The Federal Government Of The United States Congress

The United States Congress, comprised of the House of Representatives and the Senate, composes the Legislative Branch of the federal government of the United States. Congress is supposed to be extremely effective at enacting legislation dealing with major national issues, both at the domestic level and the foreign level. However, in recent years, members of Congress with differing views have not been able to find middle ground and enact much-needed legislation, although they often did in the past. This inaction, or congressional gridlock, has existed for a while but has become an extremely prevalent issue in recent years. In fact, according to a paper by Sarah Binder, a researcher at the Brookings Institution, the frequency of legislative†¦show more content†¦In order for legislation to be enacted, it must pass both the House and the Senate. This means that it is much more complicated to pass laws in bicameral bodies than unicameral bodies (Lenz and Holman). Additionally, co nstitutional rules, such as needing a supermajority rather than a simple majority, can cause gridlock (Smith). If Congress only needed a simple majority, as in only needing fifty-one percent of votes to be in favor of the bill, rather than a two-thirds supermajority, then Congress would be able to enact a much larger amount of legislation. In 2016, there was a prime example of congressional gridlock. Senate Democrats blocked a bill that was intended to fight the Zika virus, an infection that can cause birth defects in pregnant women, multiple times. According to the New York Times, the reason they blocked the bill was because they wanted Republicans to â€Å"drop an effort to block Planned Parenthood from receiving money to combat the mosquito-borne disease† (Huetteman and Tavernise). Historically, Republicans have typically gone against Planned Parenthood, a reproductive health care provider, while Democrats have routinely supported the organization. Since the organization would not receive money to combat the disease, which although typically transmitted via mosquito bite can also be transmitted through sexual activity, Democrats simply refused to pass the bill. TheShow MoreRelatedCriminal Jurisdiction in Indian Country Essay1372 Words   |  6 PagesCountry Tribal nations enjoy a unique legal position in the United States attributable to their sovereign status with built in powers of self-government. They also enjoy a special relationship with the federal government. In turn, this status and relationship has consequences for tribes and their members; for the states and their citizens; and the federal government. This paper will explore the significance of tribal sovereignty, the tribal-federal trust relationship, and their impact on criminal jurisdictionRead MoreThe Constitution Of The United States756 Words   |  4 Pagesthe U.S. Constitution: The federal system of government of the United States is based on its constitution. 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Though the clause 1, the first power given to congress by the Constitution is the power to tax, and Congress also has the power to levy tariffs but it’s not allowed to charge more for imports into one state than into another. Then congress control the nation’s Finance and it’s make it has enough power to effect the politic. In the clause 2, congress are able to borrow money on the credit of the United State. It’s does offer any politic power to use , but its help the congress expansion

The Beach Essay - 781 Words

Descriptive Essay- Beach, Vacation The place where I feel most comfortable is a place where I am calm. A place that is peaceful in its own ways. It is the place to go to get away from all my troubles. It is the one place where I could sit forever, and never get tired of just staring into the deepest blue I have ever seen. It is the place where I can sit and think the best. A place where nothing matters but what is in that little moment. The one place capable of sending my senses into an overload. This place is the ocean. Just as I sit down on the sand my mind starts to unwind. The many spectacular sights jump at my eyes. As far as I can see there is turquoise water in front of me. Surfers wearing their bright colored suits grab their†¦show more content†¦.... descriptive essay .... I stop, sometimes to smell the salty sea air, but mostly to wait for my parents who plod along behind carrying chairs, coolers, and other beach paraphernalia. .... 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Enterprise Architecture Essay Paper Example For Students

Enterprise Architecture Essay Paper February 12, 2011 This article includes my thoughts about the business architecture, Cloud Computing, Business Process Management (BPML), and Business Rules. This article consists of a conversation between the CIO and Enterprise Architect. It is a product of my imagination. CIO: I dont want you to use the word consolidation. Instead, use the word integration. I am worried that someone will think that we are working on the consolidation of programs or organizations, rather than improving our architecture to serve the business. Again, I dont want you to get involved in discussions about hanging the organization structure of the agency. How do you see your roll vs.. The rolls of the other directors? Enterprise Architect: I would like to support them with the knowledge I have at my disposal, but they are not interested. One day they may realize how they can use the Enterprise Architecture. I think of Enterprise Architecture as the substructure, which supports the business, the superstructure. The Director of Capital Planning and Investment Control should use the Enterprise Architecture migration plan to formulate future investments. A portion of the Enterprise Architecture has security concerns, including all 4 layers: cuisines, applications, data, and technology. We develop standards for all layers of the Enterprise Architecture, except business standards; although, we may be asked to coordinate some business standards. Both communications and security should use the models contained in the Enterprise Architecture Framework or propose changes to the models in the framework. CIO: What do you want me to do? Enterprise Architect: Get the cooperation of your direct reports. CIO: You will get it. Go over the business architecture, current architecture, and target architectures again. Enterprise Architect: The comparison between the business and current architecture is the foundation for the data, applications, and technology target architectures. This comparison answers the question, Are we satisfying our business requirements in the current architecture? The business architecture or model includes the following: Defines the mission and objectives, long-range strategies, tactical plans, performance measures, budgets, and business rules. Why) Defines the information and data that is shared, monitored, and tracked. (What) Defines the activities that are performed and a description of each. How) Defines the organizations and actors performing the activities. (Who) Defines where the activities are performed. (Where) Defines the business cycles and when activities or processes are performed. (When) In the business architecture, we develop mappings between all 6 of the Coach man interrogatories, including who, what, when, where, why, and how. The business architecture is mapped to the current architecture, and then opportunities for improvement are documented. Targets are developed for data, applications, and the technology layers of the architecture using the business architecture and other analyses. The business architecture constitutes our requirements at the agency level. CIO: This is the first time I have heard about opportunities for improvement. Are you going to produce a report with recommendations as a result of the comparison between the business architecture and the current architecture? Enterprise Architect: Yes. Here is the way it works: Create the Business Architecture We produce a business architecture, which reflects the current way of doing business and contains all sorts of information and data associated with the 6 interrogatives in the Coachman Framework. We also develop mappings between the interrogatives. The business architecture describes the current business practices, including, data, processes, etc. Map the Business Architecture to the Current Architecture and Identify Opportunities for Improvement We propose a draft listing of the conceptual projects and associated common applications/components and data objects and progressively refine it. We produce a current architecture, which tells us about the existing systems. We map the business architecture to the current architecture and we may find out, for example, that there are a large number of current systems associated with a single activity or no systems associated with other activities. All current projects are mapped to the conceptual projects. Create the Data, Applications, and Technology Target Architectures based on the Business Architecture and Other Analyses We produce data, applications, and technology target architectures, which are partially based on the business architecture. Also, we use BPML, technology forecasts, judgments about the future uses and characteristics of information, opportunities to automate aspects of work, future business trends, new 2 goals/objectives and plans, etc. As the basis for coming up with the target architectures. Compare the Current Architecture with the Target Architectures and Produce a Gap Analysis and a Migration Plan The business architecture helps us to evaluate the present and to propose the future. We use the business architecture as a resource wherever we can; for example, it might contribute to BPML and business rules and visa versa. We are concentrating on an application architecture now, and we will issue several versions. As more analyses are completed, we will refine the applications architecture. We will move to data and technology layers soon. CIO: How do I know what you are going to include in each version? Enterprise Architect: There is no overall version plan. We probably should include BPML in the second version of the applications architecture. We previously developed a longer plan to implement Enterprise Architecture. CIO: I think that there should be a version plan. Also, soon is not an adequate answer. I am beginning to be irritated with the staggered development of the Enterprise Architecture. Enterprise Architect: We can come up with a version plan, and give you the long-term plan for the completion of the application, data, and technology target architectures. CIO: You are going to produce a report entitled: Opportunities for Improvement after you have completed the business architecture and have compared it with the current architecture. Maybe you should consider it a rolling stone and Just keep updating it. Essay on Online Dating Should Not Be A Source EssayFinally, there are a number of 5 key data models that contain very important processes. All of this can be used to kick start BPML. BPML takes considerable time and effort to create improved processes, particularly if you are going to select a preferred alternative from a comparison of similar processes. A process may be undertaken in many ways by the bureaus, using different combinations of activities, data, people, time limitations, goals, objectives, and business rules. CIO: Following up on a comment you previously made, I want the citizen to have more responsibility. I think you are the logical person to do BPML. Enterprise Architect: In addition to the 40 value streams and other scenarios, we developed data models which include processes. In the data model Customers place orders, place orders is the process. We have tons of data models of this sort. I am willing to identify business rules associated with these data models. However, I think we need to depend on our BPML community to do BPML. CIO: There is no BPML community. I am afraid that you are it. I count on you to explore ways to improve how we can further serve the business. Talk to me about business rules. What do business rules have to do with BPML? Enterprise Architect: Business rules are important because you can change the behavior of the organization by changing the business rules. Both business rules and BPML focus on processes. According to Ron Ross, A business rule sets limitations and controls on a process. I have prepared an enclosure that explains business rules. (See: Enclosure (2)). You will note that both BPML and Enterprise Architecture use similar language. Additionally, I did not identify the business rules as part of business architecture and I think this was a mistake. John Coachman classifies business rules in his framework at a lower level. However, I no longer agree with this. I believe that the data model, processes, and business rules are closely interconnected and are critical to defining the business architecture. CIO: Maybe John Coachman wanted us to first develop the data models and later add the business rules to them. Just give me a plan for the versions that includes the ideas we have discussed. Also, when the time comes, I am not going to stop any of the existing projects. The new project managers can sort this out. Finally, I have assembled some Youth videos on Enterprise Architecture, BPML, and business rules. (See: Enclosure (3)) What I would like you to do is take a look at them, and come up with your own videos. If you want to hire experts to do the video that is fine. Maybe we should start with Enterprise Architecture. Enterprise Architect: Okay. George Brigandage received a B. A. From Wright State University and M. A. From the University of Cincinnati. He retired in June 2004, from the federal government and 6 lives in Ocean View, Delaware, and Alexandria, Virginia. He was an Enterprise Architect at the Department of the Treasury and the Department of Homeland Security. Before that, he Emceed the Architectures Program for several years at the General Services Administration (AS) and the Department of the Treasury. He may e reached at cell 703. 772. 7410 and at George. [emailprotected] Com. His articles are on the web at http://enterprisearchitectureit. Info. 7 Enclosure (1) Business Process Management This table summarizes the key points from the following publications. The categories in this table are merely groupings of BPML actions that were mentioned in the publications: President Beams book, The Audacity of Hope, published in 2006. Customer Service Excellence, Using Information Technologies to Improve Service Delivery in Government, Harvard University, 1994. Citizen-Enabling Open Government (EEOC) Executive Summary for ideas. This report was produced by ACT-IAC Enterprise Architecture Shared Interest Group (SIGH), September 2010. ) Federal Government Business Process Reengineering: Lessons Learned, February 1994, published by AS. Categories Share information and effectively manage programs. Responsive to citizens needs. Treat all with dignity and What BPML Has Done or Might Do Share information and data. Increase integration and standardization to prevent fragmentation. Provide one face to the citizens. Develop data standards and business rules. Provide suites of commonly shared services. Use technology effectively . Develop a citizen service strategy that includes technology, human resources, skill development, and incentives. Provide timely response to the citizen. Develop performance measures, associated with ended-end processes and outcomes. Take ownership of the entire process. Describe the business or make it explicit. (See: Identify the needs of the citizens. Use multiple vehicles to communicate with the public, including: web sites, videos (The success of Youth, which provides some degree of video training, is astounding. ), and video teleconferencing. Use focus groups, surveys. Provide the public with access to the governments databases. Provide education and training, includin g long distance 8 respect. Provide the same level of service to all. Gather needed information. Clearly explain things. Develop effective and efficient processes and use technology creatively. Do things better, faster, and cheaper. Protect the public from harm. Give citizens their moneys worth. Education, so citizens can obtain the benefits they need and budget for innovative training. Develop standards and consistently apply business rules (Business rules must be transparent, consistent, ND explicit to enable effective regulation. ) Provide language services. Use alternative locations and organizations like libraries and kiosks to obtain information and distribute benefits.

Toronto Ultimate Club

Executive Summary Ultimate Toronto club (UTC), a not-for-profit organization, is the third largest Ultimate club in Canada based on its market share. Jason Robinson was brought into the club in 2006, and was tasked with the challenge of increasing membership into the club, and reducing member turnover rates.Advertising We will write a custom research paper sample on Toronto Ultimate Club specifically for you for only $16.05 $11/page Learn More A high increase in for-profit competitors in the greater Toronto region was causing a rapid drop in UTC’s market share. This case study evaluates UTC’s position in the market, and effectiveness of strategies used by the club as well as recommendations. Problem Statement Competition from profit making establishments is gradually eating up Toronto Ultimate Club’s market share. While the club could grow its membership by 30 percent annually, the high membership turnover rate will undermine any pro gress made. Situation Analysis Objectives The main objectives for Ultimate Toronto club include; growing the sport of Ultimate Frisbee in Canada, providing quality ultimate leagues and programs, and developing Ultimate players and the community (exhibit 3). Another key objective forthe Ultimate Toronto club is to grow at a healthy sustainable rate, and maintaining club membership. Background Ultimate Toronto club is currently the third largest Ultimate club in Canada, with membership growing by an annual rate of 30 percent, but the club is experiencing a significantly high turnover rate in membership. The club is known for its competitive nature and quality services, which attract serious Ultimate players. For-profit companies have realized the potential in the sport, and have targeted niche markets, a consequence of which has been a reduction in market share for UTC. UTC ageing membership population offers a limited growth potential for the club in terms of revenues, and Ultimate s porting activities. UTC has recognized the need for change; for it to grow, it has to be able to attract newer and younger members. SWOT Analysis Strengths Toronto Ultimate club has used a blend of recreational and competitive membership programs to boost its market position, helping the not-for profit organization attain its current third ranking in the market. The club is well known for its competitive leagues, and quality Ultimate services, which might explain the healthy and sustainable 30 percent annual growth in membership.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The Frisbee leagues form loyalty within groups, which helps secure future subscription fees, and support for future missions. Toronto Ultimate club offers year round tournaments, for instance outdoor fall, spring and summer leagues, and indoors winter leagues. This strategy forms a basis for concrete earnings throughout the year, as compared to competitors who only offer outdoor leagues in specific seasons. UTC’s website provides members with current information about the club, and could therefore be a source for consumer satisfaction. Weaknesses Ultimate Toronto Club has no field of its own, which subjects the club to rental expenses for access to fields for sporting activities, not to mention the uncertainty and higher rental fees brought about by competitive bidding. The club does not have other sporting activities, other than Ultimate Frisbee, while its competitors offer other leagues such as basketball, softball, football and soccer. The club will therefore be at a disadvantage while competing with these other clubs, since they offer more service packages. UTC is also relies too much on volunteers, who may not offer the same services as full time staff. UTC’s full time staff is limited in number, which may seem to overstretch the current team. Ultimate Toronto club ha s harsh regulations, for example penalties are imposed on teams that consistently achieve low â€Å"spirit scores†. This could de-motivate members since the regulations defeat the concept of the free spirit of the game, which could help explain the high membership turnover rate. Opportunities A major opportunity for Ultimate Toronto club to capitalize on is the rising numbers of minorities in Toronto, as they are under-represented within UTC. Individuals of Asian descent form almost 50 percent of visible minority population, and present opportunity for growth in UTC’s membership base.Advertising We will write a custom research paper sample on Toronto Ultimate Club specifically for you for only $16.05 $11/page Learn More As a cultural and entertainment hub in the country, clubs such as UTC have high growth opportunities in the recreational field. UTC could also capitalize on the gaining acceptance levels for Ultimate Frisbee in Canada. UTC has more to gain by targeting the middle income group, who form the majority proportion of Toronto’s population (exhibit 2). Toronto’s population is made up of an even age distribution (exhibit 1), and younger adults present a higher opportunity for growth. Most young professionals live on their own, without families, and thus have more disposable income. Female leagues would also suffice in the achievement of UTC’s objectives. Ladies would be more comfortable competing among themselves. This idea would help attract more female members into the club, and increase loyalty levels. Threats For-profit clubs are able to gain in market share by identifying and targeting specific niches, thereby improving the reception from consumers in the market. This has resulted in a decline in Ultimate Toronto club’s growth, declining market share, and could also help explain UTC’s membership turnover rate.Increased competition will also lead to higher field rental c harges due to increased bidding. The economic downturn in 2008 affected both businesses and individuals alike. Although most countries emerged from the global recession, some individuals are still skeptical about the future. Uncertainty about the future outlook may lead to decreased household spending. Indirect competition also poses a threat for the continuance of UTC’s operations. Numerous health and fitness centers in Toronto provide cheaper alternatives for individuals who want to keep fit, but have limited recreational time or budgets. A higher percentage of young adults are spending more of their free time indoors, leaving Ultimate clubs such as UTC with idle facilities. Lack of quality partnerships may weigh down on the success of strategies implemented by Ultimate Toronto club. Continued decentralization of the sport will counteract the uniformity of the rules, and eventually lead to loss in appeal for the sport.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Market Analysis UTC main target market is serious Ultimate Frisbee players, due to the competitive and quality leagues in the club. Whereas Ultimate Toronto club serves both serious and recreational members, the move to focus on this target could discourage casual players from joining the leagues. Competitors, such as Everyman Sports, have positioned themselves as the go-to place for fun, subsequently increasing their market share in the sport. Recreational Sporting Club (RSC) has positioned itself as a one-stop sports league shop, where it provides for a wide range of sporting activities other than Ultimate Frisbee. This strategy will lead to rapid growth of RSC, since it serves various recreational interests, rather than clubs that only satisfy one need. Ultimate Toronto club has an ageing membership group, which could make the club lose its competitive edge due to decreased individual performance levels. Competitors that target their marketing efforts towards niche markets are ab le to compel consumers to take up their service offerings because their specialized needs and interests have been covered (Armstrong Kotler 2010). The main basis for segmentation in this market would be through age distribution. Young professionals provide a feasible growth potential, given their rising income levels. Young adults have little financial obligations, so the disposable income could go towards recreational activities such as Ultimate Frisbee. Toronto is among the most populated and wealthiest cities in Canada, with a healthy average annual income of Cdn$30,350 for its residents. Financial Analysis In the best case scenario (probability =30%), UTC could have 4,500 members in the short term, while in worst case scenario (probability=20%), members would be 3,000. The normal scenario is equivalent to 3800 members. Expected earnings will therefore be $250,250 (4,500*$65*0.3 + 3,800*$65*0.5 + 3,000*$65*0.2). The club will be able to brake-even if it achieves quality partners hips in excess of $250,000. Critical Factors Keys to Success Assuring accessibility to the club’s services would be a quick way of increasing membership. Favorable pricing policies are likely to attract and retain members, and ward off competition. Differentiation of services at the club will increase the intrinsic value to consumers, thereby increasing levels of loyalty and lower membership turnover rates. Effective promotion activities that communicate UTC’s value delivery and affordability will create awareness for the club’s programs and profile, increase interest in Ultimate Frisbee, hence lead to a rise in membership rates. Key Uncertainties It’s difficult to ascertain how competitors will react following Ultimate Toronto club’s strategic move. A reduction in subscription fees or team charge in leagues may lead to a price war, which will hinder any chances of growth due to the low liquidity resulting from decreased surpluses. Alternatives Opt ions The product change option would decrease the rigidity of the regulations, whereby the flexibility in rules may lead to customization of leagues according to prevailing circumstances or individual wants. These changes may increase the spirit of fun in the Ultimate Frisbee, in the process leading to increased player satisfaction. Satisfied members would mean that the club will receive more loyalty, which will be evidenced in reduced turnover rates. The rising cost of field space may have a negative effect on Ultimate Toronto club’s contribution margins, but the club charges the highest fees per team in summer leagues. UTC charges a team $800 for a spot in the summer leagues, while competitors such as Recreational Sporting Club, Everyman Sports and West Side Sports charge $539, $476 and $500 per season respectively. An increase in prices would not be feasible since it will not help UTC achieve its growth objectives, as members would move to competitor clubs that offer bette r prices. Various promotional options come up, where UTC could use mass media to create awareness about the club. Promotion via 102.1 The Edge, a popular radio service in Toronto, would reach an approximated 800,000 listeners per week. Advertising through radio is a relatively cheaper as compared to other modes of advertising, so it will not have a large impact on the budget. The Edge is accustomed to younger listeners, who form an attractive consumer segment for UTC, and thus complement the positioning strategy. Promotion via the Toronto Star, which was the most popular daily in Canada, would guarantee a larger audience for UTC. While The Edge may have reached 800,000 people weekly, The Toronto Star can serve an estimated 1 million people on a day to day basis, or almost 22 percent of Toronto’s population, and has standard pricing rates (exhibit 6). CBS Outdoor Canada (CBS) was the market leader in outdoor advertising, through mediums such as posters, transit shelters and bu s, subway and streetcar advertising. Advertising through CBS could be an effective way of targeting the youth market, which is categorized by individuals who have limited attention span. Facebook, on the other hand, could be used to reach a wider population base than conventional advertising media. UTC will be in a better to choose its audience base geographically, and demographically, which is probably the best feature of the online application to advertising companies. The bid pricing mechanism may lead to higher prices, thus cash strapped organizations will not be able to compete for the best placements. The UTC promotion team may offer direct selling, which helps in building relationships between new members and the club. (Ivey management Services, 2009) Analysis of Alternatives The radio and newspaper options present alternatively cheap advertising rates (exhibit 5 and 6), but may not necessarily be effective. The target market, made up of young individuals, may be impatient an d thus not pay full attention to these advertisements. Another disadvantage is that there is no clear way in measuring response rate from readers or listeners. CBS outdoor Canada has a track record of being effective and efficient in advertising placements, but its four week option is rather expensive for UTC. The proposed marketing budget is $50,000 (10 percent of $500,000), while the cheapest for week cost is $50,000, a plan that would reach 48 percent of Toronto’s population. The high costs and low market penetration would therefore not justify CBS option over other advertising media, such as the newspaper which reaches a greater audience. Facebook would probably be the most suitable option for UTC promotions. The option allows UTC to bid for a comfortable price (exhibit8), and offers greater control in placement expenses. UTC will be able to determine the audience based on geographical and demographic characteristics. Furthermore, friends and families can recommend UTC re lated content to other people on Facebook, thereby providing free promotion services to organization. The UTC promotion team may offer benefits of direct selling, but local athletic functions where booths can be set up are rare, which may slow down UTC’s awareness campaigns. Costs for using the promotion team are not certain; hence this may deter budgeting efforts. Recommendations In the short term, Ultimate Toronto Club should use promotional mediums to generate awareness. By targeting a broader market base, UTC will achieve an increase in membership. While the club is positioned to serve serious players, deregulation in league rules may promote the element of fun and freedom in the club, resulting to higher consumer satisfaction scores, and therefore a decline in the attrition rate. Prominent athletes could be contracted to endorse the club in the market. In the long-term, UTC could offer more sporting activities, and thereby enter other markets and consequently foster the club’s growth ambitions. A field could be secured, in the process reducing expenses related to rental fees. If the grounds are large enough, then sporting activities can carry-on seamlessly. Proportions of the grounds can also be rented out to other clubs, therefore providing the club with another revenue streams. Action Plan Jason Robinson should first ensure an appropriate promotional tool, which could either be through Facebook, The Edge or Toronto Star, or a combination of some elements of each. Once costs are ascertained, the UTC promotion team could be sent to various sporting events to promote the club. Value enhancement is another critical factor that management should emphasize if the club is to increase satisfaction to consumers (Brassington Pettitt 2006). In the future, the club can implement pricing policies that would offer discounts to loyal members, and members who enroll their friends and relatives to the club. In the third year of the strategic plan, the clu b can use a mixture of retained earnings and debt to finance the acquisition of new grounds. Risk Management The club could use key performance indicators, such as growth data and membership attrition rates to measure effectiveness of its programs. Professional publications relating to recreational clubs analyze industry data, including market shares, which could be a good basis for comparing different strategies. Should promotional activities fail, Ultimate Toronto club could increase the budget to allow for value engineering in club activities and grounds, in the process differentiating the club from competitors. Stabilizing prices, or reducing rates, will be essential if the clubs growth rate slows down. References Armstrong, G. Kotler, P. (2010). Marketing: An Introduction, 10th Ed. New York, NY: prentice Hall. Brassington, F. Pettitt, S. (2006). Principles of Marketing, 4th Ed. New York, NY: prentice Hall. Ivey management Services. (2009). Case Study: The Toronto Ultimate Clu b. London, Ontario: Ivey Publishing. This research paper on Toronto Ultimate Club was written and submitted by user Nancy Lindsay to help you with your own studies. 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