STRATEGIC MARKETING PLAN Coursework Example | Topics and Well Written Essays - 2250 words

STRATEGIC MARKETING PLAN - Coursework Example The strategy is to become the ‘preferred destination by providing food that is up to one week fresher than the supermarkets’. The operations of Sunripe are affected by the political, economic, social, technological, environmental and legal factors. These factors influence the operations and decisions of Sunripe in varying degrees. The influence of economic, social and environmental factors on Sunripe appears to be more pronounced than the other factors of macro environment. 2.1.1 (c) The set up of the Ontario Food Terminal (OFT), where food items received from more than 100 countries are sold under one roof indicates that the government enjoys good diplomatic relations with other countries and has adopted a liberalised trade policy. 2.1.2 (b) The target market of Sunripe consists of people with ‘above-average’ incomes. Thus most of the economic factors, predominantly the income levels of the consumers, will affect Sunripe’s revenue. 2.1.6 (b) The case study only refers to the minimum hourly wage of $7.45 to be paid to part-time employees. Sunripe is not really affected by this aspect since it employs mostly full-time employees. 2.2.3 (b) Customers wait for retailers to roll out discounts and promotional offers. 2.2.3 (c) Sunripe makes price redundant since it competes on the plank of differentiation; fresh, high quality food at reasonable prices. Will Willemsen, the founder of Sunripe, is the single most important force behind Sunripe’s success. He painstakingly sourced the merchandise for his stores. Willemsen did not mind paying a premium to procure high quality, fresh food. Sunripe employed 90, mostly full-time employees, to manage the operations of its two stores. Sunripe is an entrepreneurial set up and therefore has limited capital. The retailer has managed to obtain steady cash inflows due to its operational efficacy. Sunripe had a sound financial position with the

How Technology Has Revolutionized Business In A Positive Way Research Paper

How Technology Has Revolutionized Business In A Positive Way - Research Paper Example Hence, no wonder the food industry, which is in a way an important aspect of the national economy remained vulnerable to supply, demand and price fluctuations. Practically speaking, it was not possible for the companies to gather process and analyze data in a manner that allowed for a realistic estimation and planning of the coming uncertainties. Hence, for a burger chain operating in New York, it was impossible to estimate that a fall in production in the local beef markets could be managed by procuring additional beef stocks from Latin American farms. There existed no mechanism that allowed for the collection and processing of the required information at a centralized facility. It would not be wrong to say that fast food chains like McDonalds or retailers like Walmart would have never been able to register such an impressive global presence, had it not been for the available technological innovations. Technology has made it possible for the American food producers, vendors, and pro cessors to benefit from the economies of scale resulting from the technology enabled centralized purchasing (Schlosser 5). Technologies like high-speed internet, organizational intranets, data storage devices, data analysis software, IT based supply chain management has enabled food suppliers and procurers to make the best business decisions based on a knowledge of the price and availability of the food items all over the world (Schlosser 218). The businesses today are not under the compulsion to be at the mercy of the local producers.

Major American employment-related laws and regulations Case Study

Major American employment-related laws and regulations - Case Study Example Harassment in the workplace is any form of discrimination that violates Age discrimination in employment Act 1967, American with Disabilities Act of 1990, Title VII of the Civil Rights Act of 1964, Equal Pay Act of 1963, Pregnancy Discrimination Act and other regulations that aim at prohibiting harassment in workplace (Hemphill & Haines, 1997). Covey (2007) asserts that harassment is unwelcome conduct that is based on color, race, religion, sex, national origin, pregnancy, disability or age and leads to discrimination and unequal opportunities in employment matters. Harassment is outlawed when enduring the offensive conduct is a condition for employment or when the conduct creates a hostile work environment that is considered as intimidating, abusive and hostile to the employee (United States Department of Labor, 2013). Sexual harassment in the workplace includes ‘quid pro quo’ harassment that occurs when employment decisions or treatment is based on submission to unwelc ome sexual conduct or hostile work environment that leads to unwelcome sexual conduct of customers, supervisors, and contractors (Dale, 2005). Some behaviors that perpetuate unlawful sexual environment include commenting on the physical attributes of the employee, unnecessary touching, discussing sexual activities and displaying of sexually suggestive pictures.   In this case, the Department of Labor (DOL) policy prohibits all forms of harassment in the workplace and the employer must implement a harassment policy. that facilitates reporting and investigation of instances of the unlawful behaviors that contribute to harassment (LeMoncheck & Hajdin, 1997). Harassment hinders employee productivity through increased turnover and absenteeism. In addition, harassment negatively affects the organizational reputation and may lead to costly legal suits (Weizer, 2002). Pamodoro Ltd must ensure the workplace is free from any materials that are sexually offensive such as graffiti and nude po sters. The management must implement a strong anti-harassment policy and provide training to the employees, customers and suppliers. The policy must prohibit sexual jokes, comments on person’s body or sex life, sexually demeaning comments, sexually suggestive gifts, touching or patting in a sexual manner, or blocking a co-workers movement (Badgett & Frank, 2007). According to U.S. Equal Employment Opportunity Commission (2013), the management must pr

BIM (BUILDING Information Modeling ) Essay Example | Topics and Well Written Essays - 1500 words

BIM (BUILDING Information Modeling ) - Essay Example The two kinds of BIM software are authoring software and coordination software (Solibri, n.p). BIM process involves building design that require collaboration through computer models and not disjoints drawing sets. Through the use of BIM, digital representations of buildings are made available and used for decision making, first class production of construction documents, building planning, and predictions of performance and cost estimates (Solibri, n.p). BIM is employed in modeling and not drawing (Solibri, n.p). Modeling permits the designers to see the building and its parts from numerous angles. In addition, clash detection in the design phase allows designers to identify faults and correct them prior to commencement the building (McNell, 9). Early errors detection implies that costs involved in on-site correction are eliminated. Coordination is emphasized and facilitated by BIM through the use of a data repository where team members easily access information to confirm questiona ble aspects like building elements’ compatibility with the rest of the building. Through BIM cloud, BIM models by different team members can easily be viewed and edited and the consequences of each action made accessible to all model users (McNell 9). BIM is used to provide precise inclusion and modeling of prices and upgrading of bids and project pricing accuracy. Through the visualization designs, clients can verify design intention and sharedknowledge through virtual design and construction then strengthens client’s satisfaction. 2.0. BIM management Although BIM reinforces construction team members’ collaboration through the use of a shared information database to create a virtual model, there is heated debate over the management of BIM (AUGI, n.p). The ownership of BIM is left to DDC or the department of Design and construction. The model ownership is extended to include all inventions, designs, ideas, and methods contained inside the model. DDC reveals that peripheral users like contractors and consultants are only granted short lived use of BIM which terminates with the completion of the project and all copies of BIM copies have to be returned to DDC (AUGI, n.p). Basically, the project models contained in BIM from pre-conception to completion belong to DDC while project team owns just the idea. BIM teams include architects, designers, engineers and contractors and owners. The owner submits his or her request for service to the architect (AUGI, n.p). The architect then validates the request before designing the building. The architect provides the engineer with the building model and the engineer then uses computer aided design 3D visualization and modeling through Revit and creates 3D design or imports ordinary 2D drawings that have 3D information to establish perfect renderings from 3D (McNell, 15). Using BIM, designers investigate substitute notions; carry out value engineering and come up with finest designs. The contractors then revise the documented construction before commencement of physical construction. From the model, project owners are then involved in project aspects since they gain immediate and vast information which is formatted to satisfy their needs. 3.0. BIM practice BIM process involves four main stages which are design, build, operation and maintenance. The BIM model life cycle begins with the request from the owners. At first, the owners do not have sufficient information on what the final product will have (Eastman, Teicholz, Sacks and Liston,

Nike Case Study Essay Example for Free

Nike Case Study Essay The Nike employer brand is extremely powerful in attracting potential talent to the business making the process of handling applications and supporting the resourcing process effectively and efficiently critical to business success; implementing e-recruitment was identified as the way to solve this businesses hiring problems. The issue Nike currently receives around 800 CVs each month. It has on average 100 to 120 open positions at any one time at Nike’s EMEA Headquarters (HQ) in Hilversum, the Netherlands. These volumes used to place considerable pressure on the resourcing function to reduce the administration and lead-time in the recruiting process. Handling the inflow of applications became challenging as the regional HQ grew dramatically in size. This resulted in high numbers of CVs circulating in the business whilst the company had little capability of tracking their progress or handling enquiries from job applicants. We have a firm policy that each applicant is a potential employee and customer and so we must respond appropriately, in an individual letter where possible,† commented Rolien Hoogers, EMEA staffing manager at Nike. â€Å"With only four people on the team, we were finding it increasingly hard to do that, and we were losing track of where CVs were in the company. We became concerned about how well we were protecting applicants personal information, and there were mistakes, such as us calling someone in for an interview who was already due to come in later that day. The action These problems led Nike to review their HR processes. The assessment demonstrated that the company had to standardise its HR processes in an attempt to reduce duplication of effort. Reducing the cost per hire and improving the overall quality of talent hired into the business were key goals. Nike felt that achieving these objectives and improving effectiveness would help to boost the company image. Faster response times to applicants together with consistency in handling the administration associated with each appointment would lead to improved internal effectiveness and efficiency. The solution Jobpartners provided Nike with an e-recruitment solution, ActiveRecruiter, which has been designed to help companies manage the entire recruitment process more effectively and quickly resulting in a better relationship between the company and its candidates. The solution was chosen by Nike as it offered flexibility and simplicity, was cost effective and could be easily integrated with the existing programmes from PeopleSoft. A number of avenues are now open to candidates who wish to apply for jobs at Nike. External applicants can apply for specific roles or for more general speculative job opportunities directly via the Nike website. Electronic links have also been established with external web-based recruitment organisations including Monsterboard. Conventional resourcing processes including newspaper advertising and head-hunting , particularly for more senior positions supplement these e-methods. Nike employees can also directly apply for jobs posted on the intranet. The majority of applicants apply to Nike via the web site (www.nikebiz.com) and can attach their resume after filling in their profile enabling line managers to review applications online. Paper copy CVs are no longer required. ActiveRecruiter makes the first match between the job requirements and the competencies and experience of the candidate. The system then retains a pool of applicants on file, which ensures Nike has a readily available supply of CVs for open positions. The number of CVs currently held on the database is in the region of 8500. Each registered applicant is automatically asked to update their CV every six months in order to remain active on the system. The system is then able to search an expanding database of future interest when open positions arise. This helps to reduce the costs of recruitment. ActiveRecruiter also provides the ability to search for specific competencies when a short-listing for open positions is being run. This ensures a better quality of candidate. The result Hoogers comments: â€Å"Savings of around 54% in recruitment costs have been identified since the system was first introduced in July 2002, and there has been far less reliance on external recruitment and search agencies due to the ‘future interest’ database.† From June 2003 to May 2004, a total of 556 positions were filled with 235 internal Nike candidates, 144 from the Nike database, 60 through the internal referral bonus programme, and 35 via headhunting organisations. The remainder came from job adverts and recruitment consultancy, Adecco. The average time to fill vacancies has fallen from 62 days to 42 days. The cost per hire has also been reduced. Nike believes that ActiveRecruiter has given a return on investment in just six months. Lessons learnt The three key learning points identified by Nike during the process of change management include: 1.The importance of involving recruiters in the development and implementation process from an early stage. 2. The benefit of ensuring that recruiters have a place in the project to help get buy-in 3.The role of communication. Internal customers and users of the system have to see benefits, not just to the business as a whole, but also in terms of helping them to achieve their recruitment targets by attracting quality people with the necessary skills and attributes. Future Trends Nike feels that even greater potential exists in improving the quality of the overall resourcing process as ActiveRecruiter is developed further in the EMEA region. The vision for ActiveRecruiter at Nike is for it to become a ‘one-stop-shop’ for quality recruiting. This will help ensure that increased time can be put into improving the capability of line management in interviewing techniques, and that the resourcing group can be freed up to play a more consulting and advisory role. Nike is planning to continue to measure and improve the effectiveness of its resourcing processes, which can only enhance its employer brand in the market place.

Impact of the Affordable Care Act Essay Example for Free

Impact of the Affordable Care Act Essay The Affordable Care Act (ACA) was signed into law by President Barack Obama early in 2010. The ACA was introduced into law to help provide access to affordable and quality health insurance to more Americans than ever before. The goal was to reduce health care cost for individuals and government. It has allowed more adults to be eligible for Medicaid by increasing income eligibility to 138 percent of the Federal Poverty Level (FPL). (Milstead, 2013) However, by ruling of the Supreme Court in June of 2012, states had the option to implement the expansion of Medicaid eligibility to cover more low-income adults. As of January 2014, North Carolina (NC) was one of the states that chose not to implement the expansion of Medicaid making the eligibility for Medicaid for low-income adults very limited. How does this affect the population, economy, cost, and quality of health care? North Carolina’s Right to Refuse According to Knickman and Kovner (2011, p. 110), â€Å"the 10th Amendment to the U.S. Constitution gives states the primary responsibility for public health. Medicaid is administered and overseen by each state but governed by various federal guidelines with the federal government contributing 50%-78% of its costs. (2011) After long debate and review of advantages and disadvantages to implementing the new laws, the North Carolina’s government elected not to adopt the new legislation. Caroll (2013) indicated the decision was based on NC’s current Medicaid system, indicating that is was broken and needing to be revised. There was concern the ACA would cause an increase in taxpayer’s contribution due to the long term costs. As of September 2014, there are 21 states that are following North Carolina’s decision not to adopt the new health care reform. This would leave millions of Americans that would be eligible for Medicaid under the ACA without access to health care.  (StateReforum, 2014) Impact on the Population One of the initiatives of the ACA was to provide more than 32 million uninsured Americans with insurance coverage. This was to be done by increasing the FPL to 138 percent and lifting or altering certain limitations for eligibility to Medicaid. This meant that all Americans whose income was at or below the FPL would be eligible for Medicaid. For example, an unemployed, single, 26-year-old male without any other income would be eligible for Medicaid. Medicaid would no longer be limited to specific categories such as the disabled, children and their parents, or pregnant women whose income was below the FPL. North Carolina’s current Medicaid program â€Å"eligibility for non-disabled adults is limited to parents with incomes below 43% of poverty, or about $10,000 a year for a family of four, and adults without dependent children remain ineligible regardless of their income† (How Will the Uninsured, 2014). Currently, there are over 319,000 uninsured adults in NC that are not eligible for Medicaid, by the current NC guidelines, which would be eligible under the Affordable Care Act. This can lead to increased health care costs and weighs heavily on the economy. Who is to take up the slack? Economic Effects of Doing Nothing Dorgan (2009), Chairman of the Democratic Policy Committee, indicates that the current health care system in NC has â€Å"led to higher health care costs, reduced access to care, and inconsistent quality of care†. The Gross Domestic Product in 2013 for North Carolina, based on millions of dollars spent, was $471,365 million, an increase of over $50,000 million since 2010. (Department of Labor and Workforce, 2013) In 2013, North Carolina’s State Auditor Beth Wood indicated that the state’s Medicaid program had gone over budget for the past three years, costing taxpayers about $1.2 billion. (Hoban, 2013) This leaves businesses and the working population to cover health care costs by paying higher taxes. With unemployment soaring over the last decade, and North Carolina having one of the highest unemployment rates in the United States (Hoban, 2013), less is paid into taxes. This leads to less to cover health care costs. The Affordable Care Act was implemented to decrease the costs of health care for all Americans. According to the White House website (2014) â€Å"the Congressional Budget Office found that health  insurance reform will reduce the deficit by $210 billion in this decade and by more than $1 trillion over the following 10 years. A family of four would save as much as $2,300 on their premiums in 2014 compared to what they would have paid without reform†. Will the decreased costs affect the quality of care being provided? Quality of Care The implementation of the ACA will require a higher standard for quality of care. The ACA promotes the use of accountable care organizations (ACO), which is a type of managed care that includes at least primary physicians, specialists, and hospitals that would be held accountable for the quality of care provided. (Kovener and Knickman, 2011, p. 196) The ACA works to move away from a fee-for-service approach to an accountable care organization (ACO) model that would incorporate a coordinated approach to provide high quality of care. This type of system rewards physicians and health care facilities through how they are paid for the quality of care they provide. The ACA reforms the way health care is delivered to the population by â€Å"creating high-performing organizations of physicians and hospitals that use systems of care and information technology to prevent illness, improve access to care, improve safety, and coordinate services† (What is an Accountable Care, 2011) making them more accountable for the care they provide. Incentives are provided to physicians and healthcare organizations that have shown they can provide quality care and improve patient satisfaction. Ethical Implications How can the government provide quality health care to so many without sacrificing the rights of a few? The ACA was enacted to help provide health care to more adults between the ages of 19-64 years of age that otherwise would not have access to or afford health care. According to Sorrell (2012), Americans want a health care system that will provide quality care, have freedom of choice, be affordable, and allow the costs to be shared among all. There is worry the ACO will lead to cost-shifting. Medicare and Medicaid pay much less for reimbursement for health care treatment. To re-coop their costs, hospitals and health care providers participate in the unethical practice of shifting these losses to patients with insurance by charging more for the same services. Insurance companies then shift these  costs to members by increasing their premiums and out-of-pocket costs. With such an increase in the number of people eligible for Medicaid, providers will be receiving much less for the services they provide. Another concern is for the Americans that do not qualify for Medicaid. Income levels can qualify some for decrease in premiums for health insurance from private companies. However, there will be those that do not qualify in either category and do not have access to health insurance through their employer and cannot afford the high premiums of private insurance. The new health reform requires those that do not have some type of health insurance to have to pay penalties for not having insurance. Conclusion The Affordable Care Act was developed to provide health care to an additional 32 million Americans with the goal of reducing health care costs. Even though there are millions that will now have access to health care, there will be millions that do not qualify for the programs and will remain uninsured. There is much concern and debate the ACA with hurt the economy, increase health care costs, and add to the United States’ deficit. North Carolina, along with 21 other states, have chosen not to adopt the new law and either continue with current guidelines or choose to restructure their current health care policies. Concerns also arise about causing a decrease in quality of health care provided. The development of ACO’s through the ACA implies that quality of health care will be improved. However, there is question that ACO’s will lead to cost-shifting to re-coop lost costs from the influx of American’s now eligible for Medicaid and Medicare. References Caroll, B. (2013). North Carolina Thumbs its Nose at Obamacare. Retrieved from http://watchdogwire.com/northcarolina/2013/02/12/north-carolina-thumbs-its-nose-at-obamacare/ Dorgan, B. (2009). Health Care Reform: The Cost of Doing Nothing in North Carolina. Democratic Policy Committee. Retrieved from http://www.dpc.senate.gov/docs/states-fs-111-1-87/nc.pdf Hoban, R. (April, 2013). Cost of Care: How ‘Broken’ is NC Medicaid?. North Carolina Health News. Retrieved from http://www.northcarolinahealthnews.org/2013/04/15/how-broken-is-nc-medicaid/

The Nyasa Community Water Project Proposal Construction Essay

The Nyasa Community Water Project Proposal Construction Essay World Vision Tanzania plans to implement Water Project in Wela, Miguwa and Mbogwe wards in Nyasa Division, Nzega District, Tabora Region in Tanzania. The proposed five year project is expected to impact lives of more than 30884 people living in twelve Villages of Miguwa, Mbogwe, and Wela wards, 32% are women and 42% are children. The project aims at increasing the supply of water for domestic use through the construction of fifty-three wells (shallow wells and tube wells). At the completion of the project the water supply will meet 60% of the domestic demand from the current percentage that is less than 30% of the demand. The project is expected to contribute to the decrease in diseases associated to water shortage such as scabies, diarrhea and typhoid. The community will form water user groups at each well that will be responsible for implementation, management and maintenances of the wells. World Vision shall take the advisory and facilitation role to the community, government and other actors. It has the capacity and ability of rendering the above roles. It has been in the area for more than three years now. World Vision Tanzania will use the existing personnel in the ADP plus only one staff who will be the facilitator for this project. The project lifetime budget is estimated to be US$ 310500 implemented in five years. Community contribution is estimated at 31 %( US$14500); in terms of cash labour and material. Therefore the total project cost will be $ 325000 2.0 PROJECT SCOPE AND COVERAGE The proposed project is located in Nyasa ADP and it will cover 8 villages of ,Malilita, Mwasambo, Mwanzoli, Idudumo, Iduguta, Mbogwe and Nhobora in Nyasa division ,Nzega District, Tabora region . It lies between longitude 32 22 E -33 41 E and latitude 3 23 S 3 42S.The project will be implemented within the existing Nyasa ADP and it will benefit twelve villages with a population of 23,884 people, who are living in 4241 households. 46% of the population is males while 51% are female. Children constitute 41.6% of total population. Under five constitute 14.3% and under one accounts for 4% of the total population this is according to 2002 National census. Climatic features: Attitudes 1000 1400 above seas level. In low land the soils are typical deep, fine to medium textured, yellowish to grayish brown or dark gray .In the hills area the soils are stony, rocky and gravely with pocket of very shallow, excessively drained and very gravelly loams. 2.1. WATER In Tanzania only 42% of the population has access to clean water. The situation is even worse in the rural areas Nyasa community area included. The water sources available in the area are less than 30% of the need and the quality is not guaranteed. In the dry season the situation is extremely worse. At Regional and District level water situation is almost the same. There has been persistent drought and unreliable rainfall, which lead to water scarcity in the Region as well as in the Program area. Water sources, which include ponds, Chaco dams, and temporary rivers/springs in most cases, are drying during the dry season. The ADP area to date is having only one protected and functional shallow well which is located in Miguwa Village. There are others unprotected and seasonal wells scattered in different villages. Pond is one of the main sources of water, which is used intensively with human and animals for drinking water as well as for other domestic purpose. Nyasa ADP area is having 116 ponds situated in different parts of the area. Water scarcity has led to vegetation depletion in the project area. Crop production keeps on declining and livestock become affected. Water related diseases such as diarrhea, cholera, skin diseases and conductivities are at the increase. Little efforts and inputs have gone in to avail safe clean water through constructed protected shallow wells/tube wells, which has led to prevalence of water borne disease. 3.0 ORGANIZATION INVOLVEMENT AND EXPERIENCE World Vision Tanzania has been carrying water projects in different parts of the country for a considerable numbers of years; projects likes Bukombe Water in Ushirombo District Shinyanga Region, SHAWASA in Arusha region and many others. The sustainability elements in all of these projects has been clearly observed, water user groups having significant money in their bank accounts for the maintenances and repairs of the pumps, having two or more pump attendants with some technical skills for maintenance of their pumps, these are common features in those projects. World Vision Tanzania has been operational in Nzega District since 1996 through Nzega Community Development Project, by the year 2000/2001 Nyasa ADP came into operational. Through all that time WVT has managed to establish a strong relationship with the community, community leaders, government and other NGOs. World Vision supports have made a greater impact to the lives of the Nzega people, Wela, Mbogwe and Miguwa wards included. 4.0 PROJECT RATIONALES AND JUSTIFICATION Despite considerable efforts made during the International Drinking Water Supply and Sanitation Decade of the 1980s, the rate of improved access to safe water supply and sanitation facilities is still very low. Tanzania population is estimated to be over 34 million people, 80% of the population lives in villages and only 50% of the population lives in villages have access to clean and safe water. 30% of the existing water supply in the country is not functioning. Water situation in Nzega District is also not promising. No any permanent river passing through in the district, only 33% of the people in the district are accessing clean water (Nzega District land use framework plan, Feb 1999). The government in the past years has been trying to dig big water ponds to harvest rains water but if the rain didnt rain properly in the said year the challenge is still there. There is a goldmine that has supported a pipeline scheme in Nzega town taping water from those ponds; this is very expensive scheme because of the water treatment. It is only in Mwakalundi Division where World Vision through Nzega Community Development Project addressed the water issue very significantly. 99% of the water sources within Nyasa ADP are unprotected ponds, spring and hand dug wells these are seasonal and drying up as from the month of July to October. They are far located such that walking distance from home stead to water sources is 4-8 km during dry season and 2-3 km in rain season (Nyasa ADP Baseline survey Report 2001), this is mainly affecting women and girl child since they are the one who are fetching the water in the family; sometimes fore gore even a meal to make sure they bring water home. There is no single operating piped water supply system while there is only one protected shallow well functioning in the whole of the ADP area. The concentration of animal excretes at water point is common. We expect that the project will increase accessibility of water for domestic use, which in turn will reduce walking distance for water fetching that meant more time for other developmental activities. Most of the people carry no water treatment. Poor hygiene and lack of potable water have accelerated diarrhea-associated diseases that stand the second in the list of top ten killer diseases in the area. The project is anticipated to help increase cleanliness of people due to water availability and decrease of the diseases associated to water shortage e.g. Scabies. The ADP has been in the area for consecutive three years now but it has been hard to address the water sector seriously due to its magnitude; also the ADP fund for the first three years was small and was meant for sensitization of the community even though water sector ranked to be the first felt need by the community during the baseline survey. 3.2 POLICIES AND ORGANIZATIONAL STRATEGY World Vision Tanzania is a community-based organization whose mission is to work with the poor and marginalized in order to attain transformational and sustainable development. As an advocacy and child focused organization WVT seeks to provide clean and safe water to the community within a walking distance of 400 metres and reduce water-borne diseases through digging wells, drilling boreholes, rehabilitation of dams, laying water pipes, rain water harvesting and even conserving the existing sources.. The construction of 50 shallow wells and drilling of 3 boreholes planned by this project is expected to relieve especially women of walking long distances for search of water and lead to improved school attendance of girl children. Not only that but also, the project aims for agricultural activities and irrigation purposes hence increases the economic growth of the country. The above idea is linked with the Dimensions of Rural Development Strategy which describes the realization of rural development in the context of the countrys development vision largely depends on the pace of growth in the agricultural sector, the adoption of a positive mindset by the rural society, and a re-focusing of the institutional framework on the rural areas. In this context, attention should be towards attaining the following: High Quality Livelihood For rural dwellers, high quality livelihood will mean having access to affordable basic needs. This includes having access to sufficient and adequate food, preventive and curative health care; shelter and clothing; education and training; and safe water. They also need access to irrigation, energy, information, transportation and communication. An Enabling and Peoples Empowering Environment Any initiative towards realizing human development and reducing poverty in a more consistent and sustainable manner should involve the people concerned. This implies that the stakeholders: communities; individuals; households; firms; organization and associations, are best positioned to know their social, political and economic problems and needs, as well as their environmental, cultural and spiritual aspirations. The Rural Development Strategy provides an enabling environment and effective institutional framework that puts people at the center of their development. People should be empowered to guide the development process and influence it towards the direction and speed they perceive it to be in tandem with their future development aspirations. Self-Reliance and Self-Sustainance The role of community and individual initiatives is of vital importance and is given due recognition in the strategy. This goes beyond providing and supporting enabling and facilitating institutional structures and processes necessary to facilitate implementation. 3.3 PROJECT APPROACH 3.3.1 Goal: To improve the quality of life in Nyasa community. 3.3.2 Objective To contribute towards increased accessibility of safe and adequate water supply in Nyasa community. To have water for irrigation system to sustain Agricultural activities. To reduce time consuming and long distance of fetching water. To have water for livestock keeping activities Indicators Percentage of people accessing clean and safe water from the new established water -Number of people having water for irrigation and livestock keeping activities. Out put 1 Conducting hydro geological survey Indicator Number of shallow well and deep well sites located/identified. Output 2 Shallow wells and deep wells constructed Indicators Number of shallow deep wells constructed. Number of shallow deep wells with suitable water for human consumption. Output 3 Established and trained water committees/ Water user group Indicators Number of water committees/Water User Groups established and trained. 3.3.3 Main activities Conduct sensitization meeting to set water goals Form/Train water user group on water sanitation. Conduct hydro geological surveys to locate potential sites. Support the Construction of the wells. Facilitate training of technical staffs on pump mechanics, well repair and maintenance Salary to Project facilitator. 3.4 APPRAISAL ISSUES As far as the concept of project appraisal is concerned is the process of analyzing the technical feasibility and economic viability of a project proposal with a view to their costs. Also there are different types of the project appraisal these are social, technical, institutional, environmental, and economic. This project deals with social, economic and financial, and environmental appraisal. 3.4.1 Social appraisal Through the project that will be implemented at Nyasa community. The community will benefit from the services as per clean and safe water policies in Tanzania. Also, the project will provide service to about 30884 people. The project aims to supply clean and safe water to the community in order to reduce lack of sufficient water, eruption of diseases caused by unsafe water currently used. 3.4.2 Economic and financial appraisal The community suffers from water and spends a lot of time by fetching water far from their residence instead of working and earning income. When this project will be implemented many of the people will attend their works throughout the day as a result they increase their income and those business men will pay tax to the government. Moreover, they will use the water for irrigation system and hence increase the agricultural production that will make the community to engage in business and increase their financial status as family as well as nation income. 3.4.3 Environmental appraisal There will be some effects on environment if the implementation of the project will be considering the policy for agriculture and livestock because we expect that after implementation of the project people will engage themselves in Agricultural activities as well as livestock keeping that will probably affect the environment. The environment will be improved with improved water supplies. Around each site the trees will be planted for both reduction of degree of evaporation and protection of environment. So the project is not expected to have any negative effect to the environment. 3.5 Project Stakeholders and their roles and responsibilities Are the one who make decisions during the initiation, planning and execution stages of the project. In the context of this project the project stake holders are; Project sponsor Provides agreement for funding the project and executive interventions to overcome organizational barrier. Project manager Responsible for ensuring that the project is delivered on time, on scope and on budget. The community Responsible for using the clean and safe water for domestic purposes as well as agricultural activities and also the community will contribute on the maintenance of shallow wells. Projects office Coordinates the organizations project resource, high level reporting, project management coaching and facilitation services. 3.6 PROJECT DESCRIPTION The project is intended to benefit the community and will focus on the overall objective of making sure water supply is sustained even after exit of World Vision. Mobilizing and sensitizing the community to form water user groups who will be responsible for the day-to-day management of the project will achieve this objective. Women will be highly encouraged to participate in the project planning, implementation and management. The shallow wells will be located in the sites, which will be shown by the water survey team. We expect that at least each between two Sub villages will have one shallow well. The communities will form water user group at each shallow wells site. The water user group will include both women and men. The WUG-will be responsible for the implementation of the project plus the on going management and maintenance of the wells. To this end a water user fee has been agreed to for the on going maintenance since the region is extremely poor the user fee will not be high. The Village Health Workers will be trained in operation and maintenance of the pump and water hygiene. 3.7 GENDER ANALYSIS. Successful water project has special significance for women. The women and children will benefit more directly as some of the women and children currently have to walk to about 10 km for fetching a maximum of 20 liters bucket of water each. With the reduction of walking distance the workload will also be reduced. The women group will be encouraged to establish vegetable gardening around the wells. Vegetable production and the proper usage of the same will improve nutritional health of women and children and will increase current investment in education and economic interpose. The water user group to be established will have at least 50% women among their members. This will increase their participation in decision making in the matters relating to water issues. 3.8 PROJECT ASSUMPTIONS The project team will be adhered committed to the project work. The upper management and stakeholder support and commit to the project efforts. The project will be delivered according to the project plan. The project plan will be utilized effectively. 5.0 PROJECT IMPLEMENTATION PLAN 4.1 PROJECT MANAGEMENT Following the intensive dialogue with the community, the ADP committee will be responsible to over see the project implementation under the facilitation of the ADP coordinator. The WUG to be established in each of the construction sites will be responsible for the day-to-day activities. However, the Zonal manager will be the over all in charge of the project that will ensure that financial contracts, agreements and payments are done properly. At National level the project will receive a similar facilitation like WVT project programs. WV Australia as project contractor to the Australian Government will provide project management support to WVT and will be responsible for the following; reviewing quarterly reports and financial acquittals, where possible perform monitoring visits to the project for sharing of various issues regarding project improvement and participation in project evaluation. 4.2 PROJECT MONITORING AND EVALUATION Monitoring activities will be continuous concurrent and integral featuring in all project components. Monitoring and Evaluation will be done in a participatory way. Monitoring indicators provided in the log frame used for the purpose and they can be reviewed, as it may be necessary. As part of monitoring the project will prepare monthly, quarterly and annual progress reports both narrative and financial. However, the frequency of reporting to the donor will depend on the requirements. WVT auditors will audit the project annual. The donor can conduct independent audit, as it may deem necessary upon consultation with the WVT National Directors. 6.0 RISK ANALYSIS AND MANAGEMENT Purpose: To identify Risk, analyse the effect of uncertainties and plan for control. 5.1 Risk Identification: During this process the sources of risk, potential risk events, and symptoms of risk are identified. Risk is uncertain event which should it occur, it will have an effect on the project meeting it objectives. In this project, risk is identified by undertaking initial risk assessment as part of starting up the project by having the following questions; What could possibly happen to affect the project? What is the likelihood of this happening? Therefore the project manager has to get the team together to review the sources of risk for the project and brainstorm the specific risks. 5.2 Risk identification techniques The project will use the following techniques in identifying risks Checklist project managers must find ways to identify project risks rapidly so that project schedules become increasingly shorter. Flowcharts Helps the project team members to have a great understanding on the causes and effects of risks. Interviewing This is done by interviews with various stakeholders may help identify risk not identified during normal planning activities. Risk triggers The risk trigger is the event that would need to happen in order for the potential outcome to occur. Risk triggers are usually expressed with some sort of dependency, or qualifier. For example, a risk trigger might be that a resource on the project leaves. This might easily be accounted for by utilizing other resources. But if a resource with key skills or knowledge leaves, then the project may be significantly impacted. This approach is suggested in order to clarify the thought process of identifying risks. When the risk trigger occurs, the risk is no longer a risk, but has materialized into a problem/issue that needs resolution. 5.3 Risk analysis In this project risk will be analyzed by defining and analyzing the threat to individuals, businesses and government agencies posed by potential natural and human-caused adverse events. A risk analysis report can be either quantitative or qualitative. In quantitative risk analysis an attempt is made to numerically determine the probabilities of various adverse events and the likely extent of the losses if a particular event takes place. Qualitative risk analysis which is used more often, does not involve numerical probabilities or predictions of loss. Instead, the qualitative method involves defining the various threats, determining the extent of vulnerabilities and devising countermeasures should an attack occur. Risk need to be quantified in two dimensions. The impact of the risk needs to be assessed. The probability of the risk occurring needs to be assessed. For simplicity, rate each on a 1 to 4 scale. The larger the number, the larger the impact or probability. By using a matrix, a priority can be established. According to Juden, S (2010) below is the diagram that shows the risk probability/impact chart The corners of the chart have these characteristics: Low impact/Low probability Risks in the bottom left corner are low level, and you can often ignore them. Low impact/High probability Risks in the top left corner are of moderate importance if these things happen, you can cope with them and move on. However, you should try to reduce the likelihood that theyll occur. High impact/Low probability Risks in the bottom right corner are of high importance if they do occur, but theyre very unlikely to happen. For these, however, you should do what you can to reduce the impact theyll have if they do occur, and you should have contingency plans in place just in case they do. High impact/High probability Risks towards the top right corner are of critical importance. These are your top priorities, and are risks that you must pay close attention to. 5.4 Risk documentation and reporting Risk status: Project enables you to adjust the status of a risk. The risk status shows what has happened to a risk. This could be due to the tasks of the project team, but also changes in the risk conditions. Monitoring the status of risks helps you to assess what you should do with regard to individual risk and the project. Risk register This document is a means of recording the identified risks, their severity, and the actions steps to be taken. The risk logic can be a simple document, spreadsheet, or a database system. The most effective format for this document is a table, because it will allow a great deal of information to be conveyed in a few pages. If the information is presented in a paragraph form, you run the risk of people not reading it, although all of the relevant information is there. 5.5 Risk assumptions and control measures Lack of enough skilled and self committed people to participate in the project this may result the project not to be completed on time.. Delay of fund from donors may result on the project not to be accomplished at the specified time. There are four stages of risk management plan Stages Risk identification Risk quantification Risk response Risk monitoring and control Objective in project The project team has to identify and name the risks that are found in the project. The project manager needs to understand the probability/impact of the risk occurring that needs to be assessed. The actions should include what needs to be done, who is doing it, and when it should be completed It is best to hold regular risk reviews to identify actions outstanding, risk probability and impact, remove risks that have passed, and identify new risks. 5.6 Conclusion of risk analysis and management As far as the risk management and analysis is concerned, The project manager have to ensure that there is a proper risk management plan for a project so as to meet its expected objectives and goals because without a plan, the success of the project, and reputation as a Project Manager, are on the line and following the above steps there will be increase in chances of project success success. EFFECTIVE RISK MANAGEMENT 7.0 PROJECT SUSTAINABILITY The project focus on cost sharing, skills, training capacity building and participatory management will ensure its sustainability. Both District and Regional Government are supportive to this proposal. The project will link in the district budget planning whereby government contributions for project support will be identified and incorporated into the District budget and annual plan. A technician from District council water department will be a focal personal in carrying out of this project from its inception to the end to ensure that after the phase out of the project the sustainability of a project is clear. ANNEXES: 1.0 PROJECT BUDGET PROJECT BUDGET THE CURRENCY IS IN USD S/N PARTICULARS YEARS 1 2 3 4 5 1 INCOME Amount is in USD Government 150000 Distribution in each year WV Australia 175000 Total Income 100000 75000 50000 50000 50000 EXPENDITURE 2 Administration cost Technician 150 Training 2500 1000 1000 2000 1000 Facilitate Training 1500 1500 1500 1500 1500 Meetings 1500 1000 1500 1000 1000 Project accountant 2000 2000 2000 2400 2500 procurement officers salary 700 1200 1500 2000 2800 Salary project facilitator 2400 2600 2900 3000 5000 Total expenditure 10705 9300 9900 11900 13800 3 CONSTRUCTION COST hydro geological survey 7000 support the construction 36002 67520 18010 cost for shallow well Cement 1000 wire mesh 6 Aggregated stone 30 sand I trip 15 Tania pump 1500 cost for tube wells drilling 9000 purchasing a pump 1500 Total construction cost 56053 67520 18010 Total Overall cost 66,758 76,820 27910 11900 13800 PROJECT WORKPLAN/SCHEDULE Activity Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Total Cost In USD Hydrological surveys to locate potential sites. X 500 500 Constructions of shallow wells/tube wells X 700 700 Training WUGs on water sanitation and hygiene X 300 300 Conduct community sensitization on resources X 550 550 Train pump attendants on minor repair/maintenance X 225 225 Implementation X 120 120 Evaluation monitoring X 450 450 Total cost 2845 1.2 PROJECT LOGICAL FRAMEWORK OBJECTIVE INDICATOR TARGET BASELINE DATA SOURCE TIMING RESP. PERSON ASSUMPTION Goal To contribute towards improved life standard of the community Incidence of (cholera, diarrhea, typhoid) water borne diseases decreased 20% 45% Project records, Dispensary records Quarterly CO, Project Coordinator, Facilitator Adequate rainfall PURPOSE Safe and adequate water accessed by the community % of household within 400m from water source 30% 0.3% Project records Quarterly Project Coordinator, facilitator OUTPUT 1 Improved water source Number of deep/tube wells constructed Number of shallow well constructed 3 50 0 0 Project records Quarterly District Water Engineer, PC, Facilitator Activities Facilitate hydro geological surveys to locate potential site 1.2Facilitate the construction of shallow wells/ tube wells Number of surveys Conducted Number of identified potential sites Number of shallow well, tube wells constructed 2 53 53 0 0 DWE DWE Community reports Annual Quarterly PC/Facilitator Project coordinator, project facili