinate and disseminate protection-related information. While most people associate the Secret Service with Presidential protection, their original mandate was to investigate the counterfeiting of U.S. currencywhich they still do. The Secret Services primary investigative mission is to safeguard the payment and financial systems of the United States. This has been historically accomplished through the enforcement of the counterfeiting statutes to preserve the integrity of United States currency, coin and financial obligations. Since 1984, their investigative responsibilities have expanded to include crimes that involve financial institution fraud, computer and telecommunications fraud, false identification documents, access device fraud, advance fee fraud, electronic funds transfers, and money laundering as it relates to their core violations. Three different divisions assist the Secret Service in accomplishing this investigative mission the Special Agent Division, the Financial Crimes Division, and the Forensic Services Division. Due to my personal interests, I found the Forensic Services Division particularly interesting. Forensic examiners in the Secret Service Forensic Services Division (FSD) provide analysis for questioned documents, fingerprints, false identification, credit cards, and other related forensic science areas. Examiners use both instrumental and chemical analysis when reviewing evidence. FSD also manages the Secret Services polygraph program nationwide. The division coordinates photographic, graphic, video, and audio and image enhancement service, as well as the Voice Identification Program. In addition, FSD is responsible for handling the Forensic Hypnosis Program. Much of the forensic assistance the Secret Service offers is unique technology operated in this country only by FSD. The Secret Service has approximately 5,000 employees, and field offices located throughout the continental U.S.; in Alaska, Hawaii, and Puerto Rico; and liaison offices in Paris, France; London, England; Bonn, Germ any; Rome and Milan, Italy; Hong Kong, China; Ottawa, Montreal and Vancouver, Canada; Nicosia, Cyprus; Bogota, Colombia; Manila, Philippines; and Bangkok, Thailand. It has more than 2,100 special agents who are rotated throughout their careers between investigative and permanent protective assignments. Agents assigned to investigative duties in the Services field offices also serve as a source of additional manpower for temporary protective details, such as those for candidates or visiting foreign dignitaries. The Secret Service also has approximately 1,200 officers in the Uniformed Division. Officers of the Uniformed Division carry out their protective responsibilities through special support units (Countersniper, Canine Explosive Detection Team, Emergency Response Team, Crime Scene Search Technicians, Special Operations Section, Magnetometers) and a network of fixed security posts, foot, bicycle, vehicular and motorcycle patrols. Numerous specialists in a wide variety of occupations contribute their expertise to the Secret Services investigative and protective missions. They include security specialists, electronics engineers, communications technicians, research psychologists, computer experts, armorers, intelligence analysts, polygraph examiners, forensic experts, and professionals in many other fields. The United States Secret Service is dramatically different today than it was just three years ago. This is primarily due to the events surrounding September 11, 2001. That morning, there were 4,600 employees of the Secret Service deployed around the world while a special contingent was with President George W. Bush at an elementary school. In a matter of minutes, the Secret Service deployed armed agents into Lafayette Park to clear it and evacuated the Capitol and west wing of the White House. Four planes had been hijacked by terrorists, the World Trade Center was in ashes, the Pentagon had been hit, and the nation knew that it was at war. What kind of war, and how it would involve the Secret Service would remain to be seen. .u8afc73cd37a2b198158ff2367236d93d , .u8afc73cd37a2b198158ff2367236d93d .postImageUrl , .u8afc73cd37a2b198158ff2367236d93d .centered-text-area { min-height: 80px; position: relative; } .u8afc73cd37a2b198158ff2367236d93d , .u8afc73cd37a2b198158ff2367236d93d:hover , .u8afc73cd37a2b198158ff2367236d93d:visited , .u8afc73cd37a2b198158ff2367236d93d:active { border:0!important; } .u8afc73cd37a2b198158ff2367236d93d .clearfix:after { content: ""; display: table; clear: both; } .u8afc73cd37a2b198158ff2367236d93d { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u8afc73cd37a2b198158ff2367236d93d:active , .u8afc73cd37a2b198158ff2367236d93d:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u8afc73cd37a2b198158ff2367236d93d .centered-text-area { width: 100%; position: relative ; } .u8afc73cd37a2b198158ff2367236d93d .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u8afc73cd37a2b198158ff2367236d93d .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u8afc73cd37a2b198158ff2367236d93d .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u8afc73cd37a2b198158ff2367236d93d:hover .ctaButton { background-color: #34495E!important; } .u8afc73cd37a2b198158ff2367236d93d .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u8afc73cd37a2b198158ff2367236d93d .u8afc73cd37a2b198158ff2367236d93d-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u8afc73cd37a2b198158ff2367236d93d:after { content: ""; display: block; clear: both; } READ: Mozart Argumentative EssayOn October 26, 2001, in a crowded White House Press Room, President George W. Bush signed the Patriot Act, a broad-sweeping anti-terrorism bill. The full text of his speech is included on the White House web site, along with a recorded TV version. The President explained in his speech that this bill is an essential step in defeating terrorism, while protecting the constitutional rights of all Americans and giving intelligence and law enforcement officials important new tools to fight a present danger (Bush, 2001, Online). The changes, effective today, will help counter a threat like no other our nation has ever faced. Weve seen the enemy, and the murder of thousands of innocent, unsuspecting people. They recognize no barrier of morality. They have no conscience. The terrorists cannot be reasoned with. . .But one thing is for certain: These terrorists must be pursued, they must be defeated, and they must be brought to justice. . .Since the 11th of September, the men and women of our intelligence and law enforcement agencies have been relentless in their response to new and sudden challenges (Bush, 2001, Online). Less than three days after the attack, the Secret Service held a press conference and the spokesman started out by pointing out that the Treasury Department has a strong personal agenda following the attack, since ATF, Customs, IRS CI and the Secret Service all had facilities at the World Trade Towers that were completely destroyed by Tuesdays terrorist actions (2001, FAS online). The spokesman then explained that in addition to the more traditional law enforcement role, Treasury is committed to fighting terrorism wit h every asset that we have available and then announced that Treasury has established an inter-agency team dedicated to the disruption of terrorist fundraising. The team is designed to increase our ability to identify foreign terrorist groups, assess their sources and methods of fundraising, and provide information that will make clear to law enforcement officials how terrorist funds are moved. This team will ultimately be transformed into a permanent Foreign Terrorist Asset Tracking Center in the Treasury Departments Office of Foreign Asset Control(OFAC). This is an extraordinary effort that really illustrates the Treasury Departments creativity in developing new ways to combat terrorists (2001, FAS Online). And in a very unusual cooperative effort, the Secret Service, the FBI, and the private sector, have joined forces to create a national Cyberthreat Response and Reporting System. The first step was a reporting procedure and guidelines for companies to report violations, and these guidelines were published in the trade journal for CIOs (CIO, 2002). The CIO Cyberthreat Response Reporting Guidelines provide step-by-step information on how businesses should plan and respond to attacks on their information systems, including worms, viruses, hacks and other breaches. The guidelines advise CIOs and business leaders to establish a relationship with law enforcement today, before their next attack happens. The document also provides suggested points of contact, as well as an easy-to-follow report form detailing the initial information law enforcement needs to investigate. Also, the FBI and the United States Secret Service are expanding the ways that they can share federal jurisdiction for investigating and prosecuting cybercrime across state lines. The need for cyber reporting guidelines came to the forefront at a CIO magazine conference in October 2001 when a United States Attorney addressed CIOs on law enforcement post September 11th and the need for businesses to report cybercrime to officials. Discussions are also underway for determining ways in which the Secret Service can work with the INS. As Miller (2001), points out Nearly half a billion foreigners enter the U.S. each year, and the most stringent demand many of them will face is filling out a form asking where theyre headed; the forms are then shipped off to storage, where they probably wont ever be seen again. What the country needs is a high-tech method of tracking foreigners as they enter and leave. Right now, the federal government doesnt even know how many people are in the country with expired visas, let alone who they are or where they live (Miller, 2001, 21). It is safe to surmise that the Secret Service will be greatly involved in determining whos here and why. Some have said that the events of September 11 took the Secret Service by surprise. Indeed, authors such as Steven Emerson have been writing about Islamic terrorists in the United States since the early 1990s. In his troubling book American Jihad, Emerson details how the United States government and the Secret Service are actively monitoring terrorist cells affiliated with Osama bin Ladens al Qaeda network in eleven cities, from Florida to Boston to Denver to Houston. In January 2003, W. Ralph Basham was sworn in as the 21st Director of the United States Secret service. Director Basham was charged with developing a post September 11th strategic plan that could meet the challenges the Secret Service face in their ever expanding mission after being realigned under the Department of Homeland Security. In his strategic plan, Director Basham addresses the Secret Services goals and obje ctives, along with the means and strategies to accomplish them. The Secret Service has three goals the protective strategic goal, the investigative strategic goal, and the support strategic goal (Secret Service, online). The protective strategic goal is to protect the nations leaders, visiting world leaders, and other protectees as well as reduce threats posed by global terrorists and other adversaries. This goal is accomplished through two different objectives. The means and strategies for each of those objectives are as follows:Objective Ensure the physical protection ofprotectees. Means Strategies Maintain a protective intelligence program as a critical component of the risk management process. Identify and investigate groups, individuals, and emerging technologies that may pose a threat to protectees. Formalize the risk management process as a decision-making tool to improve resource allocation decision-making. Continue to develop the National Threat Assessment Center to enhance the risk assessment process. Leverage U.S. intelligence assets to improve early warning of threats posed by adversaries and assessments of their capabilities. Deploy countermeasures that ensure the protection of the President, Vice President, visiting foreign dignitaries, and other protectees. Enhance the ongoing protective review process, including continued review and evaluation of protective details and support staffing guidelines. Continue to assess and enhance security measures at the White House complex and other facilities under our protection. Effectively use locally available resources when appropriate to meet mission requirements. Continue to develop and implement the Emergency Preparedness Program in compliance with statutory and executive mandates. Objective Prevent terrorism directed toward SecretService protectees, protected facilities,citizens and visitors at events ofnational significance. Means StrategiesContinue to refine the process by which we design, plan, and implement security for designated National Special Security Events (NSSEs). Work with external partners to prevent the use of terrorist weapons at Secret Service protected sites and against individuals receiving Secret Serviceprotection. Maximize interagency cooperation among federal, state, and local entities to take advantage of each agencys specific expertise and resources. Expand participation in domestic Joint Terrorism Task Forces by lending greater support in tracing terrorists financial assets and investigating falseidentification cases. Promote field liaison with local law enforcement to assist in preventing targeted violence. Enhance Special Event Staffing and Response Plans to include a rapid response team to gather and analyze investigative information on individuals or groups who have threatened our protectees or designated national security events. Create an intra-departmental group, whose members are detailed to the Secret Service, to enhance the overall counterterrorism effort for National Special Security Events. The investigative strategic goal is to reduce crimes against our nations financial infrastructure, to include currency and financial payment systems. This goal is accomplished through four different objectives. The means and strategies for each of those objectives are as follows:Objective Reduce losses to the public attributableto financial and electronic crimes,counterfeit currency, and identity theftcrimes that are under the jurisdiction ofthe Secret Service. Means StrategiesPrioritize investigative cases, focusing on:#61692;cases with a direct and obvious connection to terrorism (domestic and foreign),#61692;cases within our investigative jurisdiction that pose a threat to our nations critical infrastructure sectors,#61692;cases that are transnational in nature,#61692;cases that have clear national or economic security implications, and#61692;major interstate cases. Expand the Secret Service presence abroad, including international electronic crimes task forces (ECTFs), and use these resources as a linchpin to establishan outer perimeter of protection for the U.S., allowing the prevention, detection, and disruption of potential terrorist and criminal threats, whetherto protectees, critical infrastructure, or financial payment systems. Expand our efforts in combating international counterfeiting activity to ensure worldwide confidence in U.S. currency, in unison with the global progression of dollarization. Objective Prevent attacks against the nationsfinancial services industry andinfrastructure, and other related sectors. Means StrategiesVigorously expand and develop an international network of ECTFs to detect, prevent, and investigate various forms of electronic crimes, includingpotential terrorist attacks against critical infrastructures. Implement physical and cyber security surveys for selected foreign and domestic strategic assets and facilities. To prevent fraud, recommend industry safeguards that are based on identifying and assessing systemic weaknesses. Protect the integrity and reliability of the financial services industry through the use of ECTFs, aggressive investigation, risk assessment, information sharing, and development of safeguards through collaboration with private industry and academia. Objective Enhance partnerships with foreign anddomestic stakeholders to reduce financialcrimes which threaten currency andfinancial systems worldwide. Means StrategiesUse our developing national and international networks of ECTFs to prevent, detect, and investigate various forms of electronic crimes, including potential terrorists attacks against critical infrastructures and financial payment systems. Increase liaison, training, and other services to foreign and domestic financial institutions and law enforcement agencies to combat financial and electronic transnational crimes victimizing U.S. financial institutions, businesses, and consumers. Increase communication and cooperation with members of financial services and reprographics industries, law enforcement agencies and prosecutors, and the information technology sector. Continue to educate members of Congress and their staffs regarding our foreign and domestic investigative mission. Suggest statutory changes tomore effectively investigate and prosecute crimes under our jurisdiction. Promote public awareness of Secret Service investigative programs. Continue to act as a purveyor of best practices and physical/cybersecurity methodologies, and disseminate criminal intelligence information to local, state, federal, and foreign law enforcement agencies and the private sector to increase their efficiency in investigating transnational crime and securing key strategic assets in both the government and private sector. Provide training to local, state, and foreign agencies regarding counterfeit currency, assist these agencies with their sizeable local and state cases, and increase the amount of information concerning counterfeit notes that is available to our law enforcement counterparts. Objective Aggressively support the protectiveoperations of the Secret Service withinvestigative capabilities. Means StrategiesFully implement the Critical Systems Protection Initiative concept at the White House complex and NSSEs, as well as at other critical venues, toaddress cybersecurity issues that have protective implications. .u70e217eadf41bc6f7a67d3b356d2e552 , .u70e217eadf41bc6f7a67d3b356d2e552 .postImageUrl , .u70e217eadf41bc6f7a67d3b356d2e552 .centered-text-area { min-height: 80px; position: relative; } .u70e217eadf41bc6f7a67d3b356d2e552 , .u70e217eadf41bc6f7a67d3b356d2e552:hover , .u70e217eadf41bc6f7a67d3b356d2e552:visited , .u70e217eadf41bc6f7a67d3b356d2e552:active { border:0!important; } .u70e217eadf41bc6f7a67d3b356d2e552 .clearfix:after { content: ""; display: table; clear: both; } .u70e217eadf41bc6f7a67d3b356d2e552 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u70e217eadf41bc6f7a67d3b356d2e552:active , .u70e217eadf41bc6f7a67d3b356d2e552:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u70e217eadf41bc6f7a67d3b356d2e552 .centered-text-area { width: 100%; position: relative ; } .u70e217eadf41bc6f7a67d3b356d2e552 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u70e217eadf41bc6f7a67d3b356d2e552 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u70e217eadf41bc6f7a67d3b356d2e552 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u70e217eadf41bc6f7a67d3b356d2e552:hover .ctaButton { background-color: #34495E!important; } .u70e217eadf41bc6f7a67d3b356d2e552 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u70e217eadf41bc6f7a67d3b356d2e552 .u70e217eadf41bc6f7a67d3b356d2e552-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u70e217eadf41bc6f7a67d3b356d2e552:after { content: ""; display: block; clear: both; } READ: Circus-Circus Summary EssayAssess physical and cyber security for selected foreign and domestic strategic assets and facilities. Implement a protective advance methodology to identify and address potential adverse effects upon our protective mission, caused by the failure or compromise of information systems, and use Critical Systems Incident Response Teams to respond to threats against those critical systems and networks. Continue to apply computer crime initiatives to protective intelligence cases. The support strategic goal is to provide a responsive support infrastructure to meet the needs of protective and investigative operations. This goal is accomplished through five different objectives. The means and strategies for each of those objectives are as follows:Objective Using sound management practices, recruit,develop, and retain the best-qualified,diverse workforce that is worthy of thepublics trust and confidence. Means StrategiesUse innovative human capital planning techniques to identify the skills needed to perform our mission, target applicants possessing desired skills, and expedite the hiring process without sacrificing quality. Enhance communications among all employees. Identify and reduce or eliminate barriers that inhibit potential growth or impact retention of Secret Service employees. Promote and elevate work expectations and professional conduct. Judiciously review requests for new supervisory positions, taking into consideration sound position management principles and practices. Objective Provide innovative training opportunitiesthat emphasize risk management and thejudgment skills needed to support ourmission. Means StrategiesExpand the training capacity of the James J. Rowley Training Center to provide an academic environment that promotes critical thinking and innovation in the areas of physical, site and event security, threatassessments, antiterrorist intelligence techniques, emergency preparedness, criminal investigations, protection of critical financial infrastructure, andmanagement development. Establish partnerships with academic institutions and professional associations to assess, confirm, and ensure innovative training methodologies. Maximize training opportunities by using emerging technologies, such as modeling, simulation, and distance learning. Develop and implement training programs for state, local, other federal, and foreign law enforcement in the areas of electronic crimes, counterterrorism,counterfeiting, threat assessment, and protective surveys for NSSEs. Objective Utilize science and technology to supportthe protective and investigativeoperations of the Secret Service. Means StrategiesPromote partnerships and representation with interagency technical working groups to include federal, state, private, and academic technicalorganizations, both domestically and internationally. Continue efforts with the reprographics industry to develop and implement a technological solution to the problem of digital counterfeiting. Substantially upgrade the information technology and communications infrastructure and enterprise application systems to enhance our ability to support the Secret Service mission, to improve system reliability, availability, and long-term survivability, and to enhance information security in a digital environment. Further develop and refine our existing database and datamining capabilities to increase our ability to link and develop investigations with other foreign, federal, state, and local law enforcement agencies. Further develop web-based information systems, such as e-library and the counterfeit note search, to enhance information sharing with the bankingindustry and other law enforcement. Develop counterfeit U.S. currency databases to track the amount and movement of known counterfeit notes and their producers, distributors, and financiers. Complete expansion of the Counterfeit Document Database and the Forensic Information System for Handwriting (FISH) to include all 50 states andlocal law enforcement to aid in the effort to identify suspected terrorists. Pursue USSS designation as the host of a national central counterfeit documents laboratory to coordinate and support the investigations conducted by various state and federal agencies, and having central authority over all state and federal identification documents, credentials, and other governmentobligations (counterfeit and genuine). Provide forensic and audio/visual support to a multi-agency consortium of state, local and federal organizations. Make use of 3-D modeling and Simulation Laboratory (SIMLAB) capabilities to enhance future security planning and resource allocation for NSSEs and other protective venues. Expand the Counter-Surveillance Unit database initiative to more rapidly develop investigative leads or patterns indicating possible terrorist surveillance activity or pre-attack planning by a terrorist organization. Explore options for expanding use of the expertise the USSS has developed in the areas of SmartCard/Public Key Infrastructure (PKI). Create a Secret Service Forensic Investigative Response and Support Team (FIRST) comprised of forensic experts in handwriting, ink and paperanalysis, latent print evaluations, video services, photography, polygraph services, audio and video enhancements, and electronic crimes. Objective Implement a business approach in managingresources to improve oversight anddecision-making. Means StrategiesFully integrate the strategic planning, budgeting, and evaluation processes in order to maximize our performance. Implement the business case framework for decisions on all major investments within and across organizational lines to provide the greatest return on investment. Improve/replace financial, human resource, and program performance management systems, aligning key elements, to provide better information for program performance assessments and decision-making. Objective Advance the Secret Services mission byclearly communicating the value the SecretService brings to its partners andstakeholders. Means StrategiesEnsure that efforts to support protective and investigative programs are optimized. Through liaison activities, inform partners and stakeholders as to the substance and value of Secret Service programs and inherent expertise. The U.S. Secret Service Strategic Plan may provide the framework and the direction to meet the challenges of the future, but it is their people their expertise, their commitment, and their character that enables the Secret Service as an organization to achieve the success thatis so vital to our homeland security. The United States Secret Service provides challenging, fast paced, and exciting employment opportunities for interested individuals. Mr. Travis Torco, of the U.S. Secret Service Honolulu Field Office, referred me to their website for further information but informed me that the requirements and conditions for employment are dependent upon the position an individual is interested in. Special Agents must meet the following requirements:U.S. citizenship. Must be at least 21 years of age and younger than 37 at time of appointment. (1) Bachelors degree from an accredited college or university; or (2) three years of work experience in the criminal investigative or law enforcement fields that require knowledge and application of laws relating to criminal violations; or (3) and equivalent combination of education and related experience. According to the Office of Personnel Management regulations, nonqualifying law enforcement experience is as follows: Experience as a uniformed law enforcement officer where the principal duties consisted of investigations and arrests involving traffic violations, minor felonies, misdemeanors, and comparable offenses; or in which the major duties involved guarding and protecting property, preventing crimes, and/or legal research without the application of investigative techniques. Uncorrected vision no worse than 20/60 binocular; correctable to 20/20 in each eye. (NOTE: Lasik, ALK, RK and PRK corrective eye surgeries are acceptable eye surgeries for special agent applicants provided specific visual tests are passed one year after surgery. Applicants who have undergone Lasik surgery may have visual tests three months after the surgery.) Excellent health and physical condition. Must pass the Treasury Enforcement Agent. Complete background investigation to include in-depth interviews, drug screening, medical examination, and polygraph examination. As special agents, demands may include but are not limited to the following:Work long hours in undesirable conditions on short notice Travel away from home for periods ranging from 1 to 30 days or possibly longer Carry a firearm while performing duties and maintain firearms proficiency Carry out assignments in the areas of protection and investigations Relocate to duty stations throughout the U.S. and abroad as organizational needs dictate Initial appointment to the special agent position is in the Exc epted Service. Male applicants born after December 31, 1959, must certify that they have registered with the Selective Service System, or are exempt from having to do so under Selective Service law. Newly appointed special agents receive approximately 11 weeks of intensive training at the Federal Law Enforcement Training Center (FLETC) in Glynco, Georgia or Artesia, New Mexico. Upon successful completion of training at FLETC, they receive approximately 11 weeks of specialized instruction at the James J. Rowley Training Center in Laurel, Maryland and may be assigned to duty stations anywhere in the United States. Individuals interested in becoming one of the Secret Service Uniformed Division officers are required to meet the following:U.S. citizenship. Must be at least 21 years of age and younger than 37 at time of appointment. High school diploma or equivalent. Excellent health and physical condition. Uncorrected vision no worse than 20/60 binocular; correctable to 20/20 in each eye . (NOTE: Lasik, ALK, RK and PRK corrective eye surgeries are acceptable eye surgeries for Uniformed Division officer applicants provided specific visual tests are passed one year after surgery. Applicants who have undergone Lasik surgery may have visual tests three months after the surgery.) Complete interviews and pass a written test. Complete background investigation to include driving record check, drug screening, medical and polygraph examinations. Positions only available in Washington, D.C.; reasonable moving expenses paid for out-of-area hires. The Unformed Division officer position is designated as a key position in accordance with Department of Defense Directive 1200.7. As such, employees occupying this position will have their military status changed to either Retired Reserve or Standby Reserve, or maybe discharged, as appropriate. As a Uniformed Division officer, demands will be required of applicants, which may include but not be limited to the following:Work long hours in undesirable conditions on short notice Travel frequently Carry a firearm while performing duties and maintain firearms proficiency Initial appointment to the Uniformed Division officer position is in the Excepted Service. Male applicants born after December 31, 1959, must certify that they have registered with the Selective Service System, or are exempt from having to do so under Selective Service law. Newly appointed Uniformed Division officers receive approximately 8 weeks of intensive training at the Federal Law Enforcement Training Center (FLETC) in Glynco, Georgia or Artesia, New Mexico. Upon successful completion of training at FLETC, they receive approximately 11 weeks of specialized instruction at the James J. Rowley Training Center in Laurel, Maryland and are immediately assigned to a protective post. The United States Secret Service also employs individuals in non-law enforcement fields. Professional, administrative, clerical, and technical positions require applicants to submit to urinalysis screening for illegal drug use prior to appointment. Actual appointment will be contingent upon the receipt of a negative drug test result. All Secret Service positions require top secret security clearance; and some positions require the applicant to take a polygraph examination. Applicants must be a citizen of the United States and posses the required knowledge, skills, and abilities of the respective position. ReferencesBush, G.W. (2001), Patriot Act, Online at http://wwww.whitehouse.govCIO Magazine, FBI And Secret Service Announce New Cyberthreat Reporting Guidelines For Businesses; Guidelines Mark First Standards Authorized by US Federal Law Enforcement (2002, Feb. 12), CIO Magazine,1Emerson, S. (2002), American Jihad: The Terrorists Living Among Us, New York: Simon SchusterMiller, J.J. (2001, Oct. 15), Border Lines What to do about immigration after 9/11: World Trade Center and Pentagon Attacks, National Review, 21Secret Service, online at http://www.ustreas.gov/opc/opc0042.html#usssTimeline, online http://emperors-clothes.com/indict/indict-3.htmTimeline, (2001, Sept. 23), http://www.newsday.com/ny-uspent232380681sep23.storyhttp://www.fas.org/irp/news/2001/09/dot091401.htmlTorco, T. (2004). Personal Interview. 4 November 2004. White House Kids, online http://clinton4.nara.gov/WH/kids/inside/html/spring98-2.html

Xenon Facts - Periodic Table of the Elements

Xenon Facts - Periodic Table of the Elements Xenon is a noble gas. The element has atomic number 54 and element symbol Xe. Like all the noble gases, xenon is not very reactive, yet it has been known to form chemical compounds. Here is a collection of xenon facts, including the elements atomic data and properties. Xenon  Basic Facts Atomic Number: 54 Symbol: Xe Atomic Weight: 131.29 Discovery: Sir William Ramsay; M. W. Travers, 1898 (England) Electron Configuration: [Kr] 5s2 4d10 5p6 Word Origin: Greek xenon, stranger; xenos, strange Isotopes: Natural xenon consists of a mixture of nine stable isotopes. An additional 20 unstable isotopes have been identified. Properties: Xenon is a noble or inert gas. However, xenon and other zero valance elements do form compounds. Although xenon is not toxic, its compounds are highly toxic due to their strong oxidizing characteristics. Some xenon compounds are colored. Metallic xenon has been produced. Excited xenon in a vacuum tube glows blue. Xenon is one of the heaviest gases; one liter of xenon weighs 5.842 grams. Uses: Xenon gas is used in electron tubes, bactericidal lamps, strobe lamps, and lamps used to excite ruby lasers. Xenon is used in applications where a high molecular weight gas is needed. The perxenates are used in analytical chemistry as oxidizing agents. Xenon-133 is useful as a radioisotope. Sources: Xenon is found in the atmosphere at levels of approximately one part in twenty million. It is commercially obtained by extraction from liquid air. Xenon-133 and xenon-135 are produced by neutron irradiation in air cooled nuclear reactors. Xenon Physical Data Element Classification: Inert Gas Density (g/cc): 3.52 ( -109 °C) Melting Point (K): 161.3 Boiling Point (K): 166.1 Appearance: heavy, colorless, odorless noble gas Atomic Volume (cc/mol): 42.9 Covalent Radius (pm): 131 Specific Heat (20 °C J/g mol): 0.158 Evaporation Heat (kJ/mol): 12.65 Pauling Negativity Number: 0.0 First Ionizing Energy (kJ/mol): 1170.0 Oxidation States: 7 Lattice Structure: Face-Centered Cubic Lattice Constant (Ã…): 6.200 References: Los Alamos National Laboratory (2001), Crescent Chemical Company (2001), Langes Handbook of Chemistry (1952), CRC Handbook of Chemistry Physics (18th Ed.) Return to the Periodic Table

International Relations - Critical Report Essay

International Relations - Critical Report - Essay Example Those changes are a consequence of the emission and accumulation of greenhouse gases on the atmosphere. These greenhouse gases are the major air pollutants which are not only polluting the air, but also causing the atmospheric temperature to rise.  If emissions continue to grow at the present levels, the concentration of carbon dioxide will double those from pre-industrial levels during this century. Hence, to save this planet, the time has come to take appropriate measures for controlling air pollution. (United Nations Environment Programme, 2009)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Under such increasing problem of air pollution, the time has come to seriously think of this issue and take some vital steps to solve the problem of air pollution and its negative impacts. However, the major problem that arises while planning any solution measure of this problem is that the issue of air pollution is not a problem of any individual country. It’s a global problem as in this industrial age all the countries are suffering from this problem. Hence, this environmental problem can not be solved by any single country. Every country needs to be involved in the measures of controlling air pollution. Several international agencies, like United Nation, European Union, etc. have been making several efforts to control air pollution. Realizing the extent of potential dangers from air pollution lying in near future if the issue is left unaddressed; almost all the countries across the world have become quite conscious regarding the issue of air pollution and have agreed to cooperate with each other in the process of controlling it. (United Nations Environment Programme, 2009)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  In an effort to obtain a global solution to the problem of air pollution, a multilateral agreement was signed by a huge number of countries in the year of 1997, at meeting conducted by UNFCCC in Kyoto. This environmental treaty is well-known as Kyoto Protocol. In recent time measures of co ntrolling air pollution included in Kyoto Protocol has become one of the most controversial environmental issues.   (United Nations Environment Programme, 2009) A brief overview of the Kyoto Protocol   A significantly large number of industrialized countries across the world, in the meeting organized by UNFCCC in Kyoto, Japan, on December, 1997, had decided to cut down the level of greenhouse gas emissions by such an extent that the level of emission would become lower than 1990 levels. All the participating countries had agreed to achieve the targeted level of emission by 2008-2012. The target is to reduce overall emissions of six major hazardous greenhouse gases - carbon dioxide, methane, nitrous oxide, sulfur hexafluoride, HFCs, and PFCs. (United Nations Environment Programme, 2009; Oberthur. and Ott, 1999) According to this multilateral agreement, participating nations should meet the emission targets mainly through national measures. However, the treaty also offers these co untries three market-based mechanisms to meet the targets. These mechanisms are emission trading that is known to be as the carbon market, Clean development mechanism (CDM) and Joint implementation (JI). All these three mechanisms help in stimulating green investment and meeting their emission targets. Another crucial feature about these mechanisms is that they are cost. (UNFCC, 2010) In order to monitor the emission level, the Protocol has implemented certain steps. All the transactions by the involved parties re

US Supreme Court Decision AT&T. versus Hulteen Research Paper

US Supreme Court Decision AT&T. versus Hulteen - Research Paper Example Hulteen 1). The matter in controversy is clear, if the employer does not give an employee full pension benefit by excluding the time of pregnancy leave on the ground that when the employee took pregnancy leave, the PDA Act was not operative, Can the employee file a suit for discrimination? Can the employee enforce credited leave time for such absence? Can the employee get relief under U.S. law and enforce greater pension benefit? What is the present law with regard to this matter? To find answers to the above questions, a research and in depth analysis of the case in hand would surely prove to be of great help, as discussed in the latter context of the paper. 2. The Dispute Before proceeding further into the case, knowledge of the facts of the case is essential. The petitioner of this case was the American Telegraph & Telephone Company, whereas the respondents consisted of individual respondents in the form of Noreen Hulteen, Eleanora Collet, Elizabeth Snyder, Linda Porter, and the c ollective-bargaining representative of the employees, the CWA or the Communications Workers of America (AT & T Corp v. Hulteen 3). AT & T provided pensions and other benefits to its employees on the basis of seniority system, relying upon the term of employment, which was equivalent to service at the company minus uncredited leave time. For a period extending from 1960 to mid-1970s the employees on disability leave got full service leave but those who took personal leave, which also included leaves for pregnancy, received a maximum service credit of 30 days. The respondents of this case received less service credit for pregnancy leave than they should have received, if they had taken a leave for disability. Respondent Noreen Hulteen received seven months less credit, Eleanora Collet received six months less credit, while Elizabeth Snyder and Linda Porter received two months less payment. If the total term of employment was not so decreased, they would receive greater pension benefit (AT & T Corp v. Hulteen 2-3). The individual respondents of this case and the CWA filed charges of discrimination against AT & T with the Equal Employment Opportunity Commission (EEOC). After receipt of complaint EEOC issued a Letter of determination finding that AT & T had discriminated against Hulteen and similar class. The EEOC issued a notice of right to sue to the respondent and the CWA, after which Hulteen filed a suit in the United States District Court for the Northern District of California. Certiorari was granted by the Supreme Court on this issue to resolve a split between the decision of the Ninth Circuit on the one hand and on the other hand the Sixth and Seventh Circuits on the same issue (AT & T Corp v. Hulteen 3-4). Hulteen had to take the issue to the Court without negotiating a settlement due to the fact that she had to satisfy herself with considerably low pension than she would have received, if she would not have taken the pregnancy leave. The policy of AT & T Corp. will never have allowed her to enjoy the full pension benefits and she had to file a suit. The EEOC had to resort to a case, as it had to keep in mind the interest of the other workers. Finally, AT & T had to move to the Supreme Court, as it was not satisfied with the decision of the Ninth circuit. 3. The Procedure The suit never reached the District Court at the first instance. The individual respondents of this case and the CWA filed charges of discrimination with the EEOC, stating that discrimination has taken place on the basis of sex and pregnancy in violation of Title VII. The suit

2_Economics for Sustainability Essay Example | Topics and Well Written Essays - 3250 words

2_Economics for Sustainability - Essay Example Hundreds of millions of individuals might suffer water shortages, hunger and coastal flooding as a result of global warming. Scientists warn that if the world does not aggressively control climate change, the consequences will be disastrous. Carbon dioxide and other greenhouse gases are collecting in the atmosphere resembling a thickening blanket. The blanket traps the heat from the sun, thereby causing the earth to warm up (Houghton 2004, p. 30). Although temperatures vary naturally, over the past five decades, the average worldwide temperature has augmented at the fastest rate witnessed in history. Greenhouse gases emissions to the atmosphere emanates from the human activities. It is approximated that ninety percent of greenhouse gases emissions are human produced. Greenhouse gases such as methane, nitrous oxide, and carbon dioxide have caused much of the observed increase in world’s temperatures. Failure to lower level of greenhouse gases emissions, especially carbon dioxide, will destroy the global economy (Maslin 2007, p. 15). As Weart (2008, p. 37) notes, life on Earth relies on energy emanating from the sun. Approximately half the light getting into the globe’s atmosphere passes via the clouds and air to the surface. The light is absorbed and subsequently radiated upward in the form of infrared heat. Approximately ninety percent of this heat is subsequently absorbed by the conservatory gases and emitted back towards the earth’s surface, which is warmed to a life supporting average of fifteen degrees Celsius. A layer of greenhouse gases principally water vapour and smaller amounts of methane, carbon dioxide and nitrous oxide act as a thermal blanket for the planet. The thermal blanket absorbs heat and warms the Earth surface. Scientists have come to an agreement that the primary cause of the recent trends in global warming entails expansion of the greenhouse effect by

A Review On The Tragic Case Of Baby P

A Review On The Tragic Case Of Baby P In this assignment, I will talk about the baby P case. A distressing case of a 17 month old baby that was viciously beaten on many occasions as social workers, doctors and the police stepped back and watched as the young baby who was supposedly a child in protection died in a blood-spattered cot in 2007 spending most of his life being used as a punching bag. (Mail Online: 2008) I will also discuss what went wrong the failures that let this case down and some recommendations for what have been changed since to prevent this situation from happening again. Peter Connolly was born on the 1st of March 2006; he was a happy healthy baby boy. He attended regular check -ups in the hospital, showing no signs of major concerns. It was only 6 months after, on the 19th of September issues arose on baby Ps health when his mother brought the child to see the GP confirming that the child bruised easily and she was worried that claims would be made accusing her. The child was later brought back to hospital for check-ups presenting more and more bruising as the visits went on. In December 2006, doctors described these injuries as non accidental and grew increasing alarmed of the welfare of the child. (Baby P and the Care Quality Commission Report: 2009) At this point baby Ps mother was arrested on suspicion of assault and baby P was handed over to social services in care of Haringeys child protection register. (Mail Online: 2008) It was reported that baby Ps mother took part in a parenting centre. (Baby P and the Care Quality Commission Report: 2009) 26th January 2007: the child was handed back to his mother, after the case proved inconclusive in court, against police advice. (Mail Online: 2008) During a visit in March, Maria Ward, Case worker, became aware of a mark on Baby Ps face claiming that he bruised easily from a fall. The doctors verified this claim, ruling out the theory, unfortunately, this information was accessed by police and social workers after the childs death. 9th April 2007: Baby P was admitted to AE with injuries sustained to the head. He was later emitted from hospital without any discharge meeting and hands back to his mother without any worries by case workers. (Baby P and the Care Quality Commission Report: 2009) After missing appointments with health visitor, Paulette Thomas, Baby Ps mother was sent an appointment by child protection for a check up. During this check-up bruises were found on the child and his mother was arrested for the second time on suspicion of assault. Baby Ps mother was later released from Primary Mental Health Service and again was handed her baby boy. Cross agency meeting were called but the Haringeys lawyers insisted there was a lack of information for care proceedings to take place. (Mail Online: 2008) It was heard in court that on his final days, Baby P was smeared in chocolate and nappy cream to hide bruises or injuries from Maria Ward on her visit later on that day. It also heard that before baby Ps death he was scheduled to be assessed by Sabah-Al-Zayyat, a paediatrician. (Mail Online: 2008) Despite Baby Ps repeated cries of pain, the consultant missed both his broken back and ribs (Times online: 2008) She claimed she was unable to assess the child because he was miserable and cranky. (A short life of misery and pain: 2008) The trail heard that Baby P spent his last weekend with his natural father, where he noticed that the childs head had been shaved and that he was missing a finger nail. They also heard that on his final night Baby P received a harmful whack, knocking out a tooth, which was later found in his stomach. After all his suffering, He was found dead in his blood-spattered cot the next morning and police summoned to the Middlesex Hospital were struck by his mothers lack of emotion Even after her childs death she was more worried about finding her cigarettes before she left the house. She and her lover (who claimed to be toughing up the child for when he was older) were arrested without any delay. (Mail Online: 2008) What went wrong? Throughout this case there are many key aspects missing. A big aspect of the failure in this case was the lack of communication and of the team work and collaboration. A team of individuals, with vary backgrounds, perspectives, skills and training, who work together towards the common goal of delivering a health or social care service. (Dalikeni C: 2010) There was very little team work and sharing information between the services in this case. Services included in this case were the police, social workers, case workers and doctors. Information collected throughout this case by the individual services was kept to themselves and advice given by the various services was ignored. E.g. 19th September when Baby P first starting showing signs of bruising and his mother claimed that the child bruised easily, no further investigation into the concerns of the child were taken. This shows a lack of interest on behalf of the doctors involved in this case. Again in December when doctors proved that the childs bruising was non accidental and his mother was arrested, he was later handed back to her by social services in Haringeys child protection against the advice of the police. This was another failure through lack of communication between police and social services. No further check-ups or visits took place. (Baby P and the Care Quality Commissi on Report: 2009) In March, when Miss Ward became aware of marks during her visit she dismissed them as a fall, this information was ruled out and the report reached the police and social services after his death, this was 5 months after the claim had been reported. This proved that Miss Ward under analysed this case. This again was another communication failure between the services, this was through there inappropriate systems for communication or where staff did not adhere to processes for their particular organisations (Baby P and the Care Quality Commission Report: 2009) It was reported that when Baby P had been admitted to AE he was handed back to his mother without any discharge meeting taken place. This shows again the lack of awareness shown by professionals and also the lack of communication between the professionals themselves in the same services. In this case guidance was ignored when it was clear that the child had been sent to hospital by child protection due to concerns of the childs welfare, no meeting or discussion was taken place prior the childs discharge. In these cases a formal strategy should have taken place in the interest of the child. (Baby P and the Care Quality Commission Report: 2009) Team work is set in place for many different reasons e.g. joint responsibility, constant interaction with peers, support, different roles and relationships with service users and because most of the work in the fields of the health department, social work, police etc is more appropriate done as part of a team. This can only ever be effective if there is open communication, clarity in task, interagency collaboration etc, yet through this case many of these key points are missing. (C. Dalikeni: 2010) After the tragic death of Victoria Climbe in 2000, Haringey social services were critized over their failures to save her from child abuse, 7 years later they yet again were in the spot light for failing another child. (A short life of pain and misery: 2008) Although he was put in child protection Baby P died 8 months after. Even after his mother was arrested twice the social services still handed him back to his mother without any worries of his welfare or any acknowledgement of advice suggested by police.( Mail Online: 2008) The ladder of collaboration was taken into consideration when it came to agencies in this case. Step 7: Different agencies are invited to each others meetings this would have helped all agencies stick together with the same information and no boundaries would be broken and everyone would be clear on their position and what they were assigned to do. (The Reality of Collaborative working: Pg 247) A lack of details on the background of the case was taken, this caused a set back on the information getting appropriately to the different agencies. Child protection conferences are an idol way of professionals in this case of getting and sharing useful information for what was in the best interest of the child. It was evident that this was not the case in this situation, this is all shown through the lack of information on the case and it is also apparent that these professionals often didnt even show up at these meetings.(Baby P and the Care Quality Commission Report: 2009) Another issue that caused failures in this case was that a full background history of the child was not in the hospital on any occasion he was taken into hospital for his check-ups. (Baby P and the Care Quality Commission Report: 2009) Stage 2: Ladder of collaboration would have been useful here , while the child was being checked, another doctor or member of the child protection services could have taken an account of the childs injuries or any concerns (The Reality of collaborative working: Pg 247) This would show an indication of interagency collaboration through the reduction of overlapping on information already taken, Providing a share in the responsibilities and reduction of stress of members of the individual agencies. (Macklin 1991, Harris et al 1995) Haringeys decision to return baby P to his mother effectively handed the child a death sentence according to Mor Dioum of the Victoria Climbe Foundation (Mail Online: 2008) Recommendations When Miss Ward was o her home visit and seen that Baby P was covered in chocolate and nappy cream, instead of dismissing this, she should have asked for the child to be cleaned up properly before checking him. This would have helped her notice any marks or injuries the child may have had and were being hidden from her from the abuser.(Baby P Better Protection for vulnerable children Practical Recommendations: 2008) A big part of the failures in this case was the handing back of Baby P to his mother against any advice from the police. Social workers should have taken into consideration the advice and should not have been over ruled. After signs of abuse the child should be taken from the family and put into care to avoid any other risks to his/her health and welfare.(Baby P Better Protection for Vulnerable children Practical Recommendations: 2008) Unannounced/Surprise visits should be put in place. These check-ups would be idol for abusers that try hiding any signs of danger or injury on a child. This gives the social worker a better idea of the background of what the child is really going through. This also stops any time for explanations/excuses that the abusers would have to make up to cover themselves for any injuries the child may have.(Baby P Better Protection for vulnerable children Practical Recommendations: 2008) In this case social workers were more worried about keeping this family together instead of the welfare of the child. This should not be first priority, in the interest of the child is taken into consideration the child should be removed from the family if any risks should become a concern. Removing the child from the family in any abuse case is an idol way for the child to be safe and avoid any other injuries or health problems for the child. (Baby P Better Protection for vulnerable children Practical Recommendations: 2008) These are only some of many recommendations that should be available to the social services, medical professionals and also the police. This would help insure that children all around the world are safe and free from child abuse. Conclusion On conclusion to my easy, we have seen many tragic occasions of child abuse and how without any proper care this child was taken from the world earlier than he should have been. Hopefully now the social services, police and doctors can introduce more strict regulations to prevent any more situations more/less horrific as this one.