Brandon Lumbert Essays - House Of Holstein-Gottorp-Romanov, Chivalry

Brandon Lumbert Russian History 11/27/17 A History of Alex I Aleksandr Pavlo vich was the l son of Grand Duke Pavel Petrovich (later Paul I) and Grand Duchess Maria Fyodorovna , a princess of Wrttemberg- Montbeliard . His grandma, the authoritative Empress Catherine II (the Great), took him from his folks and raised him herself to set him up to succeed her. She was resolved to exclude her own child, Pavel, who repulsed her by his insecurity. A companion and train of the scholars of the French Enlightenment, Catherine welcomed Denis Diderot, the encyclopaedist , to wind up plainly Alexander's private mentor. When he declined, she picked Frederic -Cesar La Harpe , a Swiss native, a republican by conviction, and a phenomenal instructor. He enlivened profound fondness in his understudy and for all time formed his adaptable and receptive outlook. As a juvenile, Alexander was permitted to visit his dad at Gatchina , on the edges of St. Petersburg, far from the court. There, Pavel had made a strange lit tle kingdom where he dedicated himself to military activities and parades. Alexander got his military preparing there under the course of an intense and inflexible officer, Aleksey Arakcheyev , who was dependably connected to him and whom Alexander adored for the duration of his life. Alexander's training was not proceeded after he was 16, when his grandma wedded him to Princess Louise of Baden- Durlach , who was 14, in 1793. The bright marriage had been organized to ensure relatives to the Romanov administration, and it was despondent from the earliest starting point. The sweet and enchanting young lady who progressed toward becoming Yelisaveta Alekseyevna was cherished by everybody aside from her better half. Catherine had officially composed the declaration that denied her child of his rights and assigned her grandson as the beneficiary to the position of royalty, when she kicked the bucket all of a sudden on November 17 (November 6, Old Style), 1796. Alexander, who knew about it, didn't set out to uncover the statement, and Pavel moved toward becoming sovereign. Paul I's rule was a dull period for Russia. The ruler's oppressive and peculiar conduct prompted a plot against him by specific nobles and military men, and he was killed amid the evening of March 23 (March 11, Old Style), 1801. Alexander moved toward becoming tsar the following day. The plotters had given him access on the mystery, guaranteeing him they would not murder his dad but rather would just request his relinquishment. Alexander trusted them or, in any event, wished to trust that all would go well. After the haziness into which Paul had dove Russia, Alexander appeared to his subjects as a brilliant first light. He was great looking, solid, charming, compassionate, and brimming with energy. He needed his rule to be an upbeat one and longed for awesome and essential changes. With four companions, who were of honorable families however inspired by liberal thoughtsPrince Adam Czartoryski , Count Pavel Stroganov , Count Viktor Kochubey , and Nikolay Novosi ltsev he framed the Private Committee ( Neglasny Komitet ). Its declared object was to outline "great laws, which are the wellspring of the prosperity of the Nation." Alexander and his nearby counselors revised a large number of the treacheries of the former rule and made numerous regulatory upgrades. Their central accomplishment was the start of an immense arrangement for government funded instruction, which included the development of many schools of various sorts, organizations for preparing instructors, and the establishing of three new colleges. By and by, notwithstanding the philanthropic thoughts instilled in him by La Harpe and in spite of his own desire to fulfill his kin, Alexander did not have the vitality important to do the most pressing change, the nullification of serfdom. The establishment of serfdom was, in the tsar's own words, "a corruption" that kept Russia in a deplorably in reverse state. Be that as it may, to free the serfs, who made seventy five percent out of the populace, would excite the antagonistic vibe of their respectable experts, who did not have any desire to lose the slaves on whom their riches and sol ace depended. Serfdom was a proceeding with load on the

Low Birth Weight essays

Low Birth Weight essays The cost of LBW deliveries is also staggering. Henderson (1994) hypothesized that $285 million in hospital charges in the United States could be saved if prenatal care was utilized to prevent low birth weight. These moneys could be channeled into prevention and care programs for high risk women if the number of LBW delivered could be reduced. This could profoundly affect low-income women, who are at great risk for delivering low-birth-weight babies because they do not receive adequate prenatal care. In addition to the cost of caring for LBW babies after delivery through neonatal intensive care, there is also an immeasurable cost to the quality of life. Many low-birth-weight and preterm babies suffer from developmental problems, retardation, or both, which can influence clinical and educational outcomes. Hack et al. (1995) reported that infants and children who were born with LBW have higher incident rates of neuro-sensory, cognitive, neuropsychological, behavioral and social, academic, and health problems. Each problem is compounded by the others to make growing up very According to the Centers for Disease Control statistics, LBW births continue to be a preventable national problem. During the past decade, the overall number of pregnancies in the United States dropped 7 %. There were 6.28 million U.S. pregnancies in 1999 compared to 6.78 million overall pregnancies in 1990. The 1999 total pregnancy count includes about 3.96 million live births, 1.31 million induced abortions, and 1 million fetal losses from miscarriages and stillbirths. During the same time from 1990 to 1999, there was a 9-percent decline in the birth rate (based on births per 1000 women) and a 22-percent drop in the abortion rate. Overall statistics recorded a 12 percent decline in the However, for teens and minority women, the numbers are strikingly disproportionate. The 1999 pregnan...

Project management Essay Example | Topics and Well Written Essays - 250 words - 19

Project management - Essay Example People must be able to communicate with the app users. Additionally, the information that is available on the app must correspond to the location where the pet is located. As there are pets constantly in certain areas moving in and out of shelters and are eligible for adoption, it will be necessary to constantly update the app. A project manager must be able to collect all of the information and may require a substantial amount of the work to be delegated in order to become established with adoption locations to see what pets are up for adoption. It can be a tedious task for the project manager but without this information, the app is useless to the user. For the app to be most useful to a user, it must be easy to navigate. Less text and more pictures. They must be able to have an experience they do not forget. However, with this app in mind, it is likely that once a person uses the app and adopts the pet, that they will likely not ever use it again but only relay the message on to someone else that it exists. Everyone working on the ap p must communicate so that all information is dispersed and fresh information is updated constantly with this type of mobile app. This will take around the clock updates. The people who want to know about the app will be the people that use it. It can be announced via social media networking and information about the app will be dispersed at the participating pet adoption centers, making it easier for people to recognize that their local animal shelter is cooperating in order for a successful adoption

Advertising and Branding Essay Example | Topics and Well Written Essays - 1250 words

Advertising and Branding - Essay Example In Britain, the opposition of advertisements to the law has been related to their negative effects on health; in this context, advertisements that promote tobacco or unhealthy eating habits have been set under investigation (Lancaster and Lancaster 2003, Harrison and Cantor 1997, in Hargrave and Livingstone 215, 216). The process through which the content of advertisements in Britain is checked is clearly described in the relevant laws – including the rules of the Advertising Standards Authority, the authority that holds the responsibility for the alignment of advertisements with the law. It should be noted that the specific process is not related to particular political trends or beliefs; rather, it operates independently; this view is verified by the fact that the relevant efforts have been supported – since their first appearance in Britain - by the Labour and the Conservatives (Paulu 69); no differentiation has been identified in the willingness of the above parties to control the violation by advertisements of the local laws. In order to understand the process through which advertisements in UK are controlled for their content, it would be necessary to refer primarily to the laws used for the regulation of the particular activity. At a first level, it should be made clear that the opposition of the content of advertisements to the existing laws is considered as a violation of the relevant laws; this is a rule applicable on all advertisements – no matter if they are published in Britain or in the EU territory. In the last case, however, there is a power of the appropriate European authorities – referring to the European Standards Advertising Alliance – to intervene (Chissick and Kelman 246). This perspective needs to be mentioned in this paper, since Britain is a member of the European Union. Moreover, it should be made clear that in the context of European Union territory the content of advertisements is controlled using the ‘International Chamber of Commerce’s Code of Advertising Practice’ (Chissick and Kelman 246). This means that in Britain also, the potential use of the above legislative text cannot be rejected; however, the local laws regulating Advertising should be primarily used – reference would be made to the above legislative framework if the judges of the national courts consider such initiative as necessary. On the other hand, in a relevant report of the House of Lords it is noted that the European legal framework related to Advertising is not of particular value for the British market, since the national law on the specific field address all aspects of the specific activity, i.e. there are no gaps to be filled by the European legislation (Parliament, House of Lords 157). However, the above laws (European laws on Advertising) would be particularly valuable in the case of advertising developed in the context of electronic commerce – which is not limited in terms of boundaries. As for the British legal framework in regard to advertising, this is mainly consisted by the Advertising Codes – the ‘UK Code of Broadcast Advertising and the UK Code of Non-Broadcast Advertising, Sales Promotion and Direct Marketing’ (ASA organization, website, Advertising Codes). It should be noted that the ‘ Committee of Advertising Practice and the Broadcast Committee of Advertising Practice’ (ASA organization, website, Advertising Codes) have the responsibility for the development and the monitoring of the above Codes. The complaints related to the content of advertisements in Britain are investigated following a specific process – as set in the laws mentioned above. The Advertising

Marketing Plan Essay Example | Topics and Well Written Essays - 1500 words - 2

Marketing Plan - Essay Example This is a functional drink and can be made available in different flavors to suit different tastes. With the mission to reach the product to the vast majority of the people, it has been decided to undertake a marketing plan which includes stating the marketing objectives, the research to forecast the demand and then the marketing strategy. To determine the demand that could be generated for this new product, it is considered necessary to conduct a survey. To conduct the survey market segmentation is necessary so that the target market is studied rather than the whole market. Since this is a health drink and that too a milk product, focus would be on the children between 6 and 18 years and the women. The segmentation would further be based on psychographic details like lifestyle and social demographics like the income level. Thus to conduct the survey questionnaires have been designed (Appendix A). These questionnaires would be sent out via emails to housewives. The addresses would be procured from the local clubs and women’s organizations. Questionnaires would also be sent to the local clubs and organizations where a large number of women are employed. The marketing mix of any product would include the right product at the right time in the right place with the right sales and promotion strategy and at the right price. To have competitive positioning, these are the four P’s (Product, Price, Place and Promotion) very essential for marketing any product. To ensure good sales of our product and services, it is essential to understand the product, its need and importance, the price should be reasonable, if necessary dual pricing, the product should be easily available hence distribution has to be right and finally the right awareness of the product. The promotional strategies have to be taken into account depending on competitive factors. The product is new in the market with a focus on health and targeted at children and the women and hence success is

The Modern Olympic Games Tourism Essay

The Modern Olympic Games Tourism Essay The modern Olympic Games are a major international event featuring summer and winter sports in which thousands of athletes participate in a variety of competitions. The Olympic Games are considered to be the worlds foremost sports competition with more than 200 nations participating. The Games are currently held biennially, with summer and Winter Olympic Games alternating, meaning they each occur every four years. Their creation was inspired by the ancient Olympic Games, which were held in Olympia, Greece, from the 8th century BC to the 4th century AD. Baron Pierre de Coubertin founded the International Olympic Committee (IOC) in 1894. The IOC has since become the governing body of the Olympic Movement, with the Olympic Charter defining its structure and authority. The evolution of the Olympic Movement during the 20th and 21st centuries has resulted in several changes to the Olympic Games. Some of these adjustments include the creation of the Winter Games for ice and winter sports, the Paralympic Games for athletes with a disability, and the Youth Olympic Games for teenage athletes. The IOC has had to adapt to the varying economic, political, and technological realities of the 20th century. As a result, the Olympics shifted away from pure amateurism, as envisioned by Coubertin, to allow participation of professional athletes. The growing importance of the mass media created the issue of corporate sponsorship and commercialization of the Games. World wars led to the cancellation of the 1916, 1940, and 1944 Games. Large boycotts during the Cold War limited participation in the 1980 and 1984 Games. The Olympic Movement consists of international sports federations (IFs), National Olympic Committees (NOCs), and organizing committees for each specific Olympic Games. As the decision-making body, the IOC is responsible for choosing the host city for each Olympic Games. The host city is responsible for organizing and funding a celebration of the Games consistent with the Olympic Charter. The Olympic program, consisting of the sports to be contested at the Games, is also determined by the IOC. The celebration of the Games encompasses many rituals and symbols, such as the Olympic flag and torch, as well as the opening and closing ceremonies. Over 13,000 athletes compete at the Summer and Winter Olympics in 33 different sports and nearly 400 events. The first, second and third place finishers in each event receive Olympic medals: gold, silver, and bronze, respectively. The Games have grown in scale to the point that nearly every nation is represented. Such growth has created numerous challenges, including boycotts, doping, bribery, and terrorism. Every two years, the Olympics and its media exposure provide unknown athletes with the chance to attain national and sometimes international fame. The Games also constitute a major opportunity for the host city and country to showcase themselves to the world. The Olympic Games program consists of 35 sports, 30 disciplines and nearly 400 events. For example, wrestling is a Summer Olympic sport, comprising two disciplines: Greco-Roman and Freestyle. It is further broken down into fourteen events for men and four events for women, each representing a different weight class. The Summer Olympics program includes 26 sports, while the Winter Olympics program features 15 sports. Athletics, swimming, fencing, and artistic gymnastics are the only summer sports that have never been absent from the Olympic program. Cross-country skiing, figure skating, ice hockey, Nordic combined, ski jumping, and speed skating have been featured at every Winter Olympics program since its inception in 1924. Current Olympic sports, like badminton, basketball, and volleyball, first appeared on the program as demonstration sports, and were later promoted to full Olympic sports. Some sports that were featured in earlier Games were later dropped from the program. Olympic sports are governed by international sports federations (IFs) recognized by the IOC as the global supervisors of those sports. There are 35 federations represented at the IOC. There are sports recognized by the IOC that are not included on the Olympic program. These sports are not considered Olympic sports, but they can be promoted to this status during a program revision that occurs in the first IOC session following a celebration of the Olympic Games. During such revisions, sports can be excluded or included in the program on the basis of a two-thirds majority vote of the members of the IOC. There are recognized sports that have never been on an Olympic program in any capacity, including chess and surfing. In October and November 2004, the IOC established an Olympic Programme Commission, which was tasked with reviewing the sports on the Olympic program and all non-Olympic recognized sports. The goal was to apply a systematic approach to establishing the Olympic program for each celebration of the Games. The commission formulated seven criteria to judge whether a sport should be included on the Olympic program. These criteria are history and tradition of the sport, universality, popularity of the sport, image, athletes health, development of the International Federation that governs the sport, and costs of holding the sport. From this study five recognized sports emerged as candidates for inclusion at the 2012 Summer Olympics: golf, karate, rugby union, roller sports and squash. These sports were reviewed by the IOC Executive Board and then referred to the General Session in Singapore in July 2005. Of the five sports recommended for inclusion only two were selected as finalists: karate and squash. Neither sport neither attained the required two-thirds vote nor consequently was they not promoted to the Olympic program. In October 2009 the IOC voted to instate golf and rugby union as Olympic sports for the 2016 and 2020 Summer Olympic Games. The 114th IOC Session, in 2002, limited the Summer Games program to a maximum of 28 sports, 301 events, and 10,500 athletes. Three years later, at the 117th IOC Session, the first major program revision was performed, which resulted in the exclusion of baseball and softball from the official program of the 2012 London Games. Since there was no agreement in the promotion of two other sports, the 2012 program featured just 26 sports. The 2016 and 2020 Games will return to the maximum of 28 sports given the addition of rugby and golf. The host city for an Olympic Games is usually chosen seven to eight years ahead of their celebration. The process of selection is carried out in two phases that span a two-year period. The prospective host city applies to its countrys National Olympic Committee; if more than one city from the same country submits a proposal to its NOC, the national committee typically holds an internal selection, since only one city per NOC can be presented to the International Olympic Committee for consideration. Once the deadline for submission of proposals by the NOCs is reached, the first phase (Application) begins with the applicant cities asked to complete a questionnaire regarding several key criteria related to the organization of the Olympic Games. In this form, the applicants must give assurances that they will comply with the Olympic Charter and with any other regulations established by the IOC Executive Committee. The evaluation of the filled questionnaires by a specialized group provides the IOC with an overview of each applicants project and their potential to host the Games. On the basis of this technical evaluation, the IOC Executive Board selects the applicants that will proceed to the candidature stage. Once the candidate cities are selected, they must submit to the IOC a bigger and more detailed presentation of their project as part of a candidature file. Each city is thoroughly analysed by an evaluation commission. This commission will also visit the candidate cities, interviewing local officials and inspecting prospective venue sites, and submit a report on its findings one month prior to the IOCs final decision. During the interview process the candidate city must also guarantee that it will be able to fund the Games. After the work of the evaluation commission, a list of candidates is presented to the General Session of the IOC, which must assemble in a country that does not have a candidate city in the running. The IOC members gathered in the Session have the final vote on the host city. Once elected, the host city bid committee (together with the NOC of the respective country) signs a Host City Contract with the IOC, officially becoming an Olympic host nation and host city. By 2016, the Olympic Games will have been hosted by 44 cities in 23 countries, but by cities outside Europe and North America on only eight occasions. Since the 1988 Summer Olympics in Seoul, South Korea, the Olympics have been held in Asia or Oceania four times, a sharp increase compared to the previous 92 years of modern Olympic history. The 2016 Games in Rio de Janeiro will be the first Olympics for a South American country. No bids from countries in Africa have succeeded. The United States has hosted eight Olympic Games, four Summer and four Winter, more than any other nation. The British capital London holds the distinction of hosting three Olympic Games, all Summer, more than any other city. The other nations hosting the Summer Games twice are Germany, Australia, France and Greece. The other cities hosting the Summer Games twice are Los Angeles, Paris and Athens. In addition to the United States, nations hosting multiple Winter Games are France with three, while Switzerland, Austria, Norway, Japan, Canada and Italy have hosted twice. Among host cities, Lake Placid, Innsbruck and St. Moritz have played host to the Winter Olympic Games more than once, each holding that honour twice. The most recent Winter Games were held in Vancouver, Canadas third Olympics overall. The next Winter Games will be in Sochi in 2014, Russias first Winter Olympics and second Olympics overall. (http://en.wikipedia.org/wiki/Olympic_Games, 24 Nov, 2012) London Wins By 15 July 2003, the deadline for interested cities to submit bids to the International Olympic Committee (IOC), nine cities had submitted bids to host the 2012 Summer Olympics: Havana, Istanbul, Leipzig, London, Madrid, Moscow, New York City, Paris and Rio de Janeiro. On 18 May 2004, as a result of a scored technical evaluation, the IOC reduced the number of cities to five: London, Madrid, Moscow, New York and Paris. All five submitted their candidate files by 19 November 2004 and were visited by the IOC inspection team during February and March 2005. The Paris bid suffered two setbacks during the IOC inspection visit: a number of strikes and demonstrations coinciding with the visits, and a report that a key member of the bid team, Guy Drut, would face charges over alleged corrupt party political finances. Throughout the process, Paris was widely seen as the favourite, particularly as this was its third bid in recent years. London was seen at first as lagging Paris by a considerable margin. Its position began to improve after the appointment of Lord Coe as the new head of London 2012 on 19 May 2004. In late August 2004, reports predicted a tie between London and Paris. On 6 June 2005 the IOC released its evaluation reports for the five candidate cities. They did not contain any scores or rankings, but the report for Paris was considered the most positive. London was close behind, having closed most of the gap observed by the initial evaluation in 2004. New York and Madrid also received very positive evaluations. On 1 July 2005, when asked who would win, Jacques Rogge said, I cannot predict it since I dont know how the IOC members will vote. But my gut feeling tells me that it will be very close. Perhaps it will come down to a difference of say ten votes, or maybe less. On 6 July 2005, the final selection was announced at the 117th IOC Session in Singapore. Moscow was the first city to be eliminated, followed by New York and Madrid. The final two contenders were London and Paris. At the end of the fourth round of voting, London won the right to host the 2012 Games with 54 votes to Pariss 50. The celebrations in London were short-lived, being overshadowed by bombings on Londons transport system less than 24 hours after the announcement. (http://en.wikipedia.org/wiki/2012_Summer_Olympics, 24 Nov, 2012) Why was London chosen? A lot of available land to regenerate Government was in favor Many hotels and restaurants Has the right facilities A good transport system In Europe, close to many spectators and potential athletes A good climate during July and August Pre Olympics Preparations for the Games Economics of the Games By almost any measure, staging the Olympic Games was big business. Revenue is generated from five principal sources: à ¢Ã¢â€š ¬Ã‚ ¢ Broadcast rights-the rights to broadcast the Games in countries around the world. In recent times, the rights for the United States accounted for about 50% and the rights for Europe accounted for 25% of the total broadcast revenue. à ¢Ã¢â€š ¬Ã‚ ¢ International sponsorship-the rights for a company to proclaim itself an Official Sponsor of the Olympic Games on a worldwide basis in the four years leading up to the Games. à ¢Ã¢â€š ¬Ã‚ ¢ Ticketing-the tickets to the individual Olympic events. à ¢Ã¢â€š ¬Ã‚ ¢ Domestic sponsorship-the rights for a company to proclaim itself an official sponsor of the Olympics within the country hosting the Games. à ¢Ã¢â€š ¬Ã‚ ¢ Licensing rights-the rights to use the Olympic logos and trademarks on items ranging from stamps and coins to t-shirts and stuffed animals. Preparing For and Managing the Games Using its allocation of the Olympic revenues, the host city London Organising Committee of the Olympic and Paralympic Games had to plan for, organize, and manage the 17 days of the Games, all within the contractual obligations set forth by the IOC. The major tasks included: à ¢Ã¢â€š ¬Ã‚ ¢ Staging the Opening Ceremony, Closing Ceremony, and sporting events à ¢Ã¢â€š ¬Ã‚ ¢ Arranging for the required stadia, arenas, training facilities, and equipment à ¢Ã¢â€š ¬Ã‚ ¢ Housing and feeding the athletes and officials à ¢Ã¢â€š ¬Ã‚ ¢ Anticipating and solving potential transportation problems à ¢Ã¢â€š ¬Ã‚ ¢ Meeting the needs of the media à ¢Ã¢â€š ¬Ã‚ ¢ Providing security to ensure a safe and peaceful Olympics Importantly, while the London Organising Committee of the Olympic and Paralympic Games was responsible for arranging for the Games infrastructure, responsibility for actually providing that infrastructure rested with the host city and country. This included the stadia and arenas to stage the events, the Olympic Village to house the athletes, the national and international transportation systems to efficiently get people to and from the host city, and the local transportation systems to shuttle people to and from the events. If funds were needed to build this infrastructure, they typically were raised through taxation, lotteries, and private investment. Chris Townsend explained: The costs of any Olympics can be broken down into software or people costs and hardware or infrastructure costs. Software costs are the responsibility of the London Organising Committee of the Olympic and Paralympic Games, and include the expenses associated with planning the Games, housing the athletes, and running the events. In contrast, hardware costs are the responsibility of the host city and depend greatly on the existing infrastructure. à ¢Ã¢â€š ¬Ã†â€™ The 2012 Games Great Britain was no stranger to the Olympic Games. It was one of only four nations to compete in all 26 Olympic Games, holding third place in total number of medals won. It had successfully hosted the 1908 and 1948 London Games. And it had bid on the 1992, 1996, and 2000 Games. Winning the rights to the 2012 Games was far from certain, however, with Paris, New York, Moscow, and Madrid also in the final running. The process to select the host city consisted of a series of secret ballots, with each IOC member voting for the city of his or her choice. After each round of voting, if no city obtained a majority of the votes cast, the city with the lowest number of votes was eliminated, and the remaining cities advanced to a new round of voting. By most accounts, Paris was the favourite to win the rights to the 2012 Games. However, many believed the London bid was aided by the addition of Sebastian Coe to the London Bid Committee in 2004. Coe was the 1980 and 1984 gold medallist in the 1,500-meter run, was widely considered one of the greatest middle-distance runners of all time, had served as a member of the British Parliament, and was widely respected both within and outside the Olympic community. In the end, the IOC apparently was impressed by the proposal that the London Bid Committee submitted. As announced on July 6, 2005, to the joy of its many supporters, London had won the rights to host the 2012 Games in a final, head-to-head ballot in which London received 54 votes to Pariss 50. The Plans for the 2012 Games The 2012 Games were scheduled to run from July 27 to August 12, with over 12,000 athletes from 205 countries expected to compete across 26 sports and 300 events. In a perfect world, the organizing committee knew, their decisions would satisfy many criteria. à ¢Ã¢â€š ¬Ã‚ ¢ First, given the importance of ticketing to the Games bottom line, they had a strong incentive to maximize revenues. à ¢Ã¢â€š ¬Ã‚ ¢ Second, given that the entire world would be watching, they wanted to maximize attendance-not just at the Opening Ceremony and swimming finals, which traditionally were easy sells, but also at events like handball and table tennis, which were not. à ¢Ã¢â€š ¬Ã‚ ¢ Thirdly, the wanted to fill the seats with right people- knowledgeable fans who added to the energy and atmosphere of the event. à ¢Ã¢â€š ¬Ã‚ ¢ Finally, tickets had to be accessible not only to the worlds elite but also to average Londoners, many of whom lived around the corner from the Olympic park. With 7.9 million tickets up for sale, the LONDON ORGANISING COMMITTEE OF THE OLYMPIC AND PARALYMPIC GAMES anticipated an average of 500,000 spectators per day to attend the Games, with up to 800,000 on the busiest days. It estimated that roughly 30% of all tickets would be purchased by Londoners, 25% by United Kingdom residents who lived outside of London, 20% by people from the rest of Europe, and 25% by people from the rest of the world. In addition, it expected 10,000 Olympic and political dignitaries to watch some or all of the Games, 20,000 journalists and media personnel to cover the Games, 60,000 security personnel to ensure safety, and 100,000 paid and volunteer workers to help run the Games. Location and Venues A key selling point in the London bid was the plan to build the centrepiece of the Games-the Olympic Park-in East London. As stated in Londons bid document: Great Games leave welcome legacies. Consistent with Londons long-term plan, the Games will stimulate vital economic and social regeneration in what is now a disadvantaged area. Creation of the Olympic Park will involve restoring large tracts of land in East London, with new green spaces and revived wetlands. The Olympic Village will become a desirable and socially diverse new residential area, providing 3,600 new homes in a community transformed by the Games. The intent was to develop 500 acres of existing industrial and waste land in East London into the Olympic Park. By 2012, this would include: à ¢Ã¢â€š ¬Ã‚ ¢ The 80,000-seat Olympic Stadium-for Opening and Closing Ceremonies and athletics à ¢Ã¢â€š ¬Ã‚ ¢ The 17,500-seat Aquatics Centre-for diving, swimming, and water polo à ¢Ã¢â€š ¬Ã‚ ¢ The 12,000-seat London Velopark-for indoor track cycling and outdoor BMX cycling à ¢Ã¢â€š ¬Ã‚ ¢ The 12,000-seat Basketball Arena à ¢Ã¢â€š ¬Ã‚ ¢ The 15,000-seat Olympic Field Hockey Centre à ¢Ã¢â€š ¬Ã‚ ¢ The 17,000-bed Olympic Village After the Games, the plan was to reduce the size of several of the larger venues to fit with the surrounding community, to relocate several of the smaller venues to other parts of the country where they could be better utilized, and to convert the Olympic Village into 3,600 units of affordable housing, with an additional 5,400 new homes to be built later. The remaining sports would use existing venues located throughout London and the UK, including Earls Court (volleyball), Excel London (judo, weightlifting, wrestling), Hyde Park (triathlon), the Millennium Dome (gymnastics), Wimbledon (tennis), and Wembley (football). Transportation A second critical element of the London bid was a plan to make the 2012 Games the first public transport Olympics, with close to 100% of ticketed spectators traveling to the Olympic events by such means. To make this happen, existing transportation links to and from the East London area were to be expanded and upgraded, turning it into one of the best-connected Communities in the city. The most talked-about of these efforts was a 12-car subway shuttle called the Olympic Javelin, which would ferry passengers from Kings Cross Station, in the heart of London, to the Olympic Park in just 7 minutes. These efforts were expected to support the transport of up to 240,000 passengers per hour into and out of the Olympic Park area. In turn, to encourage spectators to use public transportation, the London Organising Committee of the Olympic and Paralympic Games had announced that the price of every ticket to an Olympic event would include the use of Londons public transportation network on the day of that event. Atmosphere finally, the London Organising Committee of the Olympic and Paralympic Games hoped to engage and excite the British public. While Sydney came to be called the Laid-Back Games, and Beijing had been unofficially dubbed the No Fun Games, the London Organising Committee of the Olympic and Paralympic Games wanted the legacy of the 2012 Games to be one of inclusiveness. Toward this end, Sebastian Coe noted: Whilst London will be the principal venue, it is the entire United Kingdom which will be the host. The London 2012 Games will be Everybodys Games. London 2012 will be the most accessible and participative Games ever. Putting on Everybodys Games, we are clear that our stakeholders are the 60 million people living in Britain. Delivering the 2012 games The two groups responsible for delivering the 2012 games were the London Organising Committee of the Olympic and Paralympic Games, which staged the Games, and a quasi-governmental organization called the Olympic Delivery Authority, which built the infrastructure. The London Organising Committee of the Olympic and Paralympic Games forecasting budget was $3 billion. Roughly $1.2 billion of this came from its share of the broadcast revenues and international sponsorships. London Organising Committee of the Olympic and Paralympic Games was responsible for the rest, with a planned $1 billion coming from about 60 domestic sponsors, $650 million from ticket sales, and $150 million from licensing fees. The Olympic Delivering Authoritys total expenses were projected to run about $12 billion: $6 billion for the building of the Olympic park, $4 billion for the transportation upgrades, and the rest for smaller projects, contingencies and taxes. Roughly 60% of these funds came from national taxes, 15% came from London city taxes, and 20% came from the National Lottery. Selling tickets to the games Hired as head of ticketing in September 2007, Paul Williamson was no stranger to large sporting event. Previously, he had helped set ticketing guidelines for several FIFA World Cup Finals, the Cricket World Cup etc. He was well aware of the challenges that London Organising Committee of the Olympic and Paralympic Games faced: Ticketing for the FIFA World Cup was a great experience, but it pales in comparison to the Olympic Games. For a World Cup Final, you sell three million tickets to 64 matches played over 30 days in 10 or 12 major cities. The teams were all of very high calibre, the stadia were all well established, and football was the most popular sport in the world. With the Olympic Games, they were trying to sell almost eight million tickets to 26 different sports played over 17 days, with some sports wildly popular and others a complete mystery to the average person. In reality, they were running 26 world championships in a fortnight. While many ticketing issues were still up in the air, some had already been decided. In particular, it was known that: à ¢Ã¢â€š ¬Ã‚ ¢ A total of 7.9 million tickets would be available for sale across all events. à ¢Ã¢â€š ¬Ã‚ ¢ In late 2010, international and domestic sponsors, the 205 National Olympic Committees, the International Federations, and other IOC affiliates could place requests for tickets- specifying how many tickets at each price point they desired for each event. All would pay full price for any tickets ultimately received and, collectively, these groups would receive no more than 25% of available tickets. à ¢Ã¢â€š ¬Ã‚ ¢ In the spring of 2011, the general public could similarly place requests for tickets, via an online ballot, specifying the event, number of tickets, and price point they desired. à ¢Ã¢â€š ¬Ã‚ ¢ In the summer of 2011, ticket requests from both the IOC affiliates and the public would be processed and individuals would be informed as to whether they had obtained tickets. à ¢Ã¢â€š ¬Ã‚ ¢ Later in 2011 and into 2012, any remaining tickets would be offered for direct sale. à ¢Ã¢â€š ¬Ã‚ ¢ During the Games, tickets still not sold would be available for purchase at box offices throughout London. Williamson noted that those applying for tickets were requesting entry to a particular event within a certain price tier. Not until tickets were matched to requests, in the summer of 2011, would customers find out where they actually sat in the stadium or arena. Managing Ticket Revenues When it came to managing ticket revenues, Williamson and his team looked to the 2000 Sydney Games for inspiration: While the 2004 Athens Games and the 2008 Beijing Games were wonderful events, they do not provide a great ticketing benchmark for the London Games. Athens was hampered by the small size of the city and the limited capacity of the venues. And Beijing tried hard to make tickets affordable for its domestic population, resulting in ticket prices that were artificially low. But the Sydney Games were staged in large venues in the largest city of a wealthy, sports- loving country. People were willing to pay to attend events and the results reflected this fact. The London Organising Committee of the Olympic and Paralympic Games also viewed sufficient ticket revenues as vital to the legacy of the 2012 Games. As Chris Townsend noted: With so much money involved in the Games, it is easy to view ticket sales as a drop in the bucket. What is $650 million when the Olympic Delivery Authority is spending $12 billion to build the Olympic Park and the Olympic Javelin? But putting things in perspective. Last year, Manchester United generated about $150 million in ticket revenues over a nine-month season, while the New York Yankees sold $120 million in tickets over a six-month season. They were looking to bring in four to five times those amounts, which will have a major impact on the financial legacy of these Games. But Williamson knew that maximizing ticket revenue meant more than just charging high prices Peoples willingness-to-pay for a given event will depend on many factors. Theres an expectation about what a ticket should cost based on other sporting events in and around London. Theres the global appeal of a sport, with swimming and gymnastics being very popular around the world. Theres the local appeal of the sport, often driven by the host countries past success in that sport. Theres the event stage, with most people wanting to see those stages where the gold medals are awarded. And then theres a particular team or athlete that makes the difference. Williamson also reasoned that the pricing of tickets at past Games provided only limited guidance for the pricing of the London Games: First, every host city possesses unique tastes, culture, and atmosphere. While beach volleyball may be big in Australia, table tennis is king in China. Second, the reach of the Games varies by location. Given the difficulties in getting into China, tickets to the Beijing Games were largely limited to the Chinese. Given the proximity of London to the rest of Europe, they anticipate a much more international crowd. Third, this will be the first Games where ticketing will be done via the Internet, which may alter demand for some events. Finally, with the current global financial crisis, London 2012 is entering uncharted territories. Managing Attendance The London Organising Committee of the Olympic and Paralympic Games also wanted to fill the many venues during the games. As stated in the London bid document, Great Games generate genuine enthusiasm. This will be demonstrated by full stadia across a wide range of events. Given that organizers expected close to five billion television viewers to watch some part of the 2012 Games, the last image the London Organising Committee of the Olympic and Paralympic Games wanted broadcast to the world was that of half-empty arenas. Everyone at the London Organising Committee of the Olympic and Paralympic Games understood the potential fallout from attendance shortfalls. Pinned to a nearby bulletin board were several articles from recent games. In reference to the 2004 Athens Games, one New York Times headline read, Summer 2004 Games: Seats May Be Empty, But Not the Beaches. And in regard to the 2008 Beijing Games, the Los Angeles Times proclaimed, Empty Seats Are a Mystery at Beijing Olympics. Williamson broke down the challenge of maximizing attendance into two parts. First, you have to get people to buy the tickets. Second, you have to get those who purchased tickets to actually use them. Neither of these was a trivial task. When it came to getting people to buy the tickets, Williamson had no illusions: You just cant sell every ticket to every event. The Opening Ceremony? Sure. The final day of track and field? Sure. Michael Phelps in any of the swimming events? Sure. But what about a preliminary round of handball, table tennis, or archery? The demand is just lower for certain sports. The reality is, there were three classes of events they managed. First, there was big four-swimming, artistic gymnastics, athletics, and the ceremonies-where demand historically far exceeds supply and which likely sold out at almost any prices. They expected about 40% of ticket revenues to come from these four sports. Second, there was football, with almost two million tickets across 58 mens and womens matches. If there was any single sport with which they obsess, it was football. On the one hand, football is the most popular sport in Europe, which worked in their favour. On the other hand, unlike the FIFA World Cup, the Olympic teams were largely limited to players under 23 years of age, eliminating some of the biggest names in the sport. They hope to generate another 10% of ticket revenue from football. Third, there were all the other sports, where supply historically exceeds demand and where they had to work hard to maximize sales. But the challenge did not end with merely selling the tickets. As the Beijing organizers discovered, ge

philhealths indigent program :: essays research papers

CHAPTER I. RATIONALE Introduction   Ã‚  Ã‚  Ã‚  Ã‚  The Philippine Health Insurance Corporation was created by Republic Act No. 7875 to administer the National Health Insurance Program which is designed to provide health insurance coverage and ensure affordable, acceptable and health services for all Filipinos.   Ã‚  Ã‚  Ã‚  Ã‚  The Enhanced â€Å"PCSO Greater Medicare Access (GMA) Program† is a partnership forged by four important agencies of the government: the Philippine Charity Sweepstakes Office (PCSO), the Local Government Unit (LGU), Department of Budget and Management (DBM), the Philippine Health Insurance Corporation (PhilHealth) and other national government agencies (NGAs) such as DILG, DSWD, DAR, DOH. The Enhanced PCSO GMA Program is a realization of the common goals of PCSO, PhilHealth, DBM and the LGUs of the intention to enroll 5 million indigent families nationwide institutionalizing an integrated health care financing and delivery mechanism that ensures accessible, affordable and quality health care to all underprivileged Filipinos. The Program started its enrollment on February 2004 and ended on May 2004. The validity of this card is for a year and can be renewed through the Local Government Units (LGUs).   Ã‚  Ã‚  Ã‚  Ã‚  For the implementation of the Program, PCSO allocated P1.5 billion as assistance for the payment of the local government unit (LGU) premium counterpart to PhilHealth for 2004, initially utilized the P1 billion â€Å"Stand By Fund† approved by the PCSO Board. DBM, on the other hand, assured the release of P1.5 billion to PhilHealth for the national government (NG) premium counterpart for the would be indigent. CHAPTER II. OBEJCTIVES 1.  Ã‚  Ã‚  Ã‚  Ã‚  To be able to identify the qualified members 2.  Ã‚  Ã‚  Ã‚  Ã‚  To be able to know the membership process 3.  Ã‚  Ã‚  Ã‚  Ã‚  To be able to identify the program benefits 4.  Ã‚  Ã‚  Ã‚  Ã‚  To be able know the number of indigents enrolled in Region VIII. 5.  Ã‚  Ã‚  Ã‚  Ã‚  To be able to identify the number of claims from the enrolled members. 6.  Ã‚  Ã‚  Ã‚  Ã‚  To determine the controversies behind the card CHAPTER III. SCOPE AND LIMITATION   Ã‚  Ã‚  Ã‚  Ã‚  The study is confined only to Region VIII which composes the provinces of: Biliran, Eastern Samar, Leyte, Northern Samar, Southern Leyte and Western Samar. Chapter IV. Methodology   Ã‚  Ã‚  Ã‚  Ã‚  The primary data were gathered through interviews with the Membership & Marketing Division, Finance Division, Claims Division and Management Information System of PhilHealth.   Ã‚  Ã‚  Ã‚  Ã‚  In the secondary data, the researcher used the information from PhilHealth, news clippings from the newspapers and the Internet. CHAPTER V. DATA ANALYSIS Table I. Number of Indigents Enrolled In Eastern Samar Municipality  Ã‚  Ã‚  Ã‚  Ã‚  No. Of Indigents Enrolled  Ã‚  Ã‚  Ã‚  Ã‚  Percentage   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   Arteche  Ã‚  Ã‚  Ã‚  Ã‚  1,142  Ã‚  Ã‚  Ã‚  Ã‚  3.27% Balangiga  Ã‚  Ã‚  Ã‚  Ã‚  686  Ã‚  Ã‚  Ã‚  Ã‚  1.96% Balangkayan  Ã‚  Ã‚  Ã‚  Ã‚  991  Ã‚  Ã‚  Ã‚  Ã‚  2.84% Borongan  Ã‚  Ã‚  Ã‚  Ã‚  5,398  Ã‚  Ã‚  Ã‚  Ã‚  15.46% Can-avid  Ã‚  Ã‚  Ã‚  Ã‚  1,909  Ã‚  Ã‚  Ã‚  Ã‚  5.47% Dolores  Ã‚  Ã‚  Ã‚  Ã‚  3,575  Ã‚  Ã‚  Ã‚  Ã‚  10.24% Gen. Macarthur  Ã‚  Ã‚  Ã‚  Ã‚  505  Ã‚  Ã‚  Ã‚  Ã‚  1.45% Giporlos  Ã‚  Ã‚  Ã‚  Ã‚  1,092  Ã‚  Ã‚  Ã‚  Ã‚  3.13% Guiuan  Ã‚  Ã‚  Ã‚  Ã‚  2,933  Ã‚  Ã‚  Ã‚  Ã‚  8.40% Hernani  Ã‚  Ã‚  Ã‚  Ã‚  869  Ã‚  Ã‚  Ã‚  Ã‚  2.49% Jipapad  Ã‚  Ã‚  Ã‚  Ã‚  315  Ã‚  Ã‚  Ã‚  Ã‚  0.90% Lawaan  Ã‚  Ã‚  Ã‚  Ã‚  953  Ã‚  Ã‚  Ã‚  Ã‚  2.73% Llorente  Ã‚  Ã‚  Ã‚  Ã‚  1,309  Ã‚  Ã‚  Ã‚  Ã‚  3.75% Maslog  Ã‚  Ã‚  Ã‚  Ã‚  40  Ã‚  Ã‚  Ã‚  Ã‚  0.11% Maydolong  Ã‚  Ã‚  Ã‚  Ã‚  1,154  Ã‚  Ã‚  Ã‚  Ã‚  3.31% Mercedes  Ã‚  Ã‚  Ã‚  Ã‚  459  Ã‚  Ã‚  Ã‚  Ã‚  1.31% Oras  Ã‚  Ã‚  Ã‚  Ã‚  3,121  Ã‚  Ã‚  Ã‚  Ã‚  8.94% Quinapondan  Ã‚  Ã‚  Ã‚  Ã‚  1,489  Ã‚  Ã‚  Ã‚  Ã‚  4.26% Salcedo  Ã‚  Ã‚  Ã‚  Ã‚  1,015  Ã‚  Ã‚  Ã‚  Ã‚  2.91% San Julian  Ã‚  Ã‚  Ã‚  Ã‚  1,220  Ã‚  Ã‚  Ã‚  Ã‚  3.49% San Policarpo  Ã‚  Ã‚  Ã‚  Ã‚  1,888  Ã‚  Ã‚  Ã‚  Ã‚  5.41% Sulat  Ã‚  Ã‚  Ã‚  Ã‚  1,311  Ã‚  Ã‚  Ã‚  Ã‚  3.75% Taft  Ã‚  Ã‚  Ã‚  Ã‚  1,540  Ã‚  Ã‚  Ã‚  Ã‚  4.41% TOTAL  Ã‚  Ã‚  Ã‚  Ã‚  34,914  Ã‚  Ã‚  Ã‚  Ã‚  100.00%   Ã‚  Ã‚  Ã‚  Ã‚  In Eastern Samar, the highest number of indigents enrolled was the Municipality of Borongan with a total of 5, 398 or 15.