Sales Report Hema Essay Example

Sales Report Hema Essay TABLE OF CONTENTS INTRODUCTION3 COMPANY ANALYSIS (external + internal + SWOT)4 INTERNAL EXTERNAL ANALYSIS4 HISTORY OF THE COMPANY4 HEMA’S STRUCTURE4 VISION OF THE COMPANY4 MISSION STATEMENT5 TARGET GROUP5 HEMA’S STRATEGY POSITIONING6 FINANCIAL POSITION COMPETITION7 PRODUCT-MARKET COMBINATION8 MARKETING MIX8 TRENDS IN RETAIL9 SWOT ANALYSIS10 STRENGHTHS:10 OPPORTUNITIES:11 THREATS:12 MARKET RESEARCH13 THE 7C’S OF EFFECTIVE WEBSITE DESIGN13 QUALITATIVE RESEARCH15 SALES PROPOSAL17 Executive Summary17 Our understanding17 YOUR COMPANY17 YOUR NEEDS17 DESCISION CRITERIA18 Our Solution19 FOOD SECTION CLEANLINESS IMPROVEMENT19 PRODUCT RESTOCKING19 Conclusion19 COST AND BENEFIT ANALYSIS20 REFERENCES23 MYSTERY SHOP REPORTS24 NATALIA ROJAS24 VICTORIA TORRES24 MAIKE BOUWER24 ANNA ZAJAC25 CELIA BAUMGARTNER26 ANOUK VAN NULAND26 INTRODUCTION In September 1926, the dream of  two Jewish entrepreneurs  Arthur Isaac and Leo Meyer  opened their first store on the Kalverstraat. The company became a part of the Maxeda group, which renamed from Vendex KBB. It owns Bijenkorf, Hunkemoller, VD, Praxis, Plan-it and Brico, Dixons and many other stores. In 2007 Maxeda sold HEMA to a British company called Lion Capital LPP. The company primarily focuses on leveraged buyout  investments in Europe. HEMA has expanded into other European countries, with stores in  the  Netherlands, Belgium, Germany, Luxembourg and France. In this report we made a sales analysis of the Hollandsche Eenheidsprijzen Maatschappij Amsterdam, HEMA. HEMA is a Dutch discount retail chain that is characterized by relative low pricing of standard housewares, which are mostly made by the chain itself in beautiful and innovative designs. We will write a custom essay sample on Sales Report Hema specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Sales Report Hema specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Sales Report Hema specifically for you FOR ONLY $16.38 $13.9/page Hire Writer HEMA offers a very wide variety of products, from books and housewares to food. HEMA is located all around the Netherlands, with in total 445 branches and thousands of employees by March 2011. We analyzed HEMA from different standpoints; we analyzed the housewares product section and also the food section. We visited in total 12 different stores all in different locations of the Netherlands from Amsterdam to Maastricht and we did qualitative research by analyzing the company’s external and internal environment. The goal of this report was to find out what HEMA can do to improve sales. COMPANY ANALYSIS (external + internal + SWOT) * INTERNAL EXTERNAL ANALYSIS HISTORY OF THE COMPANY HEMA is a company with long tradition. The first store was opened on Kalverstraat on 4th of November 1926. Two Jewish entrepreneurs, Arthur Isaac and Leo Mever who have witnessed the hardest economic crisis of that century, conceived the idea. They have seen a lot of people struggling and having difficulties to make ends meet so their concept was to create a shop with different household items of affordable price but still maintaining a high quality. Thanks to Alfred Goudsmit, the director of Amsterdam-based Bijenkorf, this dream became reality and Hollandsche Eenheidsprijzen Maatschappij Amsterdam (known better as HEMA) was set up. The formula was so successful that recently new stores were opened in Germany, Belgium, Luxembourg and France. Additionally, in 2007, HEMA was sold to a British company called Lion Capital LPP. * HEMA’S STRUCTURE HEMA’s structure has changed over the years, as two different groups have owned it, and each one of them had a different way of handling their operations. The Dutch company identifies itself as an adapter, because wherever they open a new store they try to fit into the new environment and implement products that are applicable for the target audience they are pursuing. Additionally, the CEO  and shareholders play an important role in all forms of decision making for the company’s processes and changes, being constantly informed of any new ventures being pursued. * VISION OF THE COMPANY HEMA has clearly stated that what drives them toward attaining goals is the need to adapt to what consumers really want, in this constantly changing environment. We are driven by our business goals in everything we do. Consumers’ needs are changing and we continually adapt to those needs†. Over the time HEMA has been developing its brands, and now have more products than what they had when they opened their very first store. MISSION STATEMENT According to official website, HEMA’s mission statement consists of the following: à ¢â‚¬Å"The HEMA style can be summarized in two words: ‘exceptional simplicity’, by which we mean that our products are both simple and exceptional. Long before the term ‘home brand’ was invented, we were creating and manufacturing our own products†. This concept should be applied not only to products they offer but also to services. HEMA’s mission is to turn day-to-day products into something exceptional and yet affordable. Another aspect is to recognize the continuously changing customers’ need and satisfy them. TARGET GROUP Originally, HEMAs market segment was mainly the middle-low class with its consequent medium range income. However, over the years HEMA has attracted more individuals with a higher income, due to the guaranteed quality their products offer at a very affordable price. HEMA states that its target group are men and women of all ages and socio-economic classes as everyone can find there something for himself. However, different surveys have shown that the majority of the audience  is mainly  between the ages of 14-32, identifying young  parents,  and students as part of this segment. Lately we can note HEMA’s tendency to focus more and more on younger customers by different promotion techniques and actions. For example, they recently made a contest for students that were studying any form of design, inviting them to create a new HEMA product with their own fresh ideas. In this digital age, all companies must be aware that if they truly want to succeed they must reach their target group through up-to-date methods. Therefore, HEMA reaches most of its customers through TV commercials, Internet, magazines and even direct mail. The most important of these, in this modern time and age, has to be its main website, which not only allows customers to shop online but also provides all the information necessary on current promotions and activities. HEMA’S STRATEGY ; POSITIONING As said above, HEMA’s aim is to make people’s life a little more convenient, independently of where they live. That is why the company is planning on expanding across Europe and probably also further. HEMA’s executives believe that the formula they offer is a good product and could go global. The company’s strategy is to captivate new trends and adapt to customers. To be so successful it is essential to have motivated and dedicated staff. To achieve it the relationship of trust and commitment must be created. That is why all decisions, which are being made, are based on belief that all employees are entitled to respect for dignity, individuality and diversity. The positioning of HEMA is based on the distinctiveness of its designs, which are done in-house by HEMA designers, and all the products at HEMA are HEMA branded (in most cases), which makes it stand out in the market by being immediately recognizable to customers. The competent price is another factor HEMA sells as a positioning point, although competition has made its low prices seem relative in comparison to all the other options now offered at the same price range or at even lower prices. HEMA often underlines its will to act with social responsibility. Thus, also the way of producing and delivering goods to customers is of high importance. The corporation uses a â€Å"naturally HEMA’’ approach to protect the environment. Whenever it is time to change the uniforms of their employees, they recycle and use them for something else, instead of throwing them into the garbage can. Moreover, in each one of their stores they practice a recycle culture and waste collection programs. FINANCIAL POSITION ; COMPETITION HEMA has been one of the most favourite Dutch stores in the Netherlands, and gradually is gaining hearts of other markets abroad. In the Dutch market, HEMA has 445 stores, in Belgium 62, Germany 8, Luxembourg 3 and France 7. In total HEMA has 10,000 employees, of which 80% are women and the remaining 20% are men. Currently the company is participating in a project called â€Å"return to sender†. However, it does not seek to make a profit by selling these products; it rather strives to support fair trade in third-world countries making sure that profits return to the manufacturers by means of development projects and education in the regions of origin. Hema achieved quite good results in the year 2011 especially if we take into consideration the challenging conditions. It had to face declining non-food retail spending, increasing competition, higher raw material prices as well as declining consumer confidence. Compared to 2010 (loss of 18. 3 â‚ ¬mln), net sales increased by 3%, and so did the net profit rising with â‚ ¬11 mln, mainly because of lower financing costs. According to the statements released by HEMA, the share in all categories improved. The company continues on investing, in 2011 spending â‚ ¬57 mln (amount comparable to 2010). However, the profit margin suffered (0. 5% lower in comparison to 2010) due to increase in price of oil, coffee and cotton. Total capital after the acquisition by Lion Capital is estimated on â‚ ¬1. 4 billion, of which 35. 4% is financed by shareholders. As far as competitors go, HEMA has found its largest competition against Jumbo Groep Holding B. V and Koninklijke Ahold B. V. , which comprises itself of Albert Heijn, Etos, and Gall ; Ga. , among others. Additionally, other competitors in retail include Kruidvat, D;A, and Zeeman. PRODUCT-MARKET COMBINATION Hereby is sum up of the best and the worst of HEMAs products, according to each box/category of the matrix: STARS-â€Å"Le Lapin† tea kettle| QUESTION MARKS-HEMA Beauty| CASH COWS-Sausage (worst)| DOGS-| MARKETING MIX Price Based on an overview of the online website, www. hema. nl, the price of products ranges from as little as . 50 to as much as 250 euros, specifically for the bicycles. However, most products range under the 20 euros or less mark, especially when it comes to its office supplies, cosmetics, beauty products, and foods beverages. They also use many discounted product prices to boost sales. Product The products offered at HEMA are of a great and wide variety, and are divided into clothing, accessories, cosmetics, skincare products, office/school supplies, domestic appliances, home items, textiles (curtains, duvets, etc. ), food beverages, and finally, its photo printing service, exclusive to only some HEMA stores. According to the principles of its product mix, the products themselves are not necessarily all consistent with each other, as their diversity is large. The depth of some of the products is also not as varied, though HEMA tries to have in most cases at least two different variations, mostly in price range/quality or color presentation, of the same product. Promotion HEMA is avid in its promotion of products, especially those that are discounted from week to week and new to the store. They use, as mentioned above, TV advertisements, billboards, employ the use of social media such as Facebook, Twitter, Youtube, Google+ and Pinterest, and as well as Internet advertising through their online website. Place HEMA products are sold at HEMA stores and online at www. hema. nl. There are several variations of a HEMA store, ranging from very large warehouse style to small outlets in train stations and airports. Also, specialized stores are popping up recently, such as HEMA Foto’s, HEMA Beauty, and a HEMA with only its ready-made food, in a similar â€Å"to go† style as its competitor Albert Heijn. The products are sold directly, passing on from HEMAs own suppliers in Hong Kong and Shanghai to the stores for selling. TRENDS IN RETAIL For 2012, several trends were present in the retail business in general. Firstly, the investment in mobile applications and services has increased enormously over the past year. Customers are now able to find store locations, prices, customer reviews and eventually order said products all through their mobile phone. With the continued modernity of cellphones, it is no doubt this trend will keep on climbing and showing its importance in the retail business. Another trend this year has been the stagnant sales due to the low economy in recent times. Customers are spending more on necessary products rather than retail, and it is of great importance for retail companies to find a way to demonstrate the added value and worthiness of the product they are selling, as well as placing it in a competitive price range. Additionally, globalization has taken over the world and influenced greatly on retail. More and more retail companies are encouraged to expand themselves abroad, giving them the competitive edge they need to succeed. Lastly, another trend related retail is that economic times and high prices are forcing stores to become more compact, which has actually been well received by customers, who do not wish to wander in a thousand square meters to get the one product they need. SWOT ANALYSIS * STRENGHTHS: Dutch citizens have been acquainted with HEMA since 1926, which means that a large quantity of the population is attached to their brand. They have one of the most important  advantages that a company can have: loyal customers. * HEMA can be proud of its customer-oriented and committed staff, people who do their best every day achieving at the same time high customer satisfaction. * Contrarily to majority of retailers, HEMA sells its own original brand. The company has its own design dep artment, where highly educated employees come up with new ideas and improved products. What is more, HEMA involves its customers, among them, young talented design students who are given chance to participate in new-product creation. * Own laboratory where all the products are being strictly tested before arriving on store shelves. * Highly creative marketing team often coming up with interesting actions and promotions attracting new customers and retaining the old ones. * Good advertising and multi channel communication with customers. HEMA broadcasts its own TV commercials, distributes leaflets, sends e-mails, newsletters and of course has a well organized website where web shopping is available 24h/24. Ability to track new tendencies and adapt them in a short period; introduction of innovative fashion or an incorporation of a cafe/restaurant into stores is one of many examples. * HEMA takes into consideration the environment during production and logistics processes. It strives to reduce amount of energy used for transportation as well as production, limits packagin g to minimum, takes care of material used and the possibility of their recycling. * Offers a great diversity of household products at quite affordable prices. * Great attention toward a customer and putting his satisfaction first. Thus, each customer that is not satisfied with service provided can claim for refund. * HEMA stores expand with a high rapidity, even monthly. * Demonstrated support for various initiatives such as FAIR TRADE, Return to Sender etc. WEAKNESSES: Although HEMA claims to produce its products in an ecofriendly manner, still a considerable number of products are made of hardly recyclable material. This aspect should be reviewed by HEMA departments and new solutions should be implemented and comply fully to company’s mission of social responsibility. Based on the market research made, HEMA product quality is not the highest in most cases, especially if comparing it to other products with the same price tag. HEMA is currently in the process of suffering from the so-called â€Å"commodity trap†, in which its fellow competitors are selling the same comparable products HEMA does, at lower prices. In reference to our surveys, the cleanliness and neatness of the HEMA stores can b e improved upon, as well as a better control of restocking products that are being sold. HEMA’s great range of products, though a great strength, is also a great weakness, as the management of all these products can become overpowering, and the previously mentioned quality and cleanliness control become more difficult to handle. * OPPORTUNITIES: Its current owner, the London-based private equity firm Lion Capital, has been trying to sell the company since 2011, but there are still plans to, in a year or so, retry its selling proposal. The main stakeholder in this would be Royal Ahold NV, who currently is the owner of the biggest chain of supermarkets in the Netherlands, Albert Heijn, amongst other investments. Pairing up AH and HEMA to sell their products together could prove itself as an incredibly profitable business synergy of brands. -As mentioned before in the retail trends, HEMA could take advantage of the recent mobile phone apps boost, and include an app version of their online store for mobile users to buy the products directly on the go. They already offer their HEMA Photos services online, but could work more on this growing trend to improve sales. -Even though HEMA has a claim on the Corporate Social Responsibility as a company, they could move even further with their actions by actively timulating sustainability amongst their suppliers. Not only does this actively pursue good, it provides a new selling point for customers who believe in sustainability as an added value to a product purchase. Sustainability in companies itself is a growing trend, considering all the education new generations have had over global warming and the threat of the carbon footprint. * THREATS: With t he recent economic crisis in 2012 with the European Union and the budget cuts, retailers in general in the Netherlands, with HEMA included, are suffering from these cuts. The Dutch government will boost the highest value added on consumer goods to 21% from 19% before the austerity measures were in place. This will affect most businesses who handle goods that are not foods or beverages, and even though HEMA does have a part of its business focused on that, it is mostly a mixed retailer. Dutch consumer confidence has hit an all-time low since 2003, notably dropping 1. 3% in February 2012. Due once again to the austerity, Dutch households are facing stagnant salaries with higher retail prices, which means the consumer spending will be reduced. As mentioned before in the opportunities, its current owner, Lion Capital, has been trying to sell the company since 2011 but has so far been unsuccessful to reach its desired 1. 5 billion euro asking price. There are still plans to, in a year or so, retry its selling proposal, which would provide instability within HEMA due to the change of ownership. Of course, it can not be determined whether this change will be beneficial or not, but it most certainly would be an adjustment to the company, and sales might suffer from it. MARKET RESEARCH This section consists of an extensive and thorough market research analysis of HEMA, a multinational retail chain that caters several products in different areas of Europe. The report begins an explanation of its target group. Consequently, there is an analysis of the 7 C’s of web, and a final conclusion is provided. The overall objective is to obtain a full understanding on the views, and behaviors from HEMA’S customers, and how these influence within their purchasing decisions. TARGET GROUP Originally, HEMAs market segment was mainly the middle-low class with its consequent medium range income. However, over the years HEMA has attracted more individuals with a higher income, due to the guaranteed quality their products offer at a very affordable price. The audience  is mainly  between the ages of 14-32, identifying young  parents,  and students as part of this segment. HEMA is focusing more and more on younger customers by different promotion techniques and actions. For example, they recently made a contest for students that were studying any form of design, inviting them to create a new HEMA product with their own fresh ideas. Moreover, they are also reaching youngsters through their parents, personalizing their own product is a key advantage to them. In this digital age all companies must be aware that if they truly want to succeed they must reach their target group through up-to-date methods. Therefore, HEMA reaches most of its customers through TV commercials, Internet, magazines and even direct mail. The most important of these, in this modern time and age, has to be its main website, which not only allows customers to shop online but also provides all the information necessary on current promotions and activities being organized. THE 7C’S OF EFFECTIVE WEBSITE DESIGN In order to look into the 7 C’ S, a required observation of HEMAs main website (http://www. hema. nl) was necessary to regard how each one the forms of effective design were implemented. Context- The sites layout and design is dynamic, very colorful and appealing to the senses, making it an effective tool for marketing. Conte nt- Varied is the most proper way to describe their content. Community- HEMA allows customers to interact with each other by participating in contests, activities and promotions, as well as allowing them to voice their suggestions and complaints. Customization-Since customers can subscribe themselves and create themselves an account, it is possible to have their own customized web page, because the web site will display their most recent purchases and tailor itself automatically each single time. Communication-Their web page uses a two-way communication Connection-The site is linked to other web pages, such as YouTube, Twitter and Facebook. This enables the user to check HEMA’s account in these 3 web sites and to show their most recent acquisitions by uploading pictures of the items. It creates a special bond between the customer and the corporate. Commerce- When there is a purchase of items, the options on payment are several, and allowing the customer to decide what is his or her best option. In acknowledgement of the before stated reasons, HEMA does make a full use of the 7 cs. QUANTITATIVE RESEARCH SURVEY ANALYSIS The questionnaire will probe the following 9 questions: 1-Do you ever shop at HEMA? 2-If yes, how often? 3-Do you like HEMA, neither like it nor dislike it, or dislike it? 4-How clean are HEMA stores? 5-Compared to its competitors are HEMA’S prices more reasonable, less reasonable or about the same. -In terms of quality, how good are HEMA’S products 7-Description of HEMA in 3 words 8-On a scale from 1-10, which overall grade would you give HEMA 9-In a maximum of 3 words, please tell us on what you would like HEMA to improve After a survey collection and thorough analysis took place, the results were the following: 1-Do you ever shop at HEMA? 95. 2% of the people interviewed admitted to have ever shop ped at HEMA. 4. 8% had never shopped at HEMA before. 2-If yes, how often? From the 95. 2% whom claimed to have ever shopped at HEMA, had 94. % purchase goods at the store once a week, the remaining 5. 6% went to the store at least 3 times a week. 3-Do you like HEMA, neutral, or dislike it? 19% of the interviewees likes HEMA a great deal, 47. 6% like it a moderate amount, 14. 3% like it a little, 19% are neutral 4-How clean are HEMA stores? 19% believe the stores are clean, 61. 9% say they are moderately clean, 14. 3% state that it is slightly clean, and 4. 8% think it is not clean at all. 5-Compared to its competitors are HEMA’S prices more reasonable, less reasonable or about the same? 47. 6% believes the prices are reasonable, and a 52. % that they are less reasonable than the ones of the competitors. 6-In terms of quality, how good are HEMA’S products *90. 5% said the product quality was good, a 9. 5% said they were awful. * QUALITATIVE RESEARCH For the qualitative research, we went on a field trip to several HEMA’s to get a few in depth interviews with their customers. At the quantitative research, we mostly ask fixed answer questions to get structured answers and get clear statistics from it. The qualitative is quite the contrary, we ask open question thus not trying to persuade the customers by giving them several options as answers. We asked the following questions that are relative to the marketing research: 1. What are your experiences when shopping at HEMA? The majority of the interviewees were more than positive about their experiences. Not one had a negative experience at one of the HEMA’s. One claimed that they even have everything in the little HEMA’s in the small villages outside of the big city: â€Å"It is unbelievable (and quite scary) how accurate they know us, costumer! † Another costumer: â€Å"The employees are always friendly and helpful, even though they cannot satisfy our needs as costumers. † 2. How would you describe the quality of the products? Here again, the majority is very satisfied about the quality of the products. â€Å"The price/quality ratio is fairly good. I know what to expect from the products. Let’s take a their china for example, I know their bowls won’t last a lifetime. If I want bowls that last a lifetime I will shop at Georg Jensen. This way I can change my china more often and get a fresh new look in the kitchen. † All the interviewees were satisfied with the products bought, though most of them take inconsideration that the products are not the best on the market. 3. What is your opinion about the tidy/cleanness of the stores? Positive feedback: â€Å"The stores look clean†, â€Å"Well organized†, â€Å"Good structure of the placement of the products† Negative feedback: â€Å"Too many products cramped into too little space†, â€Å"Quite mess at the sales shelves†, â€Å"The floors are dusty, though this problem appears in most shops†. The opinions on this question are fairly divided. The bigger shops seemed to have more negative feedback, due to its large variety of products. The overview was lost and the employers were having troubles keeping the shelves organized and the store clean. Response Summary Criteria-8 people were individually interviewed for more in-depth findings, and 40 answered a survey. SALES PROPOSAL * Executive Summary For HEMA a Dutch discount retail chain, which is characterized by relative low pricing products mainly made by the company itself, the customer’s opinion and view about the company is the most important. Time by time, the company has been including new products and ideas to the company trying to make it more attractive to buyers, and then is when the food section came to HEMA becoming its pride with products such as â€Å"rook worst’, Tompouces and pies. However, after having done some research in different locations of HEMA, we found out that even though customers like the food of HEMA, most of them think that the cleanliness of the food section is not positive. Another fact is that since HEMA is characterized by having all kind of self developed articles concentrated on daily necessities, people like to go there whenever they need something especially â€Å"urgent†. According to our research, it happens often that products are not being restocked frequently. This leaves the client with a sense of emptiness after having travelled the whole store in search of that needed product. Our understanding YOUR COMPANY HEMA is a company that makes life fun and easy in an inexpensive way. In HEMA you will find the remarkable combination of â€Å"only the best items for everyday life, with its own especial design, for surprisingly low prices† and with a staff that is always ready to help you with pride, commitment and with love fo r their company. YOUR NEEDS HEMA is a store where customers go mostly when they need to find something in particular, for example house ware products, school accessories or to have the 1euro breakfast. Customer who go to HEMA, mostly know what they are looking for and what they can find at HEMA. Therefore, HEMA needs to be always prepared to receive these customers, by knowing and having in advance what they are looking for. HEMA needs to create an especial importance to restocking of products. Since most HEMA’s is a large store, where you mostly spend more time than in a particular store, clients do not like to go there, looking for something they know HEMA provides and not finding it because of restocking issues. Makeup, stationery, and house ware tools are some of the sections that have to be always filled. HEMA has a rather small food section, however it is famous for the good taste and low price of their products. The 1euro breakfast, the famous worst and the pastry attract fixed buyers day by day to the store. However, after our research we found out that clients were not especially happy with the cleanliness of this section. Most of the time workers who receive money are the same ones that fixed or deliver the food, this without changing or wearing hand gloves. There must be in HEMA a clear differentiation between the person who is handling the cash and that who is touching the food. In the case that this is the same person there should be a imminent use of hand gloves for each of those actions. Prioritized list of needs: More frequently restocking of HEMA products. * Improvement of cleanliness in the food section. DESCISION CRITERIA Key Decision Criteria| Importance(High, Med, Low)| 1. Product Restocking| Med| 2. Food Section Cleanliness Improvement| High | * Our Solution FOOD SECTION CLEANLINESS IMPROVEMENT * For the food section the solution is the implementation of gloves for all employe es; enough gloves to be changed after a certain amount of time. Another solution is the distinction of the person working at the register and the person handling and preparing the food. There should not be one person who can use cash and prepare food at the same time. If necessary and for the variation there could be shifts so the employees can also perform different activities, however for one employee the shift should not chance more than once daily. Example: Natalia receives payments from 9 to 12 and then from 12 to 5 she prepares food. PRODUCT RESTOCKING * For the restocking problem, there could be more frequently revisions of the products that need to be restocked, maybe once a week. Then the making of a product criterion should be made, recognizing which products are the most sold and therefore have to be always available. After the identification of those products, there should be made an agreement that within certain time (for example 2 weeks) those products will be delivered to the store, regardless of the already in store stock of that product. * Conclusion Our group chose HEMA as company for the importance of the store to the Dutch market. HEMA is a story with many years of experience and long trajectory in the market where customers go to purchase good quality products, with personal and innovative designs all for average low prices. Even though we did not find almost any negative points of the company and we were very leased with many aspects of HEMA such as the employees treatment towards customers or the large scale of products they offer, we all agreed on the fact

Promoting School Support Throughout Your Community

Promoting School Support Throughout Your Community Every school would benefit from increased community support. Research has proven that schools with a greater support system thrive compared to those who do not have such support. School support comes from a variety of places both internally and externally. An effective school leader will leverage a variety of strategies to get the entire community to support the school. The following strategies are designed to promote your school and gain more community support from a variety of stakeholder groups. Write a Weekly Newspaper Column How: It will highlight the school’s successes, focus on individual teacher’s efforts, and give student recognition. It will also deal with challenges that the school is facing and needs that it has. Why: Writing the newspaper column will allow the public the opportunity to see what is going on within the school on a weekly basis. It will allow them the opportunity to see both the successes and obstacles that the school is facing. Have a Monthly Open House/Game Night How: Every third Thursday night of each month from 6-7 p.m., have an open house/game night. Each teacher will design games or activities geared towards the particular subject area they are teaching at the time. Parents and students and students will be invited to come in and participate in the activities together. Why: This will allow parents the opportunity to come into their children’s classroom, visit with their teachers, and participate in activities about subject areas that they are currently learning. It will allow them to be more actively involved in their children’s education and allow them to have more communication with their teachers.​ Thursday Lunch With the Parents How: Each Thursday a group of 10 parents will be invited to eat lunch with the principal. They will have lunch in a conference room and talk about issues that are current with the school. Why: This allows parents the opportunity to become comfortable with the principal and to express both concerns and positives about the school. It also allows the school to be more personalized and gives them the opportunity to provide input. Implement a Greeter Program How: Each nine weeks students will be selected to participate in the greeter program. There will be two students greeting per class period. Those students will greet all visitors at the door, walk them to the office, and assist them as needed. Why: This program will make visitors seem more welcomed. It will also allow the school to have a more friendly and personalized environment. Good first impressions are important. With friendly greeters at the door, most people will come away with a good first impression. Have Monthly Potluck Lunch How: Each month the teachers will get together and bring food for a potluck lunch. There will be doors prizes at each of these lunches. Teachers are free to socialize with other teachers and staff while enjoying good food. Why: This will allow the staff to sit down together once a month and relax while they eat. It will provide an opportunity for relationships and friendships to develop. It will provide time for the staff to pull together and have some fun. Recognize Teacher of the Month How: Each month, recognize a special teacher. The teacher of the month will be voted on by the faculty. Each teacher who wins the award will receive recognition in the paper, their own personal parking space for the month, a $50 gift card to the mall, and a $25 gift card for a nice restaurant. Why: This will allow individual teachers to be recognized for their hard work and dedication to education. It will mean more to that individual since they were voted on by their peers. It will allow that teacher to feel good about themselves and the jobs that they are doing. Conduct a Yearly Business Fair How: Every April, invite several businesses in the community to participate in the annual business fair. The entire school will spend a few hours learning important things about those businesses such as what they do, how many people work there, and what skills are needed to work there. Why: This allows the business community the opportunity to come to the school and show kids what all they do. It also allows the business community the opportunity to be a part of the students’ education. It provides the students with opportunities to see if they are interested in working a particular business. Presentation by Business Professionals for Students How: About every two months guests from within the community will be invited to discuss the how’s and what’s of their particular career. People will be chosen so that their particular career relates to a specific subject area. For example, a geologist might speak in the science class or a news anchor might speak in a language arts class. Why: This allows businessmen and women from the community the opportunity to share what their career is all about with the students. It allows the students to see a variety of possible career choices, asks questions, and find out interesting things about various careers. Begin a Volunteer Reading Program How: Ask people in the community who would like to get involved with the school, but do not have children who are in school, to volunteer as part of a reading program for students with lower reading levels. The volunteers may come in as often as they wish and read books one-on-one with the students. Why: This allows people the opportunity to volunteer and get involved in the school even if they are not the parent of an individual within the school district. It also provides students the opportunity to better their reading abilities and to get to know people within the community. Start a Living History Program How: Once every three months a social studies class will be assigned an individual from the community who volunteers to be interviewed. The student will interview that person about their lives and events that have happened during their lives. The student will then write a paper about that person and give a presentation to the class over that person. The community members who have been interviewed will be invited to the classroom to hear the students’ presentations and to have a cake and ice cream party afterward. Why: This allows students the opportunity to get to know people within the community. It also allows members of the community to assist the school system and to get involved with the school. It involves people from the community that may not have been involved in the school system before.

Broken Windows Essay Example | Topics and Well Written Essays - 500 words

Broken Windows - Essay Example The theory postulates that when public behavior in a neighborhood is unregulated, it leads to the gradual â€Å"breakdown of community controls† (Kelling and Wilson, 2, 1982). The ‘broken window’ here is symbolic of the breakdown of the informal controls through which people regulate public behavior in a neighborhood. The shared civic obligations and mutual considerations of community living act as barriers to crime and disorder. Once these barriers are overcome by the perception that ‘no one cares,’ vandalism occurs. Social controls are weakened and citizens feel that the environment in uncontrolled. This generates fear. Such an area, with its ‘broken windows, is particularly vulnerable to the spread of crime and disorder.   When disorderly behavior remains unchecked, it goes on to become criminal. When police apply the ‘Broken Window’ theory to specific actions on the street, they aim to â€Å"elevate --- the level of public order† in the neighborhood (Kelling and Wilson, 1982). The role of the police is to maintain order. It is acknowledged that disorder and crime are interconnected in a community. The police’s role is founded on this link between order-maintenance and crime-prevention. Their role is based on the premise that â€Å"serious street crime flourishes in areas in which disorderly behavior goes unchecked† (Kelling and Wilson, 2, 1982). It is a reflection of the police’s role in earlier periods, when the main responsibility of the police was to maintain order. Actions such as keeping drinking away from the main intersections, questioning strange loiterers, preventing panhandlers and vagrants from bothering pedestrians and begging at bus-stops, keeping noisy teenagers in check, and settling disputes between customers and busi nessmen are geared towards the maintenance of public order. Arresting a single drunk or vagrant

How Advertising and the Media Have Created a New China Research Paper

How Advertising and the Media Have Created a New China - Research Paper Example China is no exception: a country with a long history of communism, China slowly adopts a new, westernized vision of the global reality. Chinese media reflect and contribute to the development of new consumer images. The influence of advertising on individual and collective identities is difficult to overestimate. More important are the influences of media advertising on the development of gender relations and the changing perceptions of femininity in the postmodern Chinese culture. A content analysis of Chinese printed ads will provide a brief insight into the role of media and advertising in creating the country’s female ideals. Advertising and the making of new China: Setting the context How advertising shapes new China is a question surrounded by much controversy. It is no secret that the end of the 1970s marked a new stage in the political, economic, and cultural evolution of China. Since the end of the 1970s, China has changed dramatically from being predominantly Marxist to a becoming a new, market-socialist country (Tse, Belk & Zhou 457). The no-advertising culture gave place to a well-developed advertising infrastructure, which both facilitates and is facilitated by the rapid development of modern media sources and consumer values (Tse, Belk & Zhou 457). ... Chinese consumers gradually realize the value of market openness. In their consumer choices they mostly rely on the popular media sources. Product choices in China are no longer limited to bicycles and wristwatches but make Chinese consumers think twice, before they choose the best of the best in highly competitive Chinese and international markets (Tse, Belk & Zhou 458). Against the background of market openness and relative freedom of competition, the Chinese media have become an important carrier of unique cultural meanings. Advertising does not merely sell goods but has the strong potential to create a new collective identity (Johansson 357). Advertising creates a new image of self in Chinese consumers; it strengthens the sense of belonging to one or several societal groups; eventually, advertising creates a distinct borderline between Self and Others, but whether advertising praises or judges otherness depends on numerous contextual factors (Johansson 357). Chinese media context s are extremely complex and diverse. They create and sustain a self-otherness dichotomy which characterizes most, if not all, media processes in today’s China. Women are excessively susceptible to this type of media influences. It would be fair to assume that the role of women in the Chinese society and advertising in popular media are closely interrelated: the media reflect the dramatic changes in the women-society relationship and, simultaneously, drive the development of new gender realities. Advertising shapes new China, through new typologies of women and changes in female perceptions of Chinese cultural realities. This is probably why the role of advertising in the development of female identities and their implications for new

Laminar Air Flow In Controlling Operating Room Infection Nursing Essay

Laminar Air Flow In Controlling Operating Room Infection Nursing Essay Surgical site infections (SSIs) are defined as infections occurring within 30 days after surgical operation or within one year if an implant is left in place and affecting either the incision or deep tissue at the operation site (Owens and Stoessel 2008). SSIs are reported as the major cause of high morbidity and mortality among post -operative patients (Weigelt et.al. 2010). According to UK National Joint Registry Report, during 2003 -2006 period infection was responsible for about 19 % failure of joint surgery resulting in revision procedures (Sandiford and skinner 2009). Micro-organisms in the air particles settle on the wound, dressings and surgical instruments and cause infections (Chow and Yang 2005). Whyte et.al (1982) identified that contamination from patient s skin as the cause of infection in 2% cases and from theatre personnel in 98% cases. They also found that in 30% cases, contaminants reach the wound from theatre personnel via air and in 70% cases it is via hands. Generally air quality in the operating room is maintained ventilation system. Additional improvements can be achieved by laminar air-flow system or UV lights. Laminar air-flow system is expensive and require continues maintenance. Its installation increases building cost and the operational cost (Cacciariet.al., 2004: Hansen, 2005). Studies conducted to evaluate the effectiveness of laminar flow produced mixed results and there is no consensus on its role in infection control (Sandiford 2007). In this setting, this paper reviews the recent studies to examine the effectiveness of laminar air-flow in reducing SSIs. Studies for this review were found by searching on databases such as CINAHL, PubMed, Science Direct, Ovidsp, Science Citation Index (ISI) and Google scholar. Keywords used for this search are laminar air flow , surgical site infection , operating room air quality , airborne infections + operating theatre , LMA + infection control . As laminar air-flow is used mainly in orthopaedic theatres, majority of the studies are on joint surgery. OPERATING THEATRE AIR QUALITY AND INFECTION CONTROL Indoor air in an operating theatre contains dust which consists of substances released from disinfectant and sterilizers, respiratory droplets, insect parts smoke released from cautry. Dust particles act as a carrier for transporting microorganisms laden particles and can settle on surgical wound and there by cause infection (Neil 2005). Air particles are found to be responsible for about 80% 90% of microbial contamination (CDC 2005). Modern operating theatres are generally equipped with conventional ventilation system in which filters can remove airborne particles of size >5mm about 80-95% (Dharan 2002). The efficacy of operating room ventilation is measured by the colony forming units (CFU) of organisms present per cubic meter. The conventional ventilation (Plenum) with 20 air exchanges is considered efficient if it achieves the colony count of 35cfu/m3 or less (Bannister 2002). Ventilation system with laminar air-flow directs the air-flow in one direction and sweeps the air particle over the wound site to the exits (CDC 2003). Laminar air-flow with HEPA (High Efficiency Particulate Arrestment) filters system has the capacity to remove air particles of size 0.3 m up to 99.9 % and can produce 300 air exchanges per hour in ultraclean orthopaedic theatres. (Sandiford and skinner 2009). Laminar air-flow units are generally two types; ceiling-mounted (vertical flow) or wall-mounted (horizontal flow). There are inconveniences associated with both types. Generally the major problem associated with laminar air-flow is flow disruption. With vertical laminar flow, it is the heat generated by surgical lamps creates air turbulence while with horizontal laminar flow it is the surgical team that disrupt the air-flow (Dharan 2002). LAMINAR AIR FLOW IN INFECTION CONTROLL Laminar air-flow system is mainly used in implant surgeries where even a small number of microorganisms can cause infection. In joint replacement surgeries, one of the main causes of early (within 3 months) and delayed (within 18 months to 2 years) deep prosthetic infections was found colonisation during surgery (Knobben 2006). Laminar air flow is supposed to minimize contamination by mobilizing uniform and large volume of clean air to the surgical area and Contaminants are flushed out instantly (Chow and Yang, 2004). Some studies found that this method is effective in reducing infection but some others produced contradicting results (give some reference) A recent study conducted by Kakwani et.al. (2007) found that laminar air-flow system is effective in reducing the reoperation rate in Austin-Moore hemiarthroplasty. Their study compared the reoperation rate between theatres with laminar air-flow and theatres without laminar air-flow system. A cohort of 435 patients who had Austin-Moore hemiarthroplasties at Good Hope Hospital in Birmingham between August 2000 and July 2004 were selected for this study. Of those 435 patients, 212 had operation in laminar air-flow theatres and 223 had operation in non-laminar air-flow theatres. Data were collected by reviewing case notes and radiographs. For all cases antibiotics were administrated and water impervious surgical gowns and drapes were used. In the non-laminar air-flow group it was found that the re-operation rate for all indication in the first year after hemiarthroplasties was 5.8 % (13/223), while in the laminar air-flow group it was 1.4% (3/212). Analysis found that there were no stat istically significant relation between re-operation rate and water impervious gown and drapes (p=0.15), while use of laminar air-flow found a statistically significant drop (p=0.0285) in re-operation rate within the first year after hemiarthroplasties. They found that re-operation rate in no-laminar air-flow theatres were four times greater than that in laminar airflow theatres. Even though the aim of the study was clearly described there was no review of existing studies to identify the gap in the research. Study methods and details of statistical analysis were given elaborately. The sample size seems sufficient. Results were summarized and presented using graphs and charts. Discussion of results was short and seems not adequate to address the objectives of the study. There was no attempt to explain the casual relationship. For example researches were making statements such as the introduction of water-impervious drapes and gowns did not seem to make a statistically significant improvement in the result . (p.823). Researchers failed to acknowledge any limitations of the study. Data for this study was collected by reviewing patients records. Patients records are considers as confidential and researchers didn t mention whether they received consent from the patients or ethical approval form institution to conduct the study. This can be considered as an ethica l flaw of this study. There are studies which found that laminar air-flow system is not effective in reducing infection rate. In their study Brandt C et.al (2008) found that infection rate was substantially high in theatres with laminar air-flow system. This was a retrospective cohort-study based on routine surveillance data from German national nosocomial infections surveillance system (KISS). Hospitals which had performed at least 100 operations between the years 2000 and 2004 were selected for this study. Type of ventilation technology installed in operation rooms of selected hospitals were collected separately through questionnaire from infection control teams in the participating hospitals. Surgical departments were grouped into categories according to the type of ventilation system installed. Departments using artificial operating room (OR) ventilation with either turbulent or laminar airflow was included in this study. Total 63 surgical departments from 55 hospitals were included in this study. Analysis was performed to the data set created by merging the questionnaire data on OR ventilation and surveillance data from the KISS data base. The data set analysed contained 99230 operations with 1901 SSIs. Age and gender of the patient was found a significant risk factor of SSI in most procedures. Univariate analysis conducted found that rate of SSIs was high in departments with laminar air flow ventilation. Multivariate analysis also confirmed this finding. Authors argue that it may be due to the improper positioning theatre personnel in horizontal laminar flow room. Researches provided a well-researched literature review which clearly identified gap in current research. Objectives and design of the study was properly explained. Study was based on a large sample size. Results were discussed in detail and casual relations were well explained. Enough tables were used to present results. Limitations were properly discussed. Knobben et.al (2006) conducted an experimental study to evaluate how systemic changes together with behavioural changes can decreases intra-operative contamination. This study was conducted in the university Medical Centre Groningen, The Netherlands. A random sample of 207 surgical procedures which involved total knee or hip prosthesis from July 2001 to January 2004 was selected for this study. Two sequential series of behavioural and systemic changes were introduced to ascertain their role in reducing intra-operative contamination. The control group consisted 70 cases. Behavioural changes (correct use of plenum) were introduced to the first intervention group of 67 operations. Intense behavioural and systemic changes were introduced to second intervention group of 70 operations. The systemic changes introduced was the installation of new laminar flow with improved airflow from 2700m3/h to 8100m3/h. Two samples each were taken from used instruments, unused instruments and removed bon es. Control swabs were also collected to make sure that contamination was not occurred during transport and culturing. Early and late intra-operative contamination was also checked. All patients were monitored for any wound discharge while in hospital and followed-up for 18 months to check whether intra-operative contamination affects post-operative infection. Among the control group contamination was found 32.9% while in intervention group 1 it was 34.3% and in intervention group 2 it was 8.6%. Except in Group 1 (p=0.022) late phase contamination was not significantly higher than early phase contamination. During the control period wound discharge was found in 22.9% patients and 11.4% of them had wound infection later. Deep periprosthetic infection had been found in 7.1% of them in the follow-up period. Deep periprosthetic infection was found in 4.5% cases of first intervention group and in 1.4% of cases in second intervention group in the follow-up period. But none of these decreases were found statistically significant. Contamination, prolonged wound discharge and superficial surgical site infection were found decreased after both first and second intervention. But a statistically significant reduction was found only in second intervention (contamination p=0.001, wound discharge p=0.002 and superficial SSI p=0.004). This study concluded that behaviour modifications together with improved air flow system can reduce intra-operative contamination substantially. Purpose of the study was clearly defined and a good review of the current literature has given. Gap in current research was clearly presented and justification for the study had given. Sample size seems sufficient. It is reported that .bacterial cultures were taken during 207 random operations (p. 176), but no details of the sampling method used were provided. Details of interventions were given elaborately and results were discussed in detail. But only one table and two charts used to present it. The readers would have been more benefited if more tables were used to present the results. Discussions of the results were concise and findings were specific and satisfying the objective. No information on whether they received informed consent from the patients and approval form the ethical committee of the institution was missing. This arise a serious question about the ethics of this study. It is found that laminar airflow is more effective when use in conjunction with occlusive clothing (Charnley, 1969 cited in Sandiford and Skinner 2009). While in their recent study Miner et.al (2007) compared the effectiveness of laminar airflow system and body exhaust suits found that body exhaust suits are more effective than laminar flow system in reducing infection. For their study Miner et.al (2007) selected 411 hospitals which have submitted the claim for total knee surgery (TKR) for the year 2000 from four US States were surveyed to collect the details of use of laminar air flow system and body exhaust suits. Those hospitals which were fulfilled three criteria were included in this study. The inclusion criteria were 1) returned the survey instrument, 2) using laminar air flow system or body exhaust suits for infection control and 3) was evidence of at least one Medicare claim for TKR for the study period. Total 8288 TKRs performed in 256 hospitals between 1st January and 30th August 2000 were selected. Data on patient outcomes after total knee replacement (TKR) were collected from Medicare claims. The patients who underwent bilateral TKR were not included in this study and for those who underwent a second TKR during a separate hospitalisation during the study period, only the first procedure was included. International Classification of Disea ses, Ninth Revision (ICDS-9) codes was used to identify post-operative deep infection that needed additional operation. Hospitals were grouped as users or non-users for both laminar airflow and body exhaust suits. Users were defined as those who use any of these methods in more than 75% procedures and non-users were those use any methods less than 75%. The over-all 90-day incidence of deep infection, subsequent operation was found required only in 28 cases (that is 0.34%). Analysis found that the risk ratio for laminar airflow system was higher (1.57, 95% confidence interval 0.75-3.31) than body exhaust suits (0.75, 95% confidence interval 0.34-1.62). Study found that there were no significant differences in infection between hospitals that use specific either protective measure. Other than mentioning few studies researchers failed to provide any background of the research problem. Methods used for this study were explained concisely. Even though the sample size was large, limited number of events (28) were there to be observed. Analysis was based on this small number of events; this may have affected the result. Not many variables were included in this study, and researchers didn t mention how they controlled some possible confounders. Researchers were successful in identifying the advantages and limitations of the study. Results were properly presented in tables. Instead of expensive laminar air-flow system, installation of well-designed ventilation system is found beneficial. Scaltriti et.al (2007) conducted a study in Italy to examine effectiveness of well-designed ventilation system on air quality in operation theatre. They selected operation theatres of a newly built 300 beds community hospital which have ventilation system designed to achieve 15 complete outdoor air changes per hour and are equipped with 0.3 m, 99.97% HEPA filters. All these satisfy the condition for a clean room as per ISO 7 standard. Passive samples of microbiological air counts were collected using Tripticase Soy Agar 90 mm plates left open thorough out the duration of the procedure. Active samples were also collected using a single state slit-type impactor. Total 82 microbiological samples were collected of which 69 were passive plates and 13 were active. Air dust was counted with a light-scattering particle analyser. Details of the surgery, number of people in the r oom, door opening rate and estimated total use of the electrocautery unit were also collected. It was found that there were positive correlations between particle contamination, surgical technique (higher risk from general conventional surgery), electrocauterization and operation length. Door opening rate was found negatively associated. Researchers suggest that this may because when theatre door open a turbulent air flow blows out of the operating room which may result decrease in the dust particles. No association was found between particle contamination and number of people present at the time of incision. Researchers suggest that human movement rather than human presence is the factor that determines airborne microbial contamination. It was found that average particle concentration in the theatres did not exceed the European ISO 14 644 standard limits for ISO 7 clean room, and so concluded that well-designed ventilation system is effective in limiting particulate contamination. Uncultivable or unidentifiable organisms can also be a reason for surgical site infections. It may be difficult to identify such organisms through standard culture techniques (Tunney 1998). Clarke et.al (2004) conducted a quantitative study to examine the effectiveness of ultra-clean (vertical laminar flow) theatres in preventing infections by unidentifiable organisms. They used the molecular technique, Polymerase Chain Reaction (PCR), to detect bacteria presence. Their study compared the wound contamination during primary total hip replacement (THR) performed in standard and ultra clean operation theatres. 20 patients underwent primary THR from 1999 to 2001 were recruited for this study. Patients with previous incidents of joint surgery or infection were excluded. The standard operation theatres had 20 air changes per hour and CFU count was 50 CFU/m3, while ultra-modern theatres had 530 air changes per hour and CFU count was 3 CFU/m3. For all surgeries same infection control precautions were used. Two specimens each of pericapsular tissues were collected from posterior joint capsule both at the beginning and at the end of the surgery (total 80 samples). Patients were given antibiotic prophylaxis after taking the first specimen. All these samples were underwent Gram stain and culture to detect bacterial colonies and Polymerase Chain Reaction (PCR) to detect bacterial DNA. Among the 20 specimens taken form the standard operation theatres at the beginning of the surgery only 3 were found positive with PCR, while from the ultra-clean theatres only 2 were found positive. None from both theatres found positive with culture. Samples from the standard theatres taken at the end of the surgery, 2 found positive by culture and 9 found positive by PCR. The contamination rate in the standard theatre at the end of the surgery found significantly greater than the beginning (p=0.04). Samples taken from the ultra-clean theatres, none was positive by culture while only 6 were positive by PCR. Statistical analysis found that contamination rate at the end of the surgery is not statistically different than the start (p=0.1). It was found that there were no statistically significant difference in overall contamination rate (p=0.3) between standard and ultra clean theatres. (I will add critique of this study here) NURSES ROLE IN INFECTION CONTROL Understanding the source of contamination in operating theatre and knowing the relationship between bacterial virulence, patient immune status and wound environment will help in improving the infection rates (Byrne et al 2007). Nurses are responsible to take a proactive role in ensuring safety of their patients. To improve patient outcome, it is necessary for the nurses to take lead role in environmental control and identifying hazards through environmental surveillance (Neil 2005). Non-adherence to the principle of asepsis by surgical team is identified as a significant risk factor of infections. Hectic movement of surgical team members in the operating room and presence of one or more visitors were also found as major causes of SSI (Beldi G 2009). Nurses and managers should emphasise on controlling factors like the traffic in theatre, limiting the number of staff and reinforcement of strict aseptic technique (Allen 2010). Creedon (2005) argues that infections can reduce up to one third if staffs follow best practice principles. For better outcome staffs needs additional education and positive reinforcement. Nurses have a vital role in the development, reviewing and approving of patient care policies regarding infection control. Nurses are not only responsible for practicing the aseptic techniques but also responsible for monitoring other staff for their adherence to policies. They are responsible for developing training programmes for members of staff. Educating the environmental services personnel like technicians, cleaners will not only improve their knowledge in patient care but also provide a sense of commitment in patient outcomes (Neil 2005). Perioperative nurses can contribute in research regarding theatre ventilation system through organised data collection and documenting evidences. Nurses can contribute in giving optimum and safe delivery of care in areas where environmental issues can put the patient at risk. Knowledge is changing fast, so it is important that staff must keep themselves up to date. Continues quality improvement is needed and it should be based on evidence based research and on-going assessment of information (Hughes 2009). CONCLUSION Reviews of current research shows that still there is a lack consensus on the effectiveness of laminar airflow in infection control. Studies include in this review has used either clinical outcomes (infection or reoperation rate) or intermediate outcomes (particle count or bacterial count) to evaluate the effectiveness of laminar flow. Kakwani et.al (2007) found that re-operation rate was lower in laminar airflow theatres but Brandt et.al (2008) found SSI rate was high in hospitals with laminar flow. Clarke et.al (2004) found that contamination was not significantly different in ultra clean theatres compared to standard theatres equipped enhanced ventilation system. Supporting this finding Scaltriti et.al (2007) found well designed ventilation system is effective in reducing contamination. Study by Knobben et.al (2006) found that combination of systemic and behavioural changes are required to prevent intra-operative contamination. Miner et.al (2007) found that there were no significant differences in infection between hospitals that use laminar airflow and body exhaust suits. From these studies it can be concluded that use of laminar airflow alone can guarantee infection prevention. Behavioural and other systemic changes are necessary to enhance the benefits of laminar airflow. Evidence shows that conventional theatres equipped with enhanced ventilation system can prevent infection effectively, this can be consider as an alternative for expensive as laminar flow system.

Privacy in the Workplace Essay

There are specific laws that protect consumers as well as employees in the workplace. Many of these laws relate to others. Laws, such as, FERPA, SOX, CIPA, and COPPA also grant rights to individuals under the First Amendment. Family Educational Rights and Privacy Act (FERPA) protects a child’s student records from being viewed without parental consent. It gives parents access to their child’s education records, an opportunity to seek to have the records amended, and some control over the disclosure of information from the records. When the child becomes 18 years old, the parents are no longer obligated to have rights to access the child’s personal records. Children’s Internet Protection Act (CIPA) is also engineered to the protection of children. Children are to be protected physically and mentally while in the care of school professionals. Schools must have policies in place protecting children from accessing harmful or obscene content over the internet. This law requires that K-12 schools and libraries in the United States use Internet filters and implement other measures to protect children from harmful online content as a condition for federal funding. The Child Online Protection Act (COPPA) applies to the online collection of personal information by persons or entities under U.S. jurisdiction from children under 13 years of age. It details what a website operator must include in a privacy policy, when and how to seek verifiable consent from a parent or guardian, and what responsibilities an operator has to protect children’s privacy and safety online including restrictions on the marketing to those under 13. While children under 13 can legally give out personal information with their parents’ permission, many websites disallow underage  children from using their services altogether due to the amount of cash and work involved in the law compliance. Sarbanes–Oxley (SOX) set new or enhanced standards for all U.S. public company boards, management and public accounting firms. The sections of the bill cover responsibilities of a public corporation’s board of directors, adds criminal penalties for certain misconduct, and required the Securities and Exchange Commission to create regulations to define how public corporations are to comply with the law.

Thrift Savings Plan

Thrift Savings Plan HRA-360 Total Compensation Dr. James Waters Jacqueline Kelly 2 March 2010 Every successful organization depends on the abilities of a good workforce. The United States Government is no different. One of the major concerns of most employees is receiving fair compensation for the work performed, even after retirement. In 1920 the U S Federal government provided retirement, disability and survivor benefits for most civilian employees. The plan continues to provide benefits to those still covered under the plan. Employees covered under CSRC were not covered by Social Security. However, realizing a need for change, the United States Congress designed a new program, the Thrift Savings Plan, which was enacted 6 June 1986 and became effective 1 January 1987 in the Federal Employees Retirement Act of 1986. The Thrift Savings Plan is meant to operate like a 401(k) retirement savings plan. The plan permits employees to defer paying taxes on the money saved until they retire, at which time they may be in a lower tax bracket because they are no longer earning a full time income. The Thrift Savings Plan is one of the three parts of the Federal Employees Retirement System, and is the largest defined contribution plan in the world with assets worth over $210 billion dollars. The Thrift Savings Plan has the over 3. 7 million participants who contribute to the plan on a voluntary basis. Some these civilian participants included: Individuals on approved leave without pay to serve as full-time officers or employees of certain unions or other employee organizations Individuals assigned from a Federal agency to a state or local government under an Intergovernmental Personnel Act assignment who choose to retain FERS or CSRS coverage Individuals appointed or otherwise assigned to one of the Cooperative Extension Services, as defined by the National Agricultural Research, Extension, and Teaching Policy Act of 1977 Federal justice and judges, certain Federal bankruptcy judges and magistrate judges, Claims Court judges, and Court of Veteran Appeals judges Nonappropriated Fund employees of the Defense Department or the U. S. Coast Guard who have chosen to be covered by FERS or CSRS. According to an rticle in the Business Source Complete, participants in the TSP are disproportionately male, higher earners, older, full-time workers, and either white or nonblack minorities compa red with the population at large. I expect this number to continue to grow as people’s concerns increase about Social Security’s existence further down the road. Employees in the Federal Retirement System are limited to contributing 10 percent of their earned income to the program and the federal government will match up to 10 percent. Employees who fall under the Civil Service Retirement System (CSRS) who are not covered by Social Security may invest up to 5 percent of their earnings to the TSP. The federal government contributes 1 percent to TSP accounts for all employees covered under the Federal Employees Retirement System. Many government employees obviously consider this program an important compensation and they continue to increase their contributions as their earnings increase. Data collected by the Department of Labor, the Employee Benefit Research Institute, and the Federal Retirement Thrift Investment Board for 1992, 1993, and 1997 noted that the TSP had a participation rate of 79 percent, which is more than the 68 percent eligible workers utilizing 401(k) plans, and 8 percent participating in IRAs. A contributing factor to the differences in the number of employees participating in the different programs may be the fact that government employees have a wealth of knowledge available to them on the TSP. They are able to monitor their accounts daily on the internet. In addition, changes may be made on how much is contributed and they may borrow from the account when necessary with minimal penalties. Although, they are advised that the account are established for long-term investing in their future are retirement. Federal employees under FERS have noted a pivotal reason they participate in the program is because of the matching contributions and those employees under CSRS tout the tax benefit as their main reason for participating in the program. Many people consider landing a government a great feat because of the benefits of getting all federal holidays off with pay, vacation and sick leave, and most time tuition reimbursement. But the TSP may now be very a sought after component of a compensation package. An added benefit to the TSP is workers are fully vested in the 1 percent agency automatic contributions after three years( two years for congressional employees and executive-branch political appointees). In addition, workers who leave the federal government for jobs in other sectors of the economy can leave their money in the TSP and it will continue to accrue interest, dividends, and capital gains according to the performance of the funds in which they have chosen to invest. If they opt not to leave their money in the TSP, they may roll it over into another investment vehicle such as an IRA or a 401(k) plan. Furthermore, there are no huge fees for management of the account. A draw back to the TSP is new hires have a waiting period of 6 to 1 year before they can reap the benefit of employer matching contributions. However, they may rollover distributions into the TSP form other tax-qualified retirement savings plans from private-sector firms. Provided certain criteria are met. The TSP is now available to military personnel. On October 30, 2000, the Floyd D. Spence National Defense Authorization Act for Fiscal Year 2001 (Public Law 106-398) was signed. One provision of the law extended participation in the TSP, which was originally only for Federal civilian employees, to members of the uniformed services. The uniformed services include: †¢Department of the Army †¢Department of the Navy †¢Department of the Air Force †¢United States Marine Corps †¢United States Coast Guard †¢Public Health Service †¢National Oceanic and Atmospheric Administration All contributions made by civilians and military personnel are made by way of automatic payroll deductions. They also had a limit of which they could contribute, mandated by the IRS of $15,500. Fortunately, employees over the age of 50 have a provision that allows for a little catch up, in that they may contribute an additional $5,000 annually. Employees may also make early withdrawals without penalty from the IRS if they need the money to pay for medical expenses of the plan participant, a spouse, or dependent, but only to the extent that they exceed 7. 5 percent of adjusted gross income. Ironically, funds may be withdrawn through an IRS levy to collect back taxes owed by the plan participant. Another allowable withdrawal may be for an alternate payee under a qualified domestic relations order (QDRO). Also, early distribution is permissible if it is part of a series of substantially equal periodic payments (SEPPs) over the life of the participant or the joint lives of the participant and the beneficiary. Both CSRS and the FERS retirement pension plans are determined by multiplying three factors: the salary base, the accrual rate, and the number of years of service. Salary base is the final average pay, usually their highest, before retirement. Nevertheless, while the TSP is an outstanding compensation for federal employees it does have some disadvantages. The Thrift Savings Plan is a defined contribution plan similar to a savings account maintained by the employer on behalf of each participating employee. The combined amounts contributed by the employee and employer are invested in stocks and bonds but the employer has no financial obligation other than making contributions to the employees retirement account. All the investment risks fall on the employee. If they do not invest enough for a comfortable retirement, or if the investments lose value or increase too slowly, the employee bears the burden of not having adequate income for retirement. If an employee withdraws from the fund before age 59 they will pay an additional 10 percent tax penalty. This additional tax does not apply to the beneficiary after the death of the participant of if the participant becomes disabled. I feel the government TSP is an excellent compensation afforded to civilian employees because they receive a specific dollar amount matched by Uncle Sam. They are able to make payroll deductions directly into the account and are able to manage their account directly through the internet. Employees covered by FERS have an amount equal to 1 percent of pay contributed to the Thrift Savings Plan by their employing agencies, even if the employee makes no voluntary contributions to the TSP. This amount is not deducted from employee pay. It is paid by the employing agency from sums appropriated to it by Congress for salaries and related expenses. Assuming a nominal annual investment return of 6. 0 percent, an employee who retires after 30 years of federal employment will be able to replace only about 3 percent of final salary from his or her TSP account if he or she never makes a voluntary contribution to the plan. Although it is minimal, employees can still benefit from the plan without contributing a penny. Without using a financial advisor, they have the ability to make intranet transfers on their accounts. Thrift Plan participants can receive account-balance information and conduct transactions using an automated phone system or on the Thrift Plan’s Website at www. tsp. gov. The plans seem relatively simple to understand. Employees no longer have to wait for an open enrollment period to make changes to their account. Government and military personnel have two choices on the bond side to invest in. If they want to invest in a low risk bond, the choice is the â€Å"G Fund† which invests in government securities, or the â€Å"F Fund,† which is tracks the Lehman Brothers Aggregate Bond Index. There’s a target maturity plan which they call â€Å"Life Cycle,† or â€Å"L Funds†. Basically, they way the plan works is participants select the fund whose target date corresponds most with the year they hope to retire. It is a diversified portfolio, investing in the C, F, G, S, and I funds that become more conservative as the participant nears their retirement age. The â€Å"C† fund invests in stocks of all of the corporations that represented in the Standard and Poor’s 500 index. The â€Å"F† fund, or â€Å"Fixed Income Index Investment Fund† invests in securities represented in the Shearson Lehman Brothers Aggregate (SLBA) bond index. They are comprised of government bonds, corporate bonds, and mortgage-backed securities. The â€Å"G† fund consist of U. S. government securities and pays interest equal to the average rate of return on long-term U. S. government bonds. This is a very low risk fund and considered the safest of the TSP funds because the principal is guaranteed not to drop in value. The â€Å"S† fund (Small Capitalization Stock Index Fund) invest in the common stocks that are represented in the Wilshire 4500 index. The â€Å"I† fund (International Stock Index Fund) invests in the stocks of foreign corporations represented in the Morgan Stanley Capital Investment EAFE(Europe, Australia-Asia, Far East) index. The â€Å"Life Cycle† Fund uses a combination of these five funds to optimize returns for employees depending on the time frame they have chosen for their expected retirement. The Thrift Savings Plan (TSP) plays a fundamental role in helping federal workers achieve adequate financial resources for retirement. Employees covered by FERS who do not make voluntary contributions to the TSP, and thus receive only the 1 percent agency automatic contribution, will be able to replace only 2 percent to 4 percent of final annual salary from the TSP at retirement. Most workers in the lower and middle ranges of the federal salary scale will be able to achieve the 60 percent salary replacement. The TSP makes for an admirable compensation feature for many of the active duty military retirees who seek employment with the federal government after retirement. This would be icing on the cake since the military uses the benefits plan based on salary earned in the years immediately preceding retirement which they start receiving the month after they are completely retired from active duty. I could see how the â€Å"double dippers,† as they are called, may be able to maximize on the TSP using their retirement income. It would allow for employees need for security to be satisfied in knowing that after retirement they may have an adequate income after they leave government service if their funds are invested wisely. They would still be able to meet their physiological, safety and security needs, which is especially important in retirement years. That in turn should help to keep their spirit and self esteem up because they are still able to provide for themselves and others that depend on them which should bring a sense of belonging and love. Ultimately, being able to participate in the Thrift Savings Plan, in the public or private sector, sends a message tol employees that their employer or the U S government thought enough of the people who work for them to implement a compensation plan to reward them for their years of service to the organization. I think if more employees had a compensation package that included a benefit similar to the Thrift Savings Plans less people would be concerned about the solvency of Social Security. Federal employees at all income levels can significantly boost their retirement income by contributing to the TSP, and such contributions are essential in order for those in the upper third of the federal pay scale to achieve a level of income that will allow them to maintain their pre-retirement standard of living. References Purcell, P. (2007). Federal employees' retirement system: The role of the thrift savings plan. Journal of deferred compensation, 13(1), 74-99. 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