Romeo & Juliet Essay Example for Free

Romeo Juliet Essay Introduction William Shakespeare was born in Stratford-upon-Avon in Warwickshire and was baptised there on 26th April 1564. John Shakespeare, William Shakespeares father seems to have been reasonably wealthy at the time of William Shakespeares birth. It seems likely from his fathers high and respectable position that William Shakespeare was educated at the Stratford grammar school. He did not, however, go to university and so did not have the kind of education which many playwrights experienced. In 1582, when William Shakespeare was eighteen, he married Anne Hathaway. The couple had three children, Susanna born shortly after their marriage, and the twins Judith and Hamnet born in 1585. We cannot be sure of the time that Shakespeare moved to London, it is thought that he moved in 1585 when a group of playwrights visited Stratford and performed their play there, this may have been the time of when he moved. We do know that he was living in London in 1592, by this time he was already known as a dramatist and actor. Even at this early stage he had become popular because, in 1592 Shakespeare was criticised in a pamphlet by a less successful writer Robert Greene, who wrote that a new and largely uneducated dramatist (Shakespeare) was taking over the position, which rightly belonged to university men. In 1596 Shakespeares son Hamnet died, apart from this grief there was also achievement, John and William Shakespeare (father and son) were granted a coat of arms which means their status as gentlemen was recognised by the college of Heralds. In 1597 Shakespeare bought a New place, one of the largest houses in Stratford. In 1599 he bought shares in the Globe Theatre and in 1609 he became part owner of the newly built Black friars theatre. In this year also he published a collection of sonnets. William Shakespeare retired to New place in 1611. It is thought that he did not break all his business contacts with London. He died in Stratford on 23rd April 1616 at the age of fifty-two. THE ELIZABETHAN THEATRE Drama became increasingly secularised during the fifteenth and sixteenth centuries and plays ceased to be performed in or near a church. Instead, they were often staged in the courtyard of an inn. A performance in a courtyard such as this had many advantages. There were many doors that could be used for exits and entrances, balconies that could represent battlements or towers and, best of all, perhaps, there were usually guests in the inns who appreciated the entertainment. In 1576 the first theatre was built in London, it was built accordingly to the design of Elizabethan courtyards. Galleries and boxes around the walls of the theatre were where the rich people sat and, like the courtyard of an inn, it had no roof and so performances had to be cancelled if the weather was bad. The 1576 theatre and those built subsequently differed from the courtyard. They contained a large stage often called an apron because of its shape- which jutted out from one wall into the auditorium. The poorer members of the audience were called groundlings and stood around the stage throughout the performance. The large apron stage was not curtained from the audience and there was no scenery on it. Indications of where the scene occurred were built into the words of the play. Very rich costumes and music also compensated for the lack of scenery. It seems likely that plays went on from beginning to end without interval, thought the end of a serious scene was often indicated by the use of rhyming couplets. Examples of this can be found in plays such as Twelfth night, for instance, scenes 1,2,4, and 5 are all end rhymed. This is also found in the play Romeo and Juliet for example, the end of act two scene two, Romeo. Sleep dwell upon thine eyes, peace in thy thy breast. Would I were sleep and peace so sweet to rest. The grey eyd morn smiles on the frowning night, Chequering the eastern clouds with streaks of light; And darkness fleckled like a drunkard reels. From forth days pathway, made by titans wheels. Hence will I to my ghostly sires close cell, His help to crave and my dear hap to hell. In Shakespeares time women were not allowed to perform on the stage, and so female roles were played by boys. This fact helps to explain why so many of Shakespeares heroines disguise themselves as young men. It was easier for a boy to act like a young man than to act like a young woman. ELIZABETHAN ENGLISH Every language changes. Differences in pronunciation and in linguistic preferences are often apparent even in the speech of a father and his son, so it is not surprising that the language of Shakespeares plays should be markedly different from the English we use today. In the sixteenth century the English language was only beginning to be used by creative writers, previously Latin and French had been considered. This is because the English language had not been fully developed and was harder to use. Adjectives, nouns and verbs were less rigidly confined to their specific classes in Shakespeares day. Adjectives were often used as adverbs. Nouns were often used as verbs. And verbs were often on occasions used as noun. Words changed their meanings as time passes, and so many words used by Shakespeare have different values today. This explains the language used in the plays during the 18th periods. Directing Act II scene II Romeo and Juliet is a play written by William Shakespeare (1564-1616). The play is a tragedy set in the fictional city of Verona. The Principality of Verona is ruled by Escalus. The story is based around two feuding families of Montague and Capulet. The leading characters are Romeo, a Montague and Juliet, a Capulet. At the beginning of the play Romeo is persuaded by his friends Benvolio and Mercutio to attend (uninvited) a feast held by the Capulets. Here Romeo hopes to see his beloved Rosaline, who we do not hear any more about. While at the feast Romeo catches a glimpse of Juliet. Their eyes meet and instantly they fall in love (Romeo completely forgets the reason why he attended, Rosaline). The balcony scene occurs early on in the play in act two. Romeo soon leaves the feast but his mind is still full of thoughts of Juliet, Romeo climbs over the wall and into her garden. Juliet cannot sleep and appears at the balcony . At this point they both declare their love for each other and exchange vows. They decide there and then that they will get married in secret the next day. The balcony scene is a crucial part of the play; it is the pivot point of the storyline and the interactions of the individual characters. In this scene Romeo and Juliet profess their love for each other and their intention to get married secretly, even though their two families would strongly disapprove. The leading characters attitude towards each other is completely changed as they disregard their families on going feud. Juliet says that it is Romeo she is in love with and he is the same Romeo even though he is a Montague. I will be directing act II, scene II, of Romeo and Juliet, I have made the choice of directing the scene as a film. The reason for me choosing this scene is because it is the pivotal point of the play and also the most interesting and recognised scene from William Shakespeares Romeo and Juliet. The actor that I think would best fit the role of Romeo would be Freddie prince junior. The reason for me choosing him is due to him recently acting in allot of romantic films and also due to him being admired by all his female viewers. Michelle Pfeiffer has been picked by me to play the role of Juliet. I have made this choice because she has also played the part of a romantic young teenager in many films. She is also recognised as one of the most famous and attractive actors in the Hollywood film industry. The pivotal point of the play comes in act II, scene II, when Romeo and Juliet declare their love for each other on the balcony. It is the most recognised scene of the playas it is here that that the two characters decide that they shall marry, despite the knowledge of their parents disapproval. Although some readers may believe that Romeo and Juliet rush into their marriage, it proves that their love is intense. It also helps with the overall understanding of the characters as the play is set in the hot Italian city of Verona, taking the stereotypical view of Italian men and women; as romantic impulsive lovers. The play also demonstrates this trait by Romeos infatuation with Rosaline, which appears to disappear once he spots Juliet. This impulsive behaviour is a stereotype of Italian men.

Issues of the Development of Brownfield Sites

Issues of the Development of Brownfield Sites Introduction: Brownfield land, or previously developed land (PDL), â€Å" is that which is or was occupied by a permanent structure, including the curtilage of the developed land and any associated fixed surface infrastructure.† This is the definition given in Planning Policy Statement 3 (PPS3) Housing, by the British Government, however in the United States the definition has been notably tweaked over time. The US Environment Protection Agency in 1997 quoted brownfields as being â€Å" abandoned, idled or under-used industrial and commercial facilities where expansion or redevelopment is complicated by real or perceived contamination.† This description was however updated in 2002 to become â€Å" real property, the expansion, redevelopment, or re-use of which may be complicated by the presence or potential presence of a hazardous substance, pollutant or contaminant.† The development of brownfield sites has been an area of great debate and discussion for many years. There are numerous issues surrounding their re-use from almost every viewpoint. Developers have historically been reluctant and unenthusiastic to make use of them for any new planned schemes for a variety of reasons. There can be great costs associated with the cleanup of a brownfield site depending on its previous employment. Further to this, legislation held every past and present owner of brownfield property completely responsible for any pollution or contamination to nearby people or property thereby presenting a large risk for potential developers. As time has passed by, non-built-up space available for construction of any type of buildings has diminished and therefore the Governments of most countries have made policies in a bid to control over-expansion and prevent urban sprawl. Clearly this has an impact on brownfield sites and their usage or potential regeneration. Another important area that warrants discussion is what has been termed as ‘sustainable development defined as, â€Å"development that meets the needs of the present without compromising the ability of future generations to meet their own needs.† (World Commission on Environment and Development, 1987) Sustainable development has become an objective which Governments throughout the world strive for. It is the core principal underpinning planning and aims to ensure a better quality of life for everyone, now and in the future. Poor planning can lead to run-down town centres, unsafe and dilapidated housing, and the loss of countryside. (HMG, PPS 1 Delivering Sustainable Development, 2005) Governmental policies are often introduced, altered or even eradicated depending on the state of the economy. A recent example is the reduction of Value Added Tax (VAT) carried out by the Government in the United Kingdom (UK) which was an attempt to try to limit the effects of recession by putting extra money in the pockets of consumers. Brownfield land can be affected in many ways by changes to existing economic policies and particularly planning legislation and guidelines, for example, they were brought very much more in to the spotlight with the establishment and enforcement of greenbelt land. This said, it is not just directly linked policies that can influence brownfields. The Government has five main economic goals and land use impacts on a number of these main goal areas particularly the protection of the environment, economic growth and unemployment. Research Question: The purpose of the project is to explore the issues surrounding brownfield sites for developers and the Government alike; including the incentives and support they offer, as well as restrictions they must adhere to or can receive. Further aims are to develop a deep understanding of land use focussing on brownfield land, the necessity for its redevelopment and consequences if it is left deserted and barren. The question itself centres on how the Government aims to encourage and drive new development towards brownfield sites or PDL, and whether the policies, legislation, and guidelines they introduce or modify are accomplishing this. Aims and Objectives: To investigate the current regulations, guidelines and policies regarding the re-use of brownfield or previously developed land. To understand whether these measures are strong enough to encourage the use of brownfield or previously developed land, and study their effectiveness. To discover whether the quantity of brownfield land being redeveloped has risen since these regulations and incentives have been in place. To examine the major issues and obstacles hindering the re-use of brownfield land. Research Methodology: This chapter describes the method of data collection and gives reasons why these methods were chosen. The research encompassed three different means of data collection. Documentation, journals and book research. A case study method of research. A question based interview with a property professional. Documents, books and journals from the Government, professional bodies, public libraries and the internet will be reviewed as data sources. These will offer official information on policies or guidelines as well as help to analyse the findings from case studies and the questionnaire. Documentation in this form will help to present reliable, certified and unbiased information on brownfield redevelopment in general and further helpful information. This information will include Government reports, policy statements on the environment and planning, incentive plans, consulting reports of sites carried out by professional bodies, as well as market research and statistics. Through studying this data the researcher will be able to gain an in depth understanding of the regulations surrounding brownfields and their redevelopment, but also more detailed knowledge and comprehension of the many aspects involved. A case study method of research, involving two large scale developments, was decided upon as a reflection of the redevelopment process of a brownfield site. These will give an insight from the beginning all through the various stages to the final new usage being carried out upon the site. It will be possible to measure the success of brownfield redevelopment, primarily it will be successful purely if there is a new use for the site rather than if no redevelopment occurred at all, and it lay derelict. Brownfield redevelopment is a complicated economic, social and environmental phenomenon requiring a close and in-depth study. Further to these studies a questionnaire interviews conducted with developers for property investment and development companies, to gain a developers viewpoint on the subject of brownfield redevelopment. Five professionals were contacted and asked for their opinions on the issue. The answers to important questions on the subject will help determine the current outlook on new development projects and whether professionals are still looking at greenfields. Literature Review: Definition of Brownfield Land/Sites Brownfield sites are found in former industrial, commercial and residential areas normally in cities, however many are also found in older suburbs or small towns. (Greenberg M et al, 2001) Often Brownfield sites can be traced through economic history and the evolution of industrial areas. The industrial revolution caused great heavy industrial development in certain areas across the UK; they located around transport links including rivers, the canal network and railways. As time passed, after the wars, deindustrialisation and industry decentralisation occurred and therefore the old factories and some housing became obsolete, leaving Brownfield sites often in central city zones. The Increased Importance of Brownfields For a long time Brownfield sites were not a major concern for Governments worldwide, they were just derelict or abandoned sites, eyesores, waiting for new owners and uses. â€Å"In the 1990s business and community leaders began to see the successful redevelopment of brownfields as a major policy issue.† (Gorman H S, 2003) Brownfield sites are increasingly important as space is not a multiplying entity; furthermore with planning controls now restricting certain land to remain as open space, land for new development opportunities is harder and harder to come by. Brownfields offer a great alternative development option to Greenbelt (or open space) development. As one of the Governments goals, protection of the environment implies the idea of trying to retain as much open space as possible, as well as preventing urban sprawl. Furthermore in its continued aim for sustainable development, open space is highly important, as well as ensuring new development schemes are energy efficient and as non-detrimental as possible to the environment. One of the central policies to endorse these objectives and impact on brownfield re-use is the introduction of green belts (or green belt land) around settlements where planning permission is extremely hard to gain for any proposed construction. The first official proposal to retain open spaces around developments and provide open space came as early as 1935 made by the Greater London Regional Planning Committee. Since then the codification of greenbelt land and its extension to areas other than London occurred in 1955, with the control policies still remaining valid today. (HMG 2001, PPG2 Green Belts) Green belts now cover approximately 1,556,000 hectares or about 12% of land in England. In PPG2 Green Belts the Government sets out guidelines on the re-use of buildings or sites on green belt land, but there are more strict controls and expansion or extension is almost impossible as it would conflict with the openness of the land. This said there is at a willingness to consider schemes on what is protected, heavily regulated land when all said and done. Overview of Governmental Intervention In the United States the Government there have what is called a ‘smart growth policy which is â€Å"centered on Brownfield redevelopment it directs legislation, dollars, and governments moral powers toward attracting developers and individual investors, non-profit organizations, and community groups to neighbourhoods with underutilized or abandoned properties rather than to pristine Greenfields.† (Greenberg M et al, 2001) As this highlights, by the use of legislation and cash incentives the Government can influence development towards Brownfield sites. The UK Government did not have the same style of strategy under one name like this ‘smart growth policy, but instead had many directives covered under areas such as planning, housing provision targets, fiscal incentives and sustainable development. They have since with the help of research and studies conducted from and by other organisations, designed a ‘national brownfield strategy. Government Targets Since the late 1990s the Government has endeavoured to reach the target set that 60% of new housing in the UK is to be built upon previously developed land. (HMG, PPS3, 2006) â€Å"With our new policies in place, we expect local planning authorities to be able to raise the national proportion of new homes to be built on previously developed land to 60 per cent over the next 10 years.† (John Prescott, House of Commons Debate, 23rd Feb 1998) After this aim was announced, there was great debate over whether it was achievable. It was, and continues to be a high target and therefore measures needed to be taken to ensure its fulfilment. In 1999 Friends of the Earth claimed that the goal was attainable but only if central Government provided more guidance and assistance to local planning authorities, particularly in the case of clean up policy for contaminated land. (Environmental Data Interactive Exchange, 1999) The Government has also set targets for the number of new homes, and al so their, and non-domestic buildings energy efficiency in a movement towards sustainable development. In 2007, Gordon Brown made housing a priority and promised 2 million new homes by 2016, and 3 million by 2020 with a further clause that homes built from 2016 onwards would be zero carbon. (HMG, 2007, Building A Greener Future: Policy Statement) At Budget 2008 strict targets for carbon emissions were set on non-domestic buildings when the Government announced its ambition that all new non-domestic buildings should be zero carbon from 2019. (HMG, 2008) Measures to Influence Development towards Redevelopment of Brownfield or PDL At Budget 2001, the UK Government stated: â€Å"The Government wants to improve the confidence of owners and investors to bring contaminated land back into productive use and assist with the costs of doing so. Budget 2001 introduces a 150 per cent accelerated payable tax credit for owners and investors for the costs they incur in cleaning up contaminated sites. This is part of the Land Remediation Relief (LRR) incentive, contained within the Urban White Paper, November 2000, and introduced in 2001. These measures make the development of these sites more viable, helping to tackle the legacy of previous industrial uses and reduce the pressure to develop Greenfield sites.† The LRR introduced the 150 per cent tax incentive as well as bringing in the possibility for companies to elect that capital expenditure on qualifying land remediation expenditure is allowed as a deduction in computing its profits. Furthermore companies can opt to receive a payable tax credit in exchange for an y qualifying land remediation loss surrendered to the Exchequer the rate of the payable tax credit being 16 per cent of the loss surrendered. The credit is restricted however to the lesser of 16 per cent of the uplifted expenditure or 16 per cent of the companys unrelieved loss for the period. (HMG, Urban White Paper, 2000) It is fair to suggest that the Government is following up on the original policies made and the concerns expressed by Friends of The Earth. Primarily, the LRR has been updated and in doing so planning controls and incentives enhanced. There has also been action taken by the use of surveys and reports completed and recommendations made to the Government. ‘Tax incentives for development of brownfield land: a consultation is a document produced in March 2007, and illustrates the two fiscal, tax incentives the Government has introduced to promote brownfield regeneration. The document is ‘a consultation in which the Government proposes the removal of one of the tax breaks, but the enhancement of the other. The two forms of fiscal incentive offered are firstly an accelerated 150% tax credit which helps with costs incurred in the cleanup of the site. The second measure is landfill tax exemption, introduced in 1996 when landfill tax began. Landfill tax is a tax on the disposal of waste collected by landfill site operators, aimed to encourage waste producers to produce less waste. There are some exemptions, and the one particularly relevant to brownfield regeneration is that which relates to waste arising from the cleanup of contaminated land. It was intended to ensure that landfill tax does not act as a barrier to developing contaminated land. When the relief was introduced in 1996 there were few alternatives to dealing with contaminated land other than landfill, however as time has passed new technologies have emerged, making on site decontamination the preferred option. It is the Governments belief that on site decontamination is the better solution due to the high environmental impacts of landfill itself and its demand for space, the harm to the environment caused by the transportation of this waste, and the securing of recycling materials. These ‘costs to the environment as the Government explains are necessary to consider in the same way as PDL itself. Another area mentioned is that the regulatory environment has changed since 1996, and has altered how waste is handled and regulated considerably. Since October 2007 all waste has had to be treated before it is sent to landfill, and liquid waste has been banned from landfill sites. In 2005 the ‘Hazardous Waste Directive applied increased controls to hazardous waste resulting in the prices for it to be taken as landfill rising sharply, and the paper points out that landfill tax would now only be a small proportion of the overall costs of sending hazardous waste to landfill. Also in this document the Government expresses a desire to update and amend policies if necessary pointing out that all measures taken must be monitored and possibly altered to ensure maximum compliance and success. â€Å"The Government remains committed to these aims and to the continuation of the relief, but after 6 years of operation it is time to consider how the scope and take up of the relief can be improved to help it more efficiently deliver the objectives set out in 2001.† (HMG, Tax incentives for development of brownfield land: a consultation, 2007) It is important that the necessity to potentially alter regulations, incentives or policies to guarantee the best results is acknowledged by the Government, as it shows a willingness to be proactive and manage the issue. Further to this report however the Government carried out its proposed changes to the existing LRR. In the 2008 ‘Pre-Budget Report there are some separations made between PDL itself, and alterations to the conditions of relief given. It is stated that legislation would be introduced in the ‘Finance Bill 2009 extending LRR to cover expenditure on remediating long term derelict land if the land has been derelict since 1st April 1998. Additionally the land will only qualify if the land was already derelict when acquired by the claimant, and moreover a list of qualifying expenditure is published. â€Å"The relief will be available on specified expenditure. The qualifying costs are expenditure on the removal of: post-tensioned concrete heavyweight construction; foundations of buildings or other structures or machinery bases; reinforced concrete pilecaps; reinforced concrete basements; or underground pipes or other apparatus for the supply of electricity, gas,water or telecommunication services or for drainage or sewerage.† (HMG, 2008, Pre-Budget Report) Towards a National Brownfield Strategy In September 2003, English Partnerships produced an advisory document to the deputy Prime Minister having been appointed as special adviser to the Government on brownfield issues. They intended to compose a comprehensive National Strategy for brownfield land. In their report, English Partnerships express a very significant detail that brownfield, or PDL, continues to be created, stimulated by economic and social factors and that a key challenge is to ensure the pace of reuse exceeds the pace of new creation of this land. Their concern is that it is an on-going issue and requires far more than just refocusing new schemes, but to address the subject of this newly created brownfield land. A further chief observation made is that PDL must be differentiated between. There are marked differences, some sites have no need for encouraging policies or legislation to be made for developers to appreciate a new use and realise the profit of carrying out their new planned schemes, these are described as ‘self resolving. There may be little to no time between when the site becomes obsolete, or unused, and then is regenerated in to something different or merely updated. This could be land currently in use, but which once redeveloped may have a higher value, and therefore more commercial value. These sites naturally therefore may be called ‘commercially attractive sites. Fairly evidently the report then distinguishes between ‘marginally viable and ‘non-viable sites, which are reasonably self explanatory, in that they lack attraction to developers due to clean up and preparation costs exceeding potential profits in the latter, or only offering a small profit in the former. Finally ‘non-development sites are explained as being suitable only for ‘soft or amenity use, with their values severely reduced and not necessarily related to the costs of bringing them back in to use. Here more than just the financial returns must be considered, the social costs and benefits are principal and are difficult for the private sector to take in to consideration, overall implying a clear role for the public sector, in more than just a policy making manner, but as a regenerator itself. (Towards A National Brownfield Strategy, English Partnerships, 2003) Government Response to English Partnerships The Government responded to the recommendations made by English Partnerships, with a number of policy creations and claim to be â€Å"successfully encouraging the re-use of more brownfield sites reducing pressure for development on greenfield land.† (HMG, Securing the Future Supply of Brownfield Land, 2008) English Partnerships made nine policy recommendations in their submission to the Government and all of nine of these were accepted in the Governments response, several of which were confirmed in the ‘Housing Green Paper Homes for the future: more affordable, more sustainable, 2007. This Green paper emphasised the necessity for local authorities â€Å"to prioritise brownfield land in their plans and to take stronger action to bring more brownfield land back in to use.† (Syms P, Land Remediation Yearbook, 2008) This document claims that around three quarters of new development takes place on brownfield land compared to less than 60% ten years ago in 1998. Furthermore a year on year reduction in derelict and/or vacant brownfield land is highly promising and hence the stock of this land is diminishing. This relates back to a concern raised by English Partnerships, about the continuing problem of PDL, its growth as land becomes naturally derelict or unused, and the necessity to address this. A Developers Considerations and Perspective: The prime concern for any private developer and their company is unashamedly profit maximisation, and the amount of time before that profit is realized. (Ratcliffe J, Stubbs M, 1996) The property development industry is risky which is why there are both high levels of profit and loss that can occur to developers. Risk carries great significance for the developer of any scheme, and can be the factor that decides whether to pursue the intended development or shelve the plans all together. The process of property development can be split in to a five stage process according to John Ratcliffe and Michael Stubbs, they write that from the initial idea to the disposal of the property at the end, the stages can be divided thus: Concept and initial consideration Site appraisal and feasibility study Detailed design and evaluation Contract and construction Marketing, management and disposal (Ratcliffe J, Stubbs M, Urban Planning and Real Estate Development, 1996) Developers and Brownfield Land Brownfield land varies greatly in its character in terms of size, location and the severity of contamination, while the constant and only common consideration for the developer is profit. The same point can be stressed about greenfield or greenbelt land too although realistically only in terms of size and physical characteristics, and not contamination severity. There are of course a number of other considerations; planning regulations and whether permission will be granted carry great importance, as the project may have to be altered due to planning constraints. The second stage of property development, ‘site appraisal and feasibility study as called by Ratcliffe and Stubbs, during which the developer must research the land thoroughly weighing up its credentials. At this stage the brownfield site or PDL may be rejected on the basis of infeasibility in the developers eyes. This rejection may lead to a different site needing to be considered and utilized, or a change in the scale or intended use of the proposal. When deliberating where to construct their new planned and profitable scheme, the obvious, most simple and least time consuming option, would be a greenfield site. There would have been no previous uses of the site, apart from perhaps agricultural, and highly unlikely a use that would have contaminated the site and thereby demand high clean up costs, or demolition of previous structures. Greenfield sites are very often on land of sole ownership making the task of purchasing the land far more straightforward, than having to trace and, or, consolidate ownership to bring together the parcel of land required and desired for the project. Case Studies: This chapter introduces the case studies of brownfield regeneration that has occurred and relating the projects to some of the measures taken by the Government to encourage development of brownfield sites or PDL. Norwich Riverside Re-development The Norwich Riverside development is a fine example of a successful project on contaminated brownfield land. It is a large site very near to the city centre, and was the largest and most significant site that had become available for redevelopment for years. Therefore it was highly important the best possible use was made of the opportunity. Historical Context The site was originally industrially used, it was close to both the railway and river providing good transport and supply links. As long ago as the early 20th Century the firm Boulten and Paul had located their ironmongers on the site, making many things from agricultural tools to aircraft during the war periods. By the mid 1980s however, owing to deindustrialisation, many of the industrial uses had declined or ceased operations and the majority of the site had become vacant and derelict. Other uses included the Harrington oil and gas works and timber yards were also present. Another user of the site was British Rail and their sidings were too left unused and derelict, leaving the site looking forlorn and unsightly. (David Simmonds Consultancy, 2004, Sargent P, A Place in History) The Site The site itself is large in size, 17 hectares or 42 acres, and is located south east of Norwich city centre on the banks of the river Wensum next to the railway station and Norwich City football club. Due to its previous heavy industrial use, it was highly contaminated and carried a tidal flood risk, therefore much work was necessary to rectify these issues. The site did not have good access either both by road, and for pedestrians and cyclists. The New Development The site was seen to provide an opportunity for major expansion of the city centre which was an aim of Norwich City Council (NCC) as their desire was to attract ‘shed style retailing and limit the shift to ‘out of town. The completed scheme today is mixed use offering residential, in the form of 224 housing units combining town houses and flats most of which with secure parking. There is also a 15% allocation of affordable housing. In terms of retail, there is a food superstore, Morrisons, and 7 other retail units; Boots the chemist, JD Sports, Argos, Mamas and Papas, JJB Sports and Going Places Travel. A further 2 units with service operations, Big Yellow Self Storage Company and STS Holburn Tyre Centre are also present. There are leisure facilities provisions as well with a 14 screen UCI multiplex cinema, a bowling alley (Hollywood Bowl), nightclubs (Square, Brannigans and Time), restaurants (Frankie and Benny, Nandos, Pizza Hut, Old Orleans), bars (Wetherspoons, Norweg ian Blue), and a health club (Fitness Exchange). A major swimming and recreation centre which was particularly important to the council that it be incorporated, as there was a need for this in a central location. (riversidecentrenorwich.co.uk) 1800 car parking spaces including a new six-storey park with 740 spaces provide sufficient car parking for both leisure development and rail users. The railway station itself has been remodelled to integrate in to the adjacent project. New access links with a new inner ring road, as well as pedestrian and cycle connections to the historic King street area. â€Å"Riverside now represents a new quarter that compliments the city centre in accordance with recent Government planning policy guidelines, in a location with existing public transport infrastructure improved by a new interchange for buses, taxis and cyclists.† (David Simmonds Consultancy, 2004) Redevelopment Issues There were a number of serious concerns and questions raised with the major scale redevelopment of Norwich Riverside, from infrastructure issues to planning necessities and development obligations. In 1994 the council first started work with local stakeholders and potential developers designing new planning guidelines for the regeneration of the site, but it was not until 1999 that the first phase of construction was completed. The council had originally assessed the development potential of the site in 1987 after the closure of Boulten and Paul, and their plans envisaged a fine-grain redevelopment of mixed use. Due to these problems with the site, it became well known within the countrys development industry as a difficult project with a significant commercial and investment risk which logically acted as a barrier to attracting backing. Part of the delay, and bearing a great significance to the research question of this project, was that the council were attempting to use the redevelopment of Riverside as a major part of regenerating the city centre and providing services that were previously lacking. Naturally this objective brought with it some major development obligations for the scheme to provide. One such target was to supply a new swimming pool and recreation centre as this was lacking in a city centre location. A very well designed centre was created by Richard Jackson intelligent engineering, and now has a value of  £5.7 million. (Richard Jackson plc, 2009) Further constraints were that the council wished to steer ‘shed style retailing in to this area of the city to rein in the increasing move to ‘out of town shopping becoming prevalent. (Norwich City Council, Riverside development) As is often the case with brownfield redevelopment the site was quite heavily contaminated, evidently this required cleaning up, which was achieved by the use of an innovative soil clean-up method called bio-remediation. Furthermore as mentioned previously, the site was at risk to flooding, and therefore the ground level had to be raised. These are both costly and time consuming processes to complete, over  £5 million was spent remediating the site. Another obstacle that can occur with brownfields and did indeed in this case was serial ownership and the difficulties involved of tracing all owners and forging agreement between them of the intended plans. The Boulten and Paul works were owned by Gazely Properties Ltd having purchased the works after its closure in the 1980s. The railway lands were owned by British Rail Property Board until its privatisation when they were transferred to Railtrack pre Network Rail. These two, Gazely Properties and Railtrack ultimately founded a joint development company on an equal partnership basis. The other land included in the site area was in the possession of NCC. The proposed plan itself for a mix of residential, leisure and ‘shed style retail was acceptable to most members of the local community, some residents rallied against this form of urbanisation due to the aesthetics of the retail not fitting in with the historical city. Despite their efforts however, the council stuck with the plans and agreed that it go ahead as planned with reference to the importance of the food store which would serve the south east of the city. When the site came to ascendancy as a hub

Relationship Between Business and IT Strategies at PRASA

Relationship Between Business and IT Strategies at PRASA 1 Introduction 4.1 BACKGROUND TO THE RESEARCH PROBLEM For almost three decades practitioners, academics, consultants, and research organizations have identified â€Å"attaining alignment between IT and business† as a pervasive problem, Luftman and Kempaiah (2007). Gutierrez,Nawazish,Orozco,Serrano and Yazdouni (2007) add that despite the wide acceptance of strategic alignment (the strategic use of Information Technology), there is no consensus on how to achieve alignment and with few references that detail the process, there is no common agreement on the term alignment. Terminology such as linkage Henderson and Venkatraman (1993) harmony, integrated, linked, and synchronocity Luftman and Kempaiah (2007) have been suggested and used. Steiner (1979b) points out that there no consensus as to the meaning of strategy in the business world. An example of the definitions which he uses include the following Steiner (1979a): Strategy is that what executives do they that empower the organization. Strategy is the direction the organization takes which is aligned with it’s purposes and missions. Strategy consists of the important activities necessary to realize these directions. Strategy answers the question: What should the organization be doing to achieve success? Strategy answers the question: What are the means to end? Mintzberg (1994), says that people use strategy in several different ways, the most common being: Strategy is a plan, a how, a means of getting from here to there. Strategy is a pattern in actions over time; for example, a company that regularly markets very expensive products is using a high end strategy. Strategy is perspective, that is, vision and direction. Strategy is position; that is, it reflects decisions to offer particular products or services in particular markets. Porter (1998) states that strategy positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company and that strategy, is the creation of a unique and valuable position, involving a different set of activities, requires that trade-offs be made in competing, to chose what not to do and involves creating â€Å"fit† among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. To improve the strategic management of information technology, Henderson and Venkatraman (1993), developed a framework which they called the Strategic Alignment Model (SAM). This model was defined in terms of four fundamental domains of strategic choice namely business strategy, information technology strategy, organizational infrastructure and processes and information technology infrastructure and processes. The model is defined in terms of two fundamental characteristics of strategic management namely the strategic fit (the interrelationship between external and internal components) and functional integration (integration between business and functional domains). Luftman (2001) improved on the Henderson and Venkatraman (1993) SAM model by developing the Strategic Alignment Maturity Model (SAMM). The model measures IT–business alignment maturity. Six interrelated components for assessing alignment maturity are identified. These are communications, value, governance, partnership, scope and architecture and skills. The scores an organization achieves for these six components of maturity are then compared to a five-level maturity model to denote the organization IT-business alignment maturity Luftman (2001).The levels range from level one to level five where level five is the highest level of maturity. A higher alignment maturity correlates with higher firm performance measures Luftman (2001). Tying performance measures to strategic goals is a critical step Fonvielle and Carr (2001). A tool to measure performance and to align strategic goals within organisations is the Balanced Scorecard (BSC). The BSC was developed by Kaplan and Norton (1992) to overcome the business’s reliance on financial measures. They contend that reliance on only financial measures does not give a complete overview of the organisations measures. The BSC provided a framework to look at strategy, used for value creation from four different perspectives these being financial, customer, internal business process and innovation and learning Kaplan and Norton (1992).One of the principles recommended by the authors, is that for an organization to be focused on strategy, there needs to be alignment among departments to the strategy of the organisation. The alignment sequence recommended by Kaplan and Norton (2006) starts when the corporate headquarters articulates enterprise value proposition that wil l create synergies among operating units, support units and external partners. This sequence includes aligning IT strategy with the business strategy. 4.1 STATEMENT OF RESEARCH PROBLEM Business and IT strategies at PRASA need to be better aligned. 4.1 What is passenger rail agency of south africa (PRASA)? Appendix A, gives a comprehensive overview of the historical context and the introduction of PRASA taken from the companie’s business plan. Following is a summary of the key issues PRASA was created by Government to advance its agenda for the transformation of the public transport system into a vibrant, efficient one, As part of its strategy, PRASA (2009), to secure the future of its business, PRASA will focus its resources and energies during the current medium term expenditure framework (METF) on the following three Strategic Priorities: Service Excellence within Metrorail, Shosholoza Meyl and Autopax Property and Asset Development, and Technology Upgrade or Modernization of its key transport systems The key objectives identified by Government in addressing the challenges of passenger rail transport moving forward PRASA (2009) are as follows: Sustainable passenger rail service delivery; Improved performance of passenger rail services in terms of the quality and levels of services to passengers; Improved efficiency in the delivery of services; Improved effectiveness of asset management; Effective targeting of subsidies to achieve desired socio-economic transport objectives; Improved oversight by Government; and Improved accountability to the users. 4.1 Why prasa? PASSENGER TRANSPORT CHANGE IMPERATIVES 1..1 The Public Transport Challenge After many years of neglect, the existing commuter transport system, inherited from the apartheid past, has reached saturation levels and is unable to satisfy passenger demands while its infrastructure is not able to meet the requirements of a rapidly changing and modern society. The dysfunctional institutional arrangements have meant poor accountability in the provision of public transport services, which were found to be largely disempowering. Government’s socio-economic and transport policies could not be supported adequately by such institutional arrangements. The country is seeking to move away from the current commuter-based transport provision into a more integrated public transport system that meets growing and changing passenger demands in an efficient, effective and sustainable manner. The twin challenges for public transport is to simultaneously transform through meaningful integration whilst at the same time enhancing capacity through upgrading and modernization to meet long-term need PRASA (2009). 1..2 Inadequate Passenger Service Provision Passenger rail in South Africa faces many challenges as a result of a long history of inadequate investment in rail rolling stock, infrastructure and operations as well as the loss of appropriate managerial and technical (engineering) skills within the industry. The shortage of such critical skills has a direct negative impact on the delivery of services. In the urbanising metropolitan areas the provision of new rail corridors has not kept pace with the rapidly changing urban landscape resulting in limited coverage in key areas of urban expansion with the consequential loss of significant market share. Over time, commuter rail services have continued to fail to respond adequately to changing passenger demands PRASA (2009). 1..3 Customer-Centric Delivery A dynamic and customer-centric public transport system is required where passengers contribute to and shape the service delivery agenda. The need for a Passenger or Quality Charter and the emergence of strong, vibrant structures championing both the interests of passengers and public transport transformation are vital to the development of a public transport system that will effectively respond to the travelling needs of passengers. The past few years has seen the emergence of vibrant, community-based structures championing public transport transformation and demanding quality services from Government and transport service providers. This movement seems to be growing and shows the determination of South Africans to participate in the construction of a transport system that will effectively respond to their demands PRASA (2009). 4.1 PRASA Vision, Mission Values Vision A provider of integrated public transport solutions for improved mobility Two fundamental principles underpin the vision:- Integration – PRASA should facilitate integrating individuals and communities, enabling a better quality of life through access to socioeconomic opportunities Mobility Solutions – PRASA should connect individuals and communities through the provision of public transport solutions that are founded on an integrated network of mobility routes PRASA (2009) Mission Sustainable Public Transport Solutions through Service Excellence, Innovation and Modal Integration PRASA (n.d.) The mission reflects four key intentions:- Service excellence – superior performance that is safe, reliable and affordable, that makes a lasting impression, and builds brand loyalty – both internally (employees) and externally (customers) – that adds benefit to the passenger. Sustainability a focus on sustainable development in business that considers not just the financial ‘bottom line’ of prosperity and profit, but also the other ‘bottom lines’ of environmental quality and social equity. Mobility solutions – reframing the basis of business delivery, favouring innovation, integration and partnerships Integration – safe, seamless dignified travel experiences across all modes of public transport, PRASA (n.d.) Values The values that will guide PRASA, which will underpin the performance ethos of the organization derived from and are guided by the fundamental and progressive human values of the Constitution of the Republic of South Africa:- Service Excellence, Participation, Integrity, Fairness and Innovation, PRASA (2009) 4.1 OPPORTUNITY FOR Passenger Services 1..1 Commuter Rail Services The provision of efficient and affordable public passenger transport services is integral to Government’s drive to create employment opportunities, stimulate economic development and reduce levels of poverty. Enhanced mobility will facilitate greater access to socio-economic opportunities for the urban and rural poor whilst contributing to an efficient transport system to the benefit of all South Africans – highlighting the need for a vibrant public passenger transport network to support sustainable growth and development PRASA (2009). Commuter rail has the potential to be the most efficient, affordable and safe mode of travel. It plays a significant role in key Metropolitan areas such as Cape Town and has the potential to become an important public transport player in all metropolitan areas, significantly contributing to an efficient and reliable public transport system in these areas. Despite the acknowledged increase in the growth of car-ownership and usage, public transport and walking continue to dominate the mobility needs of the majority of South Africans and this is likely to continue for the next decade. Metropolitan areas in South Africa are experiencing rapid urbanization. Rail is in a unique position to facilitate greater integration between land use planning and transport infrastructure provision, and providing security, to private and public sector investment, of stable long-term public transport provision. This is vital to creating sustainable communities where peoples access to economic and social o pportunities is improved. In this context, railway lines need to be positioned, located, aligned with evolving spatial developments and formalised within the statutory planning processes undertaken primarily by local government. The creation of PRASA and the integration of rail and road-based transport services will, over time, provide the user with public transport choices – moving away from a market of captive users to one where dignified travel choice is a real option PRASA (2009). 1..2 Inter-City / Regional Passenger Services Historically, long distance rail and road based services have not received the attention required to make them demand responsive in key market areas including migrant workers, students, tourists and occasional travellers. The Department of Transport’s Public Transport Strategy Action Plan notes that: There is a significant potential for the growth in migrant worker long distance public transport provision. The dominant generators of migrant movement are Gauteng and KZN The increase in tourism provides opportunities for segmenting the market that build upon the strengths of both long distance rail and coach operations. Rural areas in South Africa are undergoing a process of economic and social restructuring with a shift in emphasis towards rural trade and agro-processing. These factors reinforce the need for a public transport service sector that responds to the emerging needs of these rural / regional development nodes since transport links between the rural trade areas and t he rural regions (hinterlands) remains unreliable, rendering access to services and emerging economic opportunities extremely difficult. This lack of access will continue to trap many in the poverty cycle. Government’s decision to consolidate passenger rail entities and road-based long distance bus services into a single entity, PRASA, reporting to the Department of Transport are underpinned by a number of key drivers. The recognition by Government that rail consolidation was required to deal with the under-performance of rail passenger services as well as the historical under-investment in the passenger rail business. Institutional arrangements did not promote efficiency and accountability and significant change was required to overcome the inherent institutional dysfunctions that had been created. Confusion existed between the contractor and regulatory functions implicitly embodied in the SARCC/Transnet relationship PRASA (2009). The critical need for sustainable funding to reverse the decline in commuter rail levels of service being experienced by commuters has been identified. This funding profile was captured in the National Rail Plan, which was accepted by Cabinet in December 2006, where the funding and investment requirements were identified for passenger rail over the following ten years PRASA (2009). 4.1 PRASA Objective PRASA (n.d.) primary objective is: To ensure that at the request of the Department of Transport, rail commuter services are provided within, to and from the Republic in the public interest; and To provide, in consultation with the Department of Transport, for long haul passenger rail and bus services within, to and from the Republic in terms of the principles set out in section 4 of the National Land Transport Transition Act, 2000 (Act No.22 of 2000)†.. 4.1 Strategy of prasa PRASA (2009) objectives are supportive of the Board of Control’s (BOC) key performance areas as seen in figure 2 below Figure 2 Key Performance Area and Strategic Objectives 4.1 CHALLENGES FACING PRASA 1..1 Consolidation / Turnaround / Restructuring The sequential amalgamation, in quick succession, of the SARCC, Metrorail, Shosholoza Meyl and Autopax bring with it the normal challenges that are posed when merging disparate organizations in related but different operational arenas. A key driver in Government’s decision to consolidate these entities into a single delivery arm of the DOT was to effect operational and asset â€Å"turnaround† of what were acknowledged to be declining businesses, albeit, some with the potential for growth. Linked with both these processes is the need to internally restructure the various businesses to align them with the new mandate given to PRASA through the amendment to the Legal Succession Act that was promulgated on 23 December 2008 PRASA (2009). 1..2 Sustainable Funding The ability to provide the requisite level of funding (substantial) to address both the investment capital and rapidly expanding operational requirements to affect the mandate is fundamental to the successful performance of PRASA. The integrated passenger transport plan requirements will need to be developed. Fully motivated funding requirements, covering both operations and investment capital, in line with the 5-year financial plan requirements of the various Integrated Transport Plans (ITPs), will be developed to begin to align the funding requirements with statutory plan requirements. The approved funding base makes no provision for two key activities that need to be accommodated: The incorporation of Autopax, an operating company that is currently materially dependent upon Transnet Limited for funding to re-capitalize and sustain the business going forward. The acquisition of new rolling stock. Analysis has indicated that the rolling stock refurbishment and upgrading programs are not maintaining pace with the requirements to buy time before the inevitable purchasing of new fleet becomes unavoidable. While the profile reflects a rising trend in investment funding support, the allocation of these funds to the different asset classes (Rolling Stock Infrastructure) will need to be reviewed. A careful balance needs to be struck to ensure that the sustainability of the asset base is not compromised PRASA (2009). 1..3 Ageing Rolling Stock and Infrastructure PRASA (2009) reports that the prolonged under-investment in passenger rail of almost thirty years is manifestly experienced in the deterioration of the general rail asset i.e. Rolling Stock and Infrastructure (Signalling and telecommunications, electrical systems, perway). This has resulted in a situation where services are experiencing continued decline, primarily due to poor availability and reliability of rolling stock and ageing infrastructure. The lack of investment in the asset base has also had a negative impact in the skills base of the passenger rail industry over a period of time. For example, the average age profile of commuter coaches is 40 years and has been left behind by international advancements in rail technology over the past few decades. The life expectancy of railway rolling stock is of the order of 54 years. The railway industry norms are that the coaches will be upgraded at half life (27 years) and overhauled every 9 years, so as to ensure the structural and su b-systems integrity is not compromised by metal fatigue, age, wear and tear or environmental condition. Thirty-three percent (33%) of the commuter rail fleet is already above 36 years and therefore would be uneconomical to upgrade. 1..4 Human Capital Development Human capital development is generally understated and under-rated in supporting the development of an organization. It is a multi-faceted process that requires clear understanding to enable human capabilities to be built that will support the key performance drivers of the business and ultimately the business results that can be expected from that performance. The key challenge for PRASA is to formulate human capital development processes that facilitate and fast-track the appropriate human capital capabilities at all levels within the organization that will enable delivery on the key drivers of which, in the case of PRASA are : increased productivity (operational efficiencies), improved service quality (service excellence), customer focus and innovation in the provision of integrated public transport solutions The nature of the various operational divisions, while related and providing synergistic opportunities for service co-operation and delivery, are by their very nature, different business environments, each requiring a specific set of human capabilities to perform optimally. PRASA needs to provide guidance in the process framework that delivers this requirement PRASA (2009). 1..5 Change Management The finalisation of the PRASA consolidation process, the turnaround and restructuring necessitate that a number of parallel change management processes are undertaken. Numerous change management processes will be identified that are needed to combine the five organizations into a consolidated organization. The very ability of PRASA to ensure effective implementation of such processes becomes critical as is the capacity of the organization (including divisions and subsidiaries) to manage them successfully PRASA (2009). 1..6 Leadership Skills Development There is currently an acknowledged shortage of key skills as well as a lack of depth of skills in critical areas within the organization. For PRASA to meet the expanded mandate of supporting government’s socio-economic and transport objectives in both urban and rural contexts, the organization will need a focused approach to human capital development, on leadership development, talent management and the progressive training of a strong base of key skills that will lay the foundation for sustaining rail passenger transport sector PRASA (2009). 1..7 Rail Technology Development PRASA, of necessity, will need to become a technology based organization that blends best practice policies with intelligent asset management philosophies to leverage organisational productivity and efficiency gains to provide shareholder value. PRASA recognises that technology upgrade is critical to the modernisation of South Africa’s railways and is well aware that the capacity for technology upgrade may not be immediately available in South Africa or the African Continent as a whole. Technological obsolescence is a major factor that will inhibit PRASA from delivering on its mandate. A rail technical strategy that guides technological renewal, upgrading, replacement and development over the next 30 years is a critical requirement. The average age of the metropolitan rail commuter networks/system in South Africa ranges between 60 80 years and still supports 1940/50’s technology. The system in SA is showing serious age related condition decline with increasing systemic risks and technological obsolescence. Railway systems are designed for an extended economic life, but it is acknowledged that the current ad hoc investment flows into the ageing system in South Africa are not productive in terms of future demand, operational performance requirements and escalating maintenance costs. Global technology advancement in rail has moved beyond the limited application of heavy rail, regional and long distance passenger rail. Various new rail based technologies of alternative applications have evolved globally to ensure the competitiveness and attractiveness of rail solutions. If South Africa is serious about ensuring environmentally friendly and energy efficient transportation for its cities to counter growth in private vehicle travel, congestion and spiralling cost of fossil fuels, a selective conversion of appropriate new and improved rail based and mass transit technologies needs to be evaluated, introduced, and established in South Africa ensuring that these take their place in the hierarchy of public transport service provision. The technological needs of PRASA over the next 30 years need to be clearly articulated and incorporated into PRASA’s long-term planning if passenger rail is to be sustained over the longer-term. The development of a rail technology strategy, together with the appropriate migration requirements over this period will assist in guiding decision-making in much critical technology upgrade or replacement areas within the organisation. The phased implementation of the strategy will be captured in each of the Business Plans roll-outs over time PRASA (2009). 4.1 RESEARCH AIM, QUESTION, SUB-QUESTIONS AND OBJECTIVES Research Aim The aim of this research is to understand to what extent alignment between Business and IT strategies exists, at the Passenger Rail Agency of South Africa (PRASA). Research Questions The research question derived from the problem statement is What can PRASA do to improve business and IT strategies, alignment? The sub questions to answer the main question are: What are business and IT strategies? What is alignment between business and IT strategies? What factors contribute to an alignment gap between business and IT strategies? What factors contributes to an improved alignment between business and IT strategies? Objectives of the research Based on the sub questions the objectives of the research are to 1. Analyse the Business’s and IT strategy 2. Carry out a literature review on the alignment between Business and IT strategies. 3. Analyse the factors that contribute towards Alignment Gap 4. a. Establish strategic alignment best practice. b. Formulate a methodology for aligning Business and IT strategies. c. Propose recommendations to improve PRASA’s Business and IT strategies alignment. 4.1 CURRENT STATUS OF THE RESEARCH AREA The literature review will be based on the research into alignment of business and IT strategies. There is a plethora of research available on the alignment of business and IT strategies. Chan and Reich (2007) have carried out comprehensive research on this topic. 4.1 Business and IT strategies 1..1 Business Strategies Croteau and Bergeron (2001) define business strategy as â€Å"the outcomes of decisions made to guide an organisation with respect to the environment, structure and processes that influence it’s organisational performance†. Hambrick (1980) states that business strategies may be textual, multivariate or typological. Henderson and Venkatraman (1993) architects of the SAM model, view strategy as involving both strategy formulation (decisions pertaining to competitive, product market choices) and strategy implementation (choices that pertain to the structure and capabilities of the firm to execute it’s product market choices).The SAM model presents two business strategy perspectives where business strategy is the driver namely strategic execution, and technology transformation. figure 3 presents the key attributes of these perspectives. Figure 3 Attributes of Business Strategy perspectives (Henderson Venkatraman 1993) One of the six components of the SAMM Luftman and Kempaiah (2007), is partnership which includes IT’s role in defining the business’s strategies. Both of these models (SAM and SAMM) are about aligning business and IT strategies and can be criticised because it does not define what business strategy is. Kay (1996) says that there is much debate on the substance but that

Essay on Social Expectations in Story of an Hour and Sorrowful Woman

Social Expectations and Marriage  in The Story of an Hour and A Sorrowful Woman      Ã‚  Ã‚   Marriage does not always bring people happiness they expect.   A number of people feel trapped in their own marriages.   Mrs. Mallard in Kate Chopin’s â€Å"The Story of an Hour† and the unnamed protagonist in Gail Godwin’s â€Å"A Sorrowful Woman† are among those who experience such unfortunate.   Only one hour in her marriage did Mrs. Mallard feel really happy; that was, bizarrely, when she was told about her husband’s death.   For the female protagonist in â€Å"A Sorrowful Woman,† her marriage was a torment.   All the time, she suffers from grief and sadness.   Both of the women are imprisoned in their own marriages and even more so in their own minds, which eventually lead them to death.   Successfully describing their main characters’ developments of feelings, Kate Chopin and Gail Godwin, two authors from two different time periods, undoubtedly point out that the conflict between society and individuals is the cause of the sadness and tragedy of marriage.   First of all, through the settings of their stories, both of the authors suggested that social expectations be the real causes of their protagonists’ deaths.   In â€Å"A Sorrowful Woman,† the unnamed protagonist has a desirable life.   She has a â€Å"durable, receptive, gentle† husband and a â€Å"tender golden three† son (33)[i].   â€Å"He was attuned to her; he understood such things† (33) indicates that her husband always understood her.   He is willing to sacrifice his time for her and their family.   Mrs. Mallard in â€Å"The Story of an Hour† is in a similar environment.   Knowing that she has a heart trouble, â€Å"great care was taken to break to her as gently as possible the news of her husband’s death† (10).   Her friends a... ...or them death is freedom.   And only through death they are able to escape from their tragedy.   The stories invoke so much thought from people.   Should a society be more generous to people?   Should a society try to understand social groups, individuals, relationships, and values?   If a society could do these, there would be less tragedy like such in Chopin’s â€Å"The Story of an Hour† and Godwin’s â€Å"A Sorrowful Woman.†Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   WORKS CITED [i]   All of the quotations using in this paper are from:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Chopin, Kate. â€Å"The Story of an Hour.† The Bedford Introduction to Literature. Ed. Michael Mayer. 5th ed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Boston: Bedford/St. Martin’s, 1999.   Pages: 10-12.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Godwin, Gail. â€Å"A Sorrowful Woman.† The Bedford Introduction to Literature. Ed. Michael Mayer. 5th ed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Boston: Bedford/St. Martin’s, 1999.   Pages: 33-37.    Essay on Social Expectations in Story of an Hour and Sorrowful Woman Social Expectations and Marriage  in The Story of an Hour and A Sorrowful Woman      Ã‚  Ã‚   Marriage does not always bring people happiness they expect.   A number of people feel trapped in their own marriages.   Mrs. Mallard in Kate Chopin’s â€Å"The Story of an Hour† and the unnamed protagonist in Gail Godwin’s â€Å"A Sorrowful Woman† are among those who experience such unfortunate.   Only one hour in her marriage did Mrs. Mallard feel really happy; that was, bizarrely, when she was told about her husband’s death.   For the female protagonist in â€Å"A Sorrowful Woman,† her marriage was a torment.   All the time, she suffers from grief and sadness.   Both of the women are imprisoned in their own marriages and even more so in their own minds, which eventually lead them to death.   Successfully describing their main characters’ developments of feelings, Kate Chopin and Gail Godwin, two authors from two different time periods, undoubtedly point out that the conflict between society and individuals is the cause of the sadness and tragedy of marriage.   First of all, through the settings of their stories, both of the authors suggested that social expectations be the real causes of their protagonists’ deaths.   In â€Å"A Sorrowful Woman,† the unnamed protagonist has a desirable life.   She has a â€Å"durable, receptive, gentle† husband and a â€Å"tender golden three† son (33)[i].   â€Å"He was attuned to her; he understood such things† (33) indicates that her husband always understood her.   He is willing to sacrifice his time for her and their family.   Mrs. Mallard in â€Å"The Story of an Hour† is in a similar environment.   Knowing that she has a heart trouble, â€Å"great care was taken to break to her as gently as possible the news of her husband’s death† (10).   Her friends a... ...or them death is freedom.   And only through death they are able to escape from their tragedy.   The stories invoke so much thought from people.   Should a society be more generous to people?   Should a society try to understand social groups, individuals, relationships, and values?   If a society could do these, there would be less tragedy like such in Chopin’s â€Å"The Story of an Hour† and Godwin’s â€Å"A Sorrowful Woman.†Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   WORKS CITED [i]   All of the quotations using in this paper are from:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Chopin, Kate. â€Å"The Story of an Hour.† The Bedford Introduction to Literature. Ed. Michael Mayer. 5th ed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Boston: Bedford/St. Martin’s, 1999.   Pages: 10-12.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Godwin, Gail. â€Å"A Sorrowful Woman.† The Bedford Introduction to Literature. Ed. Michael Mayer. 5th ed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Boston: Bedford/St. Martin’s, 1999.   Pages: 33-37.   

Extinct Animals Research: Woolly Mammoth :: essays research papers fc

Extinct Animals Research: Woolly Mammoth   Ã‚  Ã‚  Ã‚  Ã‚  We have learned much about the Woolly Mammoth almost more than any other dinosaur that has been identified. Due to the fact that the Woolly Mammoth so closely resembles today's elephants, care for them would most probably require most of the same factors to keep it alive. Since the Woolly Mammoth has been extinct for 4000 years, it is difficult to tell exactly what they lived on, but we can hypothesize.   Ã‚  Ã‚  Ã‚  Ã‚  The Woolly Mammoth lived during the Ice Age, so if alive today, it must be kept in a tundra environment. For food, only basic tundra vegetation is necessary. Due to the thick pelt that the Woolly Mammoth has, any known Ice Age temperatures would suffice since the thick fur protects the animal in any extreme temperatures.   Ã‚  Ã‚  Ã‚  Ã‚  Large enclosures would not be needed as they would be for a normal elephant since the Woolly Mammoth is only three meters high. The huge tusks would allow it to scavenge for its own food, so no special feedings would be necessary. Feedings would also be needed on a less frequent basis since the Woolly Mammoth, much like today's camels, keeps under its sloping back a thick layer of blubber as nutrition when food was not needed.   Ã‚  Ã‚  Ã‚  Ã‚  The problem in keeping a creature such as the Woolly Mammoth in a zoo- like surrounding would be poachers. Due to the endangerment of such a magnificent species, poachers of pelts and ivory would most certainly be after it's huge tusks and thick furs, so it would be necessary to post guards around it's cage at all times.   Ã‚  Ã‚  Ã‚  Ã‚  A large-scale habitat would be constructed for this creature since, during the period it lived, the Pleistocene, there were no restrictions on the places it could roam to. There was nothing stopping this beast from stomping along to wherever it wanted to go. A Woolly Mammoth might find it peculiar to be stuck in a twenty foot ice field with no predators or other animals whatsoever.

Why Accountability Is Important

Why Accountability Is Important It is important to note first, what accountability is. I will state why it is important as well as go over scenarios in dealing with accountability. Accountability means being liable to being called to account; answerable. A good military definition of the word would be and usually means to be liable for paperwork and or property, and personnel; usually of lesser grade and rank. When dealing with army leadership and duties; being a soldier and or a leader means being accountable for what you do or don’t do as well as implied duties and responsibilities.As a leader, being one means to be accountable not only for one’s actions, but for the actions of the soldiers for which you are assigned. One is to be accountable for equipment that is assigned to one’s-self as well. The department of defense states and defines accountability to be an obligation imposed by law or lawful order or regulation on an officer or other person for keeping a ccurate record of property, documents, or funds. The person having this obligation may or may not have actual possession of the property, documents, or funds.Accountability is concerned primarily with records, while responsibility is concerned primarily with custody, care, and safe-keeping. But again, let us not get the definitions confused. The term accountability differs from the term of responsibility. There is a big difference. There are reporting procedures and processes for recording and accounting for personnel and equipment. There are different types and ways of reporting within different sizes and types of elements of a command.There are also ways in which one will report to one who is in a designated duty position and or of higher rank and grade within different elements of commands. The ways in which a soldier may report can be orally or written in order to account for property, equipment, and or personnel. Soldiers must always be accountable for their actions. For every action there is a reaction. Soldiers are to be held to accountable for their actions because they represent the United States of America within the states as well as overseas in other parts of the world.Sometimes, we are the only source of information as to how people may think what our behavior is and how all other Americans may behave in their own country based off of even one soldier’s sole actions whether negative or positive. We must be accountable for what we do or don’t do. If we, as soldiers, are assigned a task that is to be completed, but we fail and do not get it accomplished, then we have to account and answer for it. If we lose a piece of equipment, it becomes lost or destroyed, we have to be held accountable for it and solve the problem to correct the situation however it may need to be corrected.Mission readiness is the answer to why accountability is so important. We must accomplish the mission at all costs with the least amount of loss whether it be so ldiers or equipment. Without all of the soldiers or equipment present the mission may not be able to be accomplished. Even if only one soldier or piece of equipment is not present the mission may not be fully capable of being accomplished as the lack of either one would be detrimental to the mission.If a piece of equipment or a soldier is not on time at the start or finish of a mission, it may determine the outcome of the mission in regards to it being accomplished and a success or not. Either way, to be accountable for the pieces of equipment or the lack of soldiers present means providing an answer to someone else whom will have to be accountable for them to another. One will wish to know why a mission was not accomplished. A superior ranking individual will wish to know for sure. One who is accountable must have an answer.If we are not held accountable for our actions then someone else takes the blame or we never except responsibility for them and may become a pattern. If this ha ppens, then we cannot correct the problem that causes the accountability error from the start. This would be due to a cognitive lethargic display of thought processes and or apathy. If it is not the sole cause, but a contributing factor then other problems that affect a soldiers or leaders life may be the main causal factor in not being held accountable for their actions. Someone is always accountable and answerable to the next one in a chain of command.When the answer is needed, an entire chain of command as to why and how a mission did not attain a status of successful or completed, it affects the entire chain of command and the army itself when you really think about it. One could debate about it in regards to the butterfly effect; or the chaos theory. The theory that one small move such as the flap of a butterfly wing or a car accident effects all of us on a world-wide level even though it may seem miniscule in nature. Leaders must be accountable for discipline, leadership, and training of the soldiers.While soldiers are accountable for their actions, equipment, and sometimes when directed, the actions of others; so are leaders for their subordinates actions and so forth up the chain of command. This is all an example of accountability. If we did not have this accountability in process as a standard in the United States Army then we would not be the successful fighting force that we are today. Leaders are under the most stress as they are held accountable for more actions than their soldiers. They are also responsible for training and mentorship of soldiers.They must lead and develop them to become better soldiers and future leaders themselves. Leaders have many duties and responsibilities that they must be accountable for. Keeping accountability of not only people, but equipment also helps cut down on waste. Fraud waste and abuse is a big deal in the army as there are rules and regulations to address these concerns within the army as it is written doctrin e. Do you have any idea how much it would cost to replace all the equipment and people lost if leaders simply never noticed they were gone and constantly had to replace them?One of the United States military's biggest concerns is to never leave a man behind, dead or alive. It is perhaps this knowledge that they will never be left which keeps many troops confident in their job. How hard would you fight if you knew that your life was expendable and should you go missing, you would be written off and forgotten? I know for myself that I would not fight very hard if nobody cared about me in general. Accountability is one of those ways to show subordinates that you do care about them. Others may look at it in a negative way.They may say that, â€Å"Man, he is always on my case about where I am and this and that†, but this is a way to know that one is being cared for. Knowing where items and troops are keeps superiors able to know what can be accomplished and planned as far as missi ons and tasks. How could a plan be carried out to its full potential if the equipment type and capability and an account for soldiers is not known as well? It would be impossible to get an accurate account in order to plan with without knowledge of this information. Having an account of this information also keeps the army nformed of how many more or less soldiers are needed to accomplish a mission or task. There is paperwork to be processed to help keep accountability for all of the personnel and equipment within any given unit or command group. If property is lost damaged or stolen, one will be held accountable for those issues in regards to them as well. If there is an investigation on the soldier(s) or piece(s) of equipment, CID will be in charge and held accountable for the investigation. Everyone plays a part in accountability on some level, one way or the other.

Engineering HSC Civil Structures

1. What development in motor cars led to the need to replace the block brake? What was the replacement? With the adoption of pneumatic rubber tyres for cars in 1895, the block brake became impractical and was replaced as an automobile brake, and was replaced by the contracting band brake. 2. Who invented the drum brake? In what year did this occur? In 1902 Louis Renault invented the internal expanding drum brake. 3. Why was the drum brake superior to its predecessors? First, the shoes are enclosed on the drum so the friction lining is away from water or dirt, so they last longer. The drum brake also exhibits servo-assistance, in both forward and reverse; the leading shoe exhibits servo assistance in forward travel, the trailing shoe in reverse travel. 4. Why are the disc brakes used extensively now? The disc brake offers better heat dissipation than the drum brake and also offers better weather performance as water is thrown off the disc by centrifugal force. 5. Why is asbestos still allowed in brake linings in Australia? Asbestos gave the break lining greater stability at higher temperatures, thus the linings are more resistant to break failure form the heat. 6. The coefficient of friction (Â µ) is ratio between what two values? The coefficient of friction is the ratio of the frictional force present and the normal reaction to the matting surfaces. Â µ=FFRN 7. What is the tensile stress in a brake cable of diameter 2 mm if the tensile force in the cable is 200N? 8. Draw a stress strain curve for mild steel; label the proportional limit, the upper and lower yield points and the UTS. . What is the difference between elastic and plastic deformation? 10. State Pascals principle. Why is it important to hydraulics? 11. What is steel? 12. What is the difference between austenite and ferrite? 13. What is pearlite? 14. What happens to the hardness of steel as the amount of cementite increases? 15. Describe what martensite is. 16. Why is manganese added to steels? 17. What effect will nickel have if added to a low alloy steel? 18. Why is molybdenum added to the nickel-chromium steels? 19. Why is Hadfield steel used for? What is different about its structure at room temperature as opposed to plain carbon steels? 20. There are three types of stainless steels available. List three and describe the uses of each? 21. Which stainless steel is non-magnetic? 22. What is the difference cast iron and steel? 23. Carbon appears in different forms in cast irons, how does it appear in white cast iron and grey cast iron? 24. Which type of grey cast iron is stronger, fine or course? 25. How do SG cast iron and CG cast iron differ? 26. Blackheart malleable cast iron has free carbon present in Whiteheart malleable cast iron? 27. Is free carbon present in Whiteheart malleable cast iron? 28. Why is copper added to break pads? 29. What type of resin is used to bind the break pad together? 30. Draw two stress strain diagrams, one showing high toughness, and one displaying high strength but a brittle failure. 31. What are the four hardness tests available? 32. Find the tension in the vertical and horizontal cables for the brake system shown. Slove this problem graphically then analytically.