Pertussis Essay Example | Topics and Well Written Essays - 500 words

Pertussis - Essay Example Since the disease is contagious, it mainly spreads though air pollution. As the immunity system of the infants and children below 10 years of age is not as strong as that of the adults, the vulnerability of the former to the disease is more as compared to the latter. Besides, children and particularly infants are much less careful about the quality of food they eat, and need strict parental supervision and guidance to eat hygienic food. As infants crawl, their hands come in contact with the floor which is one of the ways they acquire the bacterial infection. In addition to that, infants tend to pick up anything they find lying on the floor and put it in the mouth. It is not out of the ordinary for an infant to pick up a contaminated thing like the left-over seed of a fruit lying on the floor, and take it to the mouth. Children play out-door very carelessly. They frequently fall on the ground while running and playing, and get their hands and bodies stacked with mud. â€Å"Family mem bers are responsible for more than three quarters of pertussis cases transmitted to infants, according to a new report† (One India News, 2007). Children’s lack of concern about the health and safety of the way they live and the food they eat are the prime factors that increase their vulnerability to Pertussis. There are certain cultures in which children are provided with more care and supervision as compared to other cultures. Factors that play a role in this include but are not limited to the general awareness about healthy living in the people, education of the parents, the economic strength of the country, and the level of cleanliness generally maintained in the homes and out-doors. Generally, advanced countries provide the children with an environment that is healthier and safer as compared to the environment children get in the underdeveloped and developing countries. The population of infants and children selected from the

Composed Upon Westminister Bridge Essay Example for Free

Composed Upon Westminister Bridge Essay This poem is all about the poets epiphany-like realisation about London’s beauty while crossing Westminster bridge. He opens the poem with a hyperbole, designed to grab the attention of the reader. He continues this with almost an accusation: â€Å"Dull would he be of soul who could pass by†. This is basically challenging the reader to read on, as he or she would be ‘dull of soul’. In the next line, the word â€Å"now† shows that it is not just this place, but this time that adds to the atmosphere. This is supported where Wordsworth describes the beauty of the morning as a garment that the city wears. This shows that the city is not always this beautiful, but with the morning being ‘worn’ it is. The next two lines show that the beauty is added to both by human creations and by nature, in a serene confluence that astounds Wordsworth. The volta (transition between octave and sestet) is subtle, but the sestet starts with another hyperbolic statement: â€Å"Never did sun more beautifully steep†. In the third line of the sestet, he describes that the atmosphere is making him feel â€Å"a calm so deep†. This is counter-intuitive, as London is a busy, bustling, and hectic place. The fact that it is calm emphasises that it is the time more than the place which creates the feeling. In the fourth line, Wordsworth writes â€Å"the river glideth at his own sweet will†. The word ‘glide’ implies that the river is taking its time- it is in no rush. Also, he uses of the word â€Å"glideth† instead of ‘glide’ because the ‘-th’ sound is softer then the ‘-s’ sound, adding to the mood of calm. The poet ends saying that the city is so unusually calm and quiet, and that at this time all of the energy and madness of city life is not yet there- and he loves it.

The Acquisition Strategy Of Bankinter Marketing Essay

The Acquisition Strategy Of Bankinter Marketing Essay Bankinter is a small independent national bank, positioning itself as an innovative, multichannel, low-cost financial services provider. The bank uses various customer acquisition networks and distribution channels (brick-and-mortar branch, virtual banking and agents, telephone, internet). The firm realized that the Internet is a low-cost channel suitable for a smaller bank like itself, and launched its online site, e-bankinter.com in 1997, which ranked as the best online financial site in Spain. The Internet branch of the bank is called Branch 8700. In 2001, the Internet was the main source of entry of new consumers, so it was important part of the customer acquisition strategy of the firm. The Internet acquisition strategy of Bankinter was based on three channels: alliances, e-collaborators and 8700. I prepared a table to describe the advantages and disadvantages of the alliances and e-collaborators acquisition strategies. As from the table can be seen, the e-collaborator strategy was much more efficient in terms of acquiring new customers and it resulted in lower acquisition costs, so Bankinter decided to terminate the alliances with the portals and focused on e-collaborators. Alliances E-collaborators Pros High trafficked portals Co-branding High traffic sites Difficult to copy by competitors (customer-based CRM-system) Lower acquisition costs Higher number of new customers Cons Co-branding (brand was hidden, adaptation) High costs: Replication of systems Creation and maintenance costs Customer acquisition costs (promotion, advertising, fee/each customer acquired) Up-front annual fee Ease to copy by competitors Sites regardless of content No targeting High number of nonformalized customers Number of new customers/year 2000: ~5,000 clients 2001: 2,096 clients 2001: 43,433 clients 1st table: Pros and cons of the different Internet acquisition strategies of Bankinter The following table shows the performance of the three online channels in terms of new customers. The Branch 8700 acquires the most customers, followed by e-collaborators and alliances. The nonformalization rate is the highest in case of e-collaborators (76%, 33,003 clients). The acquisition rate is not only the highest in case of 8700 but this option has the lowest nonformalization rate (47%), as well. 8700 Alliances E-collaborators Total clients 68,175 2,096 43,433 Formalized clients (active) 35,859 1,015 10,430 Nonformalized clients 32,316 1,081 33,003 2nd table: Customer acquisition rate of the different acquisition strategies and channels at Bankinter 2) Which channel (8700, alliances, e-collaborators) performs better for the bank, and why? To analyze the performance of the three online channels, I computed the customer lifetime value for each channel. The excel tables containing the detailed analysis can be found in the Appendix. Due to the lack of information on interest rates, I used a 10 % interest rate in all scenarios to make the calculations transparent and the results easily comparable. I used two decimals at the calculations, except for the retention rates, where I used rounded numbers. When calculating the retention rates I used the first years retention rate as a base to calculate each years retention rate. I assumed a short-term and long-term period to show the results: 5 years and 10 years period also because at some scenarios the expected years in bank exceeds the 5 years period. By adding the first five years discounted values (including year 0 with the acquisition cost), or by adding the first ten years discounted values we arrive at the customer lifetime value. Based on the customer lifetime value, the 8700 is the best performing channel, because in this case the profitable clients have the highest customer lifetime value among the three scenarios. However, the customer lifetime value of the nonprofitable clients is also the highest in case of 8700, which means the highest costs. As there are only slight differences among the customer lifetime values of the nonprofitable clients of the three channels, it is less important. I mentioned in the previous part that the rate of the nonformalized and formalized customers is the best in case of 8700 (47% to 53%). Based on these calculations the 8700 is the best performing channel. E-collaborators is the second best option, as it has the second biggest customer lifetime value in case of profitable clients. 3) What (acquisition) strategy would you recommend to Bankinter? What actions should be taken by Ana Peralta? Bankinter is a multichannel bank known as the leader in online banking in its respective country. As both the traditional brick-and-mortar and online channels are essential for the bank, it should keep both focusing on the Internet branch. The brick-and-mortar channel still plays an important part, because of customer loyalty and cross-selling opportunities, as well as the high number of branch transactions (36% Exhibit 5). However, Bankinter could persuade customers to reduce the branch transactions and use Internet banking instead; it would result in lower transaction costs for the bank. Focusing on the Internet branch is also important because in 2001 it is the main source of entry, which means that it is an acquisition strategy of great relevance. Moreover, the Internet marketing campaign of the bank was successful, as the acquisition costs dropped and the number of new customers increased exponentially. I would suggest continuing the campaign, however changing some elements. Bankinter should focus on 8700 customers as their customer lifetime value is the highest. Among 8700 customers e-brokers and e-mortgage customers are the most valuable; Bankinter could try cross-selling to them. As for the other customers, finding new ways through introducing new services and attractive packages can help them turn into profitable clients. Drop alliances (as Bankinter did), and use e-collaborators instead. The problem with e-collaborators is the high number of nonformalized customers and the fact that the rate of the new customer acquisition strategy was correlated to the amount of incentives offered. By using the CRM system of the bank, it can recognize which marketing segments are the most valuable, and it enables the bank to use targeting. By using targeting in the e-collaborators channel Bankinter can attract more valuable customers. Finding the appropriate target groups also reduces the drawback of incentives. Bankinter should also find out what factors are behind the high number of nonformalization by conducting surveys, analyzing information on the nonformalized customers and the process itself. This way, they can introduce new services or alter their registration process.

Tess Essay -- essays research papers

Tess Durbeyfield is a victim of both external and internal forces. Passive and yielding, unsuspicious and fundamentally pure, she suffers a weakness of will and reason, struggling against a fate that is too strong for her to overcome. Tess falls victim to circumstance, society, and male idealism. Tess may be unable to overcome these apparent difficulties is destroyed by her ravaging self-destructive sense of guilt, life denial and the cruelty of two men. It is primarily the death of the horse, Prince, the Durbeyfield’s main source of livelihood that commences the web of circumstance that envelops Tess. The imagery at this point in the novel shows how distraught and guilt ridden Tess is as she places her hand upon Prince’s wound in a futile attempt to prevent the blood loss that cannot be prevented. The imagery is equivalent to a photographic proof - a lead-up to the events that will shape Tess’s life and the inevitable â€Å"evil† that also, like the crimson blood that spouts from Prince’s wound, cannot be stopped. The symbolic fact that Tess perceives herself to be comparable to a murderess is an insight into the murder that she will eventually commit and is also a reference to the level of guilt that now consumes her. â€Å"Nobody blamed Tess as she blamed herself... she regarded herself in the light of a murderess.† Tess views herself as the cause of her family’s economic downfall. Tess’s parents, aware of her beauty, view Tess as an opportunity for future accumulation of wealth. With the unfortunate circumstance of Prince’s death Tess, is urged to venture from the â€Å"engirded and secluded region† of Marlott to seek financial assistance from the D’urberville’s in nearby Trantridge. It is here in Trantridge that she first encounters the sexually dominating and somewhat demonic Alec D’urberville. Alec’s first words to Tess, â€Å"Well, my Beauty, what can I do for you?† indicate that first impression of Tess is only of sexual magnetism. Alec then proceeds to charm Tess by pushing strawberries into her mouth and pressing roses into her bosom. These fruits of love are an indication of Alec’s lust and sexual desire for Tess as he preys upon her purity and rural innocence. Tess unwillingly becomes a victim to Alec’s inhuma ne, violent and aggressive sexual advances. Alec, always the master of opportunities, takes advantage of her while alone in the woods and proceeds to rape ... ...as subjected her to the cruelty of love. Tess, a victim once again is now broken both spiritually and emotionally. It is at this point in the novel that she begins to come to the realization that her beauty is part of the cause of her destruction. In answer to this she dons her oldest field gown, covers half her face with a handkerchief, and snips off her eyebrows to â€Å"keep off these casual lovers†. Unfortunately for Tess she has come to this realization to late. She now is unable to save herself from Alec’s lustful actions and Angel’s idealized reasoning. The potent tragedy of Tess’s life is that her decisions have always been made with good and pure intentions, but have resulted in damaging consequences. Tess is undoubtedly a victim as misery punctuates her life. Tess is a victim of circumstance in that her individuality makes little difference to her fate. She is a victim of society in the sense that she is a scapegoat of narrow-mindedness among her fellow man. She is a victim of male ideology on the grounds that her powers of will and reason are undermined by her sensuality. Tess herself sums up her own blighted life best, â€Å"Once a victim, always a victim - that’s the law†.

Improving Productivity Essay

To talk about improvement we need to know first what productivity is in a technical view as a work application. As Montano said, productivity is the proportion that is achieved between the made product or proportionate service and the inputs that have intervened in the accomplishment of this product or service[1]; a measure of how efficiently an organization converts inputs into outputs. Taking into account its definition, it is important to know how to improve the productivity in companies. The specialization and division of the work are some of them. These allow major knowledge of the work, increase of the quality and therefore major performance of the workman; in addition there is a better control of the work, a decrease of mistakes and wastes and enables delegation. Mechanization saves time of manufacture, increases number of working hours, eliminates costs of training compensations and rewards, etc. Standardization allows a decrease of costs of maintenance, the scale and scope production. As scientific management (developed by Taylor) arguments, nonstandard labor practices are too expensive and wasteful; their approach was to homogenize the labor element of operation: standard methods and standard time. Productivity improvement involves methods study, with flowcharting as operator-machine time chart. Methods study, aimed at improving as well safety and ease of performing the work; ergonomics and the well design of distribution of plant are important issues in productivity. Effective communication clarifies the objectives of the whole organization and therefore allows saving time. Training, education, planning and coordinating activities form effective work. What is very important is to integrate as many employees as possible into this process. As Leon Ho express â€Å"Procrastination is the biggest time thief of all! † By identifying the reasoning behind procrastination issues, solutions can be found, such as breaking larger projects down into smaller pieces, scheduling some tasks for first thing in the morning so they are done, and delegating any tasks that are so routine they feel like a waste of your time[2]. Without a deadline, people tend to put things off. A time standard acts like a deadline, helping to keep people motivated. In overall reducing cost and waste, analysis methods that are made especially for areas of the organization, quality control and technology are the most known ways to improve productivity in any firm. No matter what type organization is, all search improvement in productivity that obliges better methods and equipments. However, improving productivity should be permanent, alive and part of the organization at all levels[3]. Now, new productivity needs to be broad and integrated. Bibliography MONTANO,Agustin. Administracion de la produccion.

Early Jamestown Essay

Imagine a land that seems to go on forever. It has a beautiful, lush forest that spans for miles. It also has a fresh-water river that runs into the coast. You’re just settled here with two of your best friends. However, you realize that none of you have skills that will be beneficial to your colony. You also realize that the Indian tribe who lives nearby may be a problem. The last thing you realize is you have many environmental problems. You are in the land of Jamestown, circa 1607, and these are the three main reasons why your colony is about to come crashing down. The first reason that Jamestown was unsuccessful was the lack of the settlers’ skills. The settlers did not have enough doctors. (Doc. C) They also had no farmers, cooks, or hunters. (Doc. C) They had too many gentlemen and only four carpenters. (Doc. C) They also had no woman. (Doc. C) They had seventy-five gentlemen as well. (Doc. C) This means they wouldn’t have the skills required to do jobs needed for their colony. The second reason that Jamestown failed was Indian relations. From 1607-1608, only seven settlers died from Indian attacks. (Doc. E) In 1609 Francis West and thirty-six men forced the Powhatan Indians to trade grain. (Doc. D) This made the Indians mad. In 1609, 143 settlers died from Indians attacks. (Doc. E) The Indians attacked so much in 1609 because of Francis West’s invasion. The last reason that Jamestown did not succeed is environmental problems. The river in Jamestown was the colony’s main source of water. The river would flood with ocean water a lot because it was connected to the ocean. (Doc. A) As a result, the water was brackish. (Doc. A) There weren’t a lot of fish in the river during winter. (Doc. A) This caused drought and starvation. In 1998, scientists examined the growth rings inside of trees from Jamestown and discovered that because of the rings in the trunks being close together, Jamestown didn’t get enough rain. (Doc. B) In conclusion, the three main reasons colonists died in Jamestown are lack of settlers’ skills, Indian relations, and environmental problems. I think environmental problems were the best reason because there were more difficulties with the environment. The lost colony of Jamestown is significant because it is important to know our history and where we came from.

Reviewing The Daycare Sessions Of Age Concern Social Work Essay Essays

Reviewing The Daycare Sessions Of Age Concern Social Work Essay Essays Reviewing The Daycare Sessions Of Age Concern Social Work Essay Essay Reviewing The Daycare Sessions Of Age Concern Social Work Essay Essay The direct observation will take topographic point at one of the day care Sessionss provided by Age Concern. I will work with little groups of service users to discourse with them their feelings and sentiments about the service they receive. I besides plan to inform them of the purposes of Age Concern s twenty-four hours attention service in regard of modernization to guarantee that single demands are met to accomplish personalisation of service proviso. The session aims to derive a more in depth cognition of the demands of the service users and what their personal aims for go toing the Sessionss may be. Following this, the pattern session aims to present some thoughts about activities or the creative activity of smaller involvement groups, within the big group, and to determine how the persons utilizing the service may wish to continue with this. An illustration of which is the debut of the creative activity of life books which would enable the service users to make a record of important events or memories in their life. These could be constructed over a period of clip and purpose to promote conversations and reminiscence and besides stimulate argument, possibly about current personal businesss and political relations and how these may differ from old times. These can be used with service users with a diverse scope of demands and the usage of exposure and images may promote communicating, peculiarly with persons who have more complex demands such as dementedness and cognitive damage. I plan to show a paradigm life book for service users to look at so the construct is to the full communicated. The session aims to promote the engagement of service users in specifying the scheme of modernization of the service, which can so be developed and implemented by Age Concern. How will you fix for the session? What literature will you pull on? Prior to the pattern session I have spent clip at the three day care services provided by Age Concern in South Gloucestershire. During which, in order to derive a thorough apprehension of how the service is provided, I have engaged in all facets of the service proviso including escorting the service users from their ain places onto the community conveyance to the twenty-four hours Centre, prosecuting in conversations and helping at repasts times and detecting the activities etc. which the staff provide for the service users. At one of the day care Sessionss I besides completed a questionnaire with each service user to derive an penetration into how satisfied they were with the service and what alterations, if any, they felt were needed. This has enabled me to take an grounds based attack to fixing for the session and the development of advancing alterations and modernization of the service proviso, in regard of the personalisation docket. My readying has been informed, ab initio, by recognizing my ain experiences of being portion of a group and believing about the positive and negative experiences I have encountered. I am cognizant that frequently it can experience intimidating to voice an sentiment when in a big group of people and fight and power battles can happen. However I besides recognise that the voice of a group can be far more powerful than that of the person when trying to ease alteration. I have drawn on the work of Mullender, A and Ward, D ( 1991 ) who identify the potency that can be derived from working as a group and the usage of this state of affairs to back up each other to get the better of, for illustration, stereotyped positions, reasoning that autonomy and authorization can be found through group rank. I am hence aware of this when fixing for the session and experience that the forming of groups of four or five service users may be a suited size group for persons to experience comfy to voice thei r sentiments, and besides to back up each other in any looks of subjugation or favoritism which may be apparent. I have been informed by the work of Lee ( 1991, cited in Preston- Shoot, 2007 ) who identifies that as a facilitator of a group I will necessitate to utilize my ain cognition and communicating accomplishments to assistance persons, both to unwrap and obtain information and addition support from each other. The service users who attend the day care have a diverse scope of demands and therefore some persons are more able to pass on their sentiments clearly, than others. Therefore, clip will be spent guaranting that all persons have the chance to show themselves and that all group members have understood to the full what has been discussed. This could be achieved by utilizing clear, apprehensible linguistic communication, guaranting that slang is non used and besides sum uping the issues at the terminal of the session. Further conversations, on a one to one footing will be carried out if extra elucidation is needed, or if persons have concerns which they do non wish to discourse in a gr oup scene. As a consequence of this communicating I hope that a partnership can be formed between non merely the service users who attend the daycentres, but besides with the staff who work at that place. There is a concern that the daycare staff may experience disempowered by the alterations which are taking topographic point in the proviso of grownup services, in regard of the personalisation of attention. Therefore the engagement of staff along with service users throughout this period of alteration, is imperative to the constitution of a positive development of the service. I have besides drawn on literature sing the voluntary sector, in peculiar the work of Wilson, D ( 1996, cited in Billis A ; Harris, 1996 ) refering the identify of voluntary bureaus. Wilson argues that they provide service users with a function in societal life in a manner that does nt go on in local authorization community services. This is achieved as it is more flexible and brooding of alterations in society as is non restricted by the bureaucratism of local authorities. However, as is now evident, in order for bureaus such as Age Concern to go on to have support to supply day care services they need to guarantee that these are in conformity with societal policy such as aa‚Â ¬E?Putting Peoples foremost: a shared vision and committedness to the transmutation of big societal careaa‚Â ¬a„? ( 2007 ) . The session aims to get down the procedure of implementing more individualized day care services and get down to develop the group as an entity in it s ain right, as opposed to a assemblage of persons. I have been informed by literature by Payne, M ( 2006 ) who explores the procedure of group formation. It is interesting to use this in the context of day care as persons have come together through a shared demand for societal contact, instead than through shared involvements. The work of Tuckman, B ( 1965 ) identifies phases in which groups develop and create their ain individuality and over clip may germinate into a wholly different gathering. All of which I will be aware of throughout the pattern session. Underpining my readying are the moralss and values of societal work pattern. I have drawn on the work of Banks, S. ( 2006 ) to inform my pattern in regard of this, researching the function of the societal worker when working with older people. Banks emphasises the significance of esteeming the service users single picks and involvements in relation to the National Occupational Standards for societal work ( 2009 ) . What communicating accomplishments will you utilize? In order to pass on efficaciously with the service users, I plan to ab initio see the environment in which the pattern session will take topographic point. Guaranting there is a quiet and broad country in which the persons will experience comfy may promote engagement. I will be cognizant of both my verbal and non verbal communicating accomplishments throughout the session. Keeping oculus contact when appropriate and guaranting my gait of address and tone are such that persons can understand and follow what is being discussed. I am aware of the SOLER model in which Egan ( 1998 ) identifies the significance of physical and verbal linguistic communication when pass oning with others. Therefore an consciousness of my facial looks and position etc. are all imperative in helping effectual communicating. I plan to follow an exchange paradigm whereby the service users will be at the Centre of the procedure ( Smale et Al, 2000 ) . The usage of unfastened inquiring and care of a compassionate and non judgemental attack will guarantee a Fuller apprehension of the sentiments of the service user will be obtained. Due to the diverseness of the demands of the service users the usage of images or the written word may be more appropriate than entirely verbal communicating. This will guarantee that the persons who are cognitively impaired or have troubles pass oning due to a physical damage, are able to take part and voice their sentiments every bit to those who do non see these troubles. What issues of subjugation or favoritism might be present? How will you turn to them? During the times I have spent helping at the day care Sessionss I have become cognizant of issues of subjugation and favoritism which are present. Many of the service users are centripetal impaired and hence experience trouble in prosecuting in the activities as can non hear to be able to take part in conversations or due to ocular damage feel isolated from the group. I plan to turn to this by guaranting that the environment is suited to enable all group members involved in the pattern session can prosecute or hold appropriate support from the staff to enable them to make so. Taking clip to look into that the service users have understood what is being discussed will besides help in inclusion of all group members. I have recognised that some staff do non promote the service users with complex demands or high degrees of physical damage to take part in the group. On occasions this has resulted in some service users merely sitting in the group environment non pass oning or interacting in anyhow. Premises have been verbalised by staff that these persons do nt desire to take part nevertheless if appropriate support is non offered so they can non be empowered to go involved. I aim to turn to this by pass oning with service users on an single footing ab initio and, If they wish to be involved in a group treatment, guaranting that sufficient clip and support is offered to enable them to make so. In a wider sense, I have gained an feeling of an overall favoritism and marginalization of older people throughout society. Negative premises are made and portrayed in assorted signifiers from media images to political addresss. The pattern session aims to place activities or groups etc which the service users could go involved with, to enable them to research and voice some of their sentiments sing this. As such, the day care group could get down to get the better of some of these favoritisms as a collective. How will you seek service user or carer feedback? Feedback following the pattern session will be gained from the service users by guaranting they are given an chance to notice on my competency and communicating accomplishments. This can be articulated in the group puting nevertheless if a service user wants to raise any issues separately they will be offered the chance to make so. Feedback will be provided verbally, both to myself and my pattern assessor. I recognise nevertheless that some service users may non wish to supply this and esteem that this is their pick. Mentions Banks, S. ( 2006 ) Ethics and values in societal work, Basingstoke ( 3rd edn ) , Palgrave Macmillen. Billis, D. Harris, M. ( 1996 ) Voluntary Agencies, challenges of administration and direction. Basingstoke, Macmillen. Egan, G. ( 1998 ) The skilled assistant, London, Brook Coles. Mullender, A. and Ward, D. ( 1991 ) Self Directed Groupwork: Users take action for authorization, London, Whiting A ; Birch. Payne, M. ( 2006 ) What is professional societal work? , Bristol, The Policy Press. Preston- Shoot, M, ( 2007 ) Effective Groupwork, Basingstoke ( 2nd edn ) , Palgrave Macmillen. Puting people foremost: A shared vision and committedness to the transmutation of grownup societal attention ( 2007 ) Available from: hypertext transfer protocol: //www.dh.gov.uk/prod_consum_dh/groups/dh/groups/dh_digitalassets/ @ dh/ @ en/documents/digitalasset/dh_081119.pdf ( Accessed on 02 July 2010 ) Skills for attention ( 2009 ) National Occupational Standards for Social Work. Available from: hypertext transfer protocol: //www.skillsforcare.org/developing_skills/National_Occupational_Standards/National_Occupational_Standards_ ( NOS ) _Health_and_Social_Care.asp ( Accessed 07 July 2010 ) Smale, G, Tuson, G, Statham, D. ( 2000 ) Social work and societal jobs. Basingstoke, Palgrave Macmillen. Tuckman, B. ( 1965 ) Developmental sequences in little groups. Available from: hypertext transfer protocol: //www.chimaeraconsulting.com/tuckman.htm ( Accessed 11th July 2010 ) . Direct OBSERVATION OF COMMUNICATION SKILLS: FORM 5 Section B Report TO BE COMPLETED BY SUPERVISOR ( Note, pupil should notice at the terminal of Section B ) Student: Sarah Lewis Supervisor: Peter Iles Date: 27th July 2010 5 = Very Good 4 = Good 3 = Satisfactory ( minimal competency ) 2 = Skills Need Developing 1 = Poor 1 Preparation Skills Remarks A Understanding of function and undertaking B Ensured environment was contributing to the program for communicating 5 4 3 2 1 5 4 3 2 1 2 Battle A Introduced him/herself b Clearly explained intent of pattern degree Celsiuss Identified and encouraged a participative procedure 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 3 Verbal Communication A Addressed service user ( s ) suitably B Communicated clearly degree Celsius Asked relevant inquiries vitamin D Asked inquiries one at a clip vitamin E Used unfastened and closed inquiries as appropriate degree Fahrenheits Used apparent linguistic communication in topographic point of professional slang g Acknowledged and explored issues as presented by service user ( s ) H Checked on a regular basis that he/she understood service user ( s ) position I Checked on a regular basis that service user ( s ) understood worker/agency position 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Student Signature: Supervisor Signature: Direct OBSERVATION OF COMMUNICATION SKILLS Section C: Contemplation ON COMMUNICATION SKILLS To be completed by the pupil after the observation has been undertaken. Student Name: Sarah Lewis Date: 28th July 2010 How effectual was the readying? What might I need to bear in head for the hereafter? I feel the readying I carried out in regard of pulling on literature sing groupwork, was truly effectual as it enabled me to hold a greater apprehension and consciousness of how groups function. In peculiar the work of Tuckman ( 1965 ) which provided me with increased acknowledgment of the kineticss which can be present in a freshly formed group. Each of the little groups I spoke with had their ain individuality and as such their ain alone moral force, as a facilitator of the group it was my duty to back up the development of this ( Doel, 2006 ) . This is something which I will be peculiarly aware of when working with groups in the hereafter. The readying of imagination to back up the subjects of treatment were peculiarly effectual as they positively aided communicating. I feel that the usage of an imagination board besides provided a focal point for the service users and stirred conversation. I think the readying of this was peculiarly utile in prosecuting some of the service users who were loath, ab initio, to go involved. This is a communicating method which I will use in my hereafter pattern if appropriate. What communicating accomplishments were effectual and how did I cognize how effectual these were? In order to guarantee engagement and inclusion of all service users I prepared a big image board to exemplify the types of activities etc which could be provided at the daycentre. This was good as a communicating tool, peculiarly for some of the service users who are hearing impaired. This besides proved to be really effectual in pass oning information to some of the service users who are cognitively impaired. Through utilizing these images I was able to interpret my thoughts and besides derive a clearer apprehension of what they wanted from the service. I besides provided a paradigm of the memory / life books which I have proposed as a undertaking which could be undertaken within the daycentre. This enabled service users to see what would be involved with this and once more, is a ocular, physical manner of pass oning thoughts. I followed an exchange theoretical account of communicating, inquiring unfastened inquiries which led to treatment between group members. I found that by summarizing the thoughts raised by the service users at the terminal of each subject, provided verification that I had to the full recognised that issues set uping the group members. This besides enabled all group members to hold a clear apprehension of what had been discussed. The effectivity of these methods of communicating were confirmed to me by the response of the service users in the group. Through the usage of images some of the service users who are cognitively impaired were able to indicate to these to show their ideas or feelings. The usage of the memory / life book stimulated more treatment peculiarly when looking at exposure, many of which the service users could associate to. This prompted more input from some of the quieter members of the group which indicated to me that this was a really effectual manner of prosecuting with the group. What were the issues of subjugation or favoritism, and how did I turn to these? There were issues of subjugation nowadays within the group. I identified these as being an overall feeling by the service users that they could non divert from the usual construction of events and modus operandi at the daycentre. Many of the older people told me that they were just grateful for any service regardless of the quality, which saddened me greatly. From treatment it transpired that this was due to the staff keeping the same form of events at every session and this had become so constituted that the service users did non experience sceptered to propose alternate activities or alterations. During the group conversations, it appeared that the demands of the service users had become low-level to those of the staff. The dominant group in the daycente appeared to be the staff and I found this instability of power really refering. The staff appeared to be specifying the service users place as one of inactive receiving systems, instead than authorising them as persons ( Dominell i, 1996 ) . I addressed this by pass oning with the group to set up what changes they would wish to do, and besides to reenforce the impression that the day care is their service. Therefore the day care service should be run intoing the demands of all members and back uping them to enrich their lives through proviso of a truly individualized service. All of these identified concerns were discussed farther with the day care squad leader following the session. I did experience that during the day care session the service users with the highest degree of demand were discriminated against. An illustration of which is sing an older individual who has sustained a shot and as a consequence of this, experiences troubles in showing herself verbally. When I asked if she would wish to take portion in the group to speak about activities etc at the daycentre, a member of staff interjected, reding that she would nt be able to fall in in. I found this to be improbably prejudiced and disrespectful, and I addressed this by promoting her to prosecute in the group and take part every bit to the other group members. It was interesting to detect the support offered to her by other service users and I feel that this illustrates the ability a group has to dispute prejudiced pattern. Bing portion of a group can construct assurance in persons and supply power to it s members to dispute issues which are set uping them ( Brown, A. 1994 ) . What did I larn overall? ( refer to literature ) Transporting out groupwork at the day care session provided by Age Concern has increased my apprehension of the demands of older people, and besides provided me with a heightened consciousness of the subjugation felt by older members of society. Many of the service users are sing high degrees of societal isolation and the proviso of a day care service aims to assist cut down this. However, I have observed several state of affairss in which service users are sat entirely or non involved in an activity and there has been no support to enable them to prosecute in what is taking topographic point. I have reflected on my observations, and the pattern session, in which thoughts for development of the service were discussed. I have learnt that in order to make a to the full individualized service, in regard of the the Putting people first policy ( 2007 ) , a important alteration in the manner staff interact with the service users is required. In order for an inclusive, anti aa‚Â ¬ prejudiced service to be provided all staff need to prosecute to the full with all of the older people who attend the daycentre. A civilization of presuming what the service user is traveling to state, or assuming that they have to the full comprehended what has been said leads to subjugation of the person. If the service users are enabled to show themselves to the full and these sentiments are listened to, the person may be empowered to do alterations or happen a solution independently ( Coulshed A ; Orme, 2006 ) . I have recognized that the day care services provided by Age Concern are non making out to black and minority cultural groups as all service users go toing are white, British. Age Concern are supplying the service to cover all countries of South Gloucestershire which incorporates a diverse population and includes both rural countries and more dumbly populated communities. Childs A ; Melton ( 1983 ) argue that there is frequently a perceptual experience that people who reside in rural countries are immune to alter and doubting or oppugning of others of different civilization or faith to their ain. However, this is a stereotyped position and rural communities now comprise of a diverse scope of civilizations, ethnicity and faiths therefore this can no longer be assumed. Some culturally diverse communities have increased engagement of the services provided in the country to run into the demands of a diverse population nevertheless in other state of affairss, a multicultural community ca n dwell of abstract, stray groups of people ( Ginsberg, L. 2005 ) . I have hence increased my consciousness of this, peculiarly when transporting out the group treatments, as the deficiency of cultural diverseness within the group was important. The pattern session has increased my apprehension of, and ability to pattern, effectual communicating accomplishments. In order to derive a thorough apprehension of the demands of the service users within the group I have developed my accomplishments in battle, inquiring unfastened inquiries and listening and reflecting on what has been said. Using these accomplishments in a group puting besides enables direction of any tensenesss which may originate between group members ( Lymbery A ; Butler, 2004 ) . Through transporting out the group treatments I have gained a greater consciousness of the marginalization experienced by older people in current western society and the importance of disputing these attitudes to make a positive alteration.

Free Essays on Sir Launcelots Adventures

Sir Launcelot’s first adventure was his encounter with four queens. While Launcelot was sleeping under an apple tree four queens found him. They put a spell on him and took him to their castle. After telling the queens that he would not pick any of them to be his wife they put him in a cell as a prisoner. During the night a young noblewoman came and ask if he would fight with her father, King Bagdemagus. She told him if he did that she would release him. As promised she came and released him at dawn the next day. During this whole time as a prisoner Sir Launcelot respected the four queens and was polite. He followed every rule to the Code of Chivalry. Another tremendous adventure was a battle between Sir Tarquine and himself. He fought to rescue the knights the Sir Tarquine had taken prisoners. Most of these men were from Camelot. The battle between them took hours because they were both strong and skilled knights. After a while Sir Tarquine became faint and lowered his shield. Launcelot took his helmet of and beheaded him. Launcelot killed the evil Knight and rescued all of the knights that were kept prisoners. This was most diffrently a positive act of Chivalry. The last adventure Sir Launcelot was at the Round Table in a competition. He was to fight for King Bagdemagus. He put on armor that disguised him from his true identity. He won ever battle that he was in. Even Sir Launcelot was doing a good deed to help the noblewoman’s father he still wasn’t following the Code Chivalry completely. He tricked other people to think he was someone else. He also wasn’t being loyal to King Arthur because he was fighting for another King. So out of all the adventures Sir Launcelot took, this one is questionable on following the Code of Chivalry.... Free Essays on Sir Launcelots Adventures Free Essays on Sir Launcelots Adventures Sir Launcelot’s first adventure was his encounter with four queens. While Launcelot was sleeping under an apple tree four queens found him. They put a spell on him and took him to their castle. After telling the queens that he would not pick any of them to be his wife they put him in a cell as a prisoner. During the night a young noblewoman came and ask if he would fight with her father, King Bagdemagus. She told him if he did that she would release him. As promised she came and released him at dawn the next day. During this whole time as a prisoner Sir Launcelot respected the four queens and was polite. He followed every rule to the Code of Chivalry. Another tremendous adventure was a battle between Sir Tarquine and himself. He fought to rescue the knights the Sir Tarquine had taken prisoners. Most of these men were from Camelot. The battle between them took hours because they were both strong and skilled knights. After a while Sir Tarquine became faint and lowered his shield. Launcelot took his helmet of and beheaded him. Launcelot killed the evil Knight and rescued all of the knights that were kept prisoners. This was most diffrently a positive act of Chivalry. The last adventure Sir Launcelot was at the Round Table in a competition. He was to fight for King Bagdemagus. He put on armor that disguised him from his true identity. He won ever battle that he was in. Even Sir Launcelot was doing a good deed to help the noblewoman’s father he still wasn’t following the Code Chivalry completely. He tricked other people to think he was someone else. He also wasn’t being loyal to King Arthur because he was fighting for another King. So out of all the adventures Sir Launcelot took, this one is questionable on following the Code of Chivalry....

Bae Hbr

In 1992, two years into construction, the project’s top managers recommended inclusion of an airport-wide integrated baggage-handling system that could dramatically improve the efficiency of luggage delivery. Originally contracted by United Airlines to cover its operations, the system was to be expanded to serve the entire airport. It was expected that the integrated system would improve ground time efficiency, reduce close-out time for hub operations, and decrease time-consuming manual baggage sorting and handling. There were, however, a number of risks inherent in the endeavor: the scale of the large project size; the enormous complexity of the expanded system; the newness of the technology; the large number of resident entities to be served by the same system; the high degree of technical and project definition uncertainty; and the short time span for completion. Due to its significant experience implementing baggage-handling technology on a smaller scale, BAE Automated Systems Inc. , an engineering consulting and manufacturing company based in Carollton, Texas, was awarded the contract. Construction problems kept the new airport from opening on the originally scheduled opening date in October 1993. Subsequently, problems with the implementation of the baggage system forced delays in the opening of the airport another three times in seven months. In May 1994, under growing pressure from shareholders, the business community, Denver residents, Federal 1Fred Isaac, Federal Aviation Administration regional administrator, quoted in â€Å"Denver Still Working Out Kinks as Its First Birthday Arrives,† USA Today (February 28, 1996), p. 4b. Fred Renville, United Airlines employee quoted in â€Å"Denver Still Working Out Kinks as Its First Birthday Arrives,† USA Today (February 28, 1996), p. 4b. Assistant Professor Ramiro Montealegre and Research Associate H. James Nelson of the University of Colorado at Boulder, Research Associate Carin Isabel Knoop, and Professor Lynda M. Applegate prepared this case as the basis for class discussion rather than to illustrate e ither effective or ineffective handling of an administrative situation. Some names have been disguised. Copyright  © 1996 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System Aviation Administration (FAA) commissioners, and the tenant airlines and concessionaires, Denver mayor Wellington Webb announced that he was hiring the German firm Logplan to help assess the state of the automated baggage system. In July, Logplan issued an 11-page report to the City of Denver that characterized BAE’s system as â€Å"highly advanced† and â€Å"theoretically capable of living up to its promised â€Å"capacities, services and performances,† but acknowledged mechanical and electrical problems that â€Å"make it most improbable to achieve a stable and reliable operation. Logplan suggested that it would take approximately five months to get the complete BAE system working reliably. It also suggested that a backup system of tugs, carts, and conveyor belts could be constructed in less than five months. In August 1994, Mayor Webb approved the construction of a backup baggage system. At the same time, he notified BAE of a $12,000-a-day penalty for not fi nishing the baggage system by DIA’s original October 29, 1993 completion date. Webb also demanded that BAE pay for the $50 million conventional tug-and-cart baggage system. Gene Di Fonso, President of BAE, knew that his company could demonstrate that flaws in the overall design of the airport and an unsystematic approach to project changes had affected implementation of the integrated baggage system. He wondered whether he should just cancel the contract and cut his losses, or attempt to negotiate with the city for the support required to finish the system as specified, despite the severe deterioration in communication and rising hostility. Could the problems with the automated system be overcome with the dedication of additional resources? Given that the system represented a significant departure from conventional technology, would reducing its size and complexity facilitate resolution of the problems that plagued it? And, if the city could be persuaded to accept a simplified system, would the tenant airlines, particularly those with hubbing operations that had been promised more advanced functionality and better performance, be likely to sue? Building the Most Efficient Airport in the World Until about 1970, Denver’s Stapleton Airport had managed to accommodate an ever-growing number of airplanes and passengers. Its operational capacity was severely limited by runway layout; Stapleton had two parallel north-south runways and two additional parallel east-west runways that accommodated only commuter air carriers. Denver’s economy grew and expanded greatly in the early 1980s, consequent to booms in the oil, real estate, and tourism industries. An aging and saturated Stapleton Airport was increasingly seen as a liability that limited the attractiveness of the region to the many businesses that were flocking to it. Delays had become chronic. Neither the north-south nor east-west parallel runways had sufficient lateral separation to accommodate simultaneous parallel arrival streams during poor weather conditions when instrument flight rules were in effect. This lack of runway separation and the layout of Stapleton’s taxiways tended to cause delays during high-traffic periods, even when weather conditions were good. Denver’s geographic location and the growing size of its population and commerce made it an attractive location for airline hubbing operations. At one point, Stapleton had housed four airline hubs, more than any other airport in the United States. In poor weather and during periods of hightraffic volume, however, its limitations disrupted connection schedules that were important to maintaining these operations. A local storm could easily congest air traffic across the entire United States. 3 3According to James Barnes [1993], â€Å"By 1994, Stapleton was one of the top five most constrained airports in the US. There were over 50,000 hours of delay in 1988 and by 1997 the FAA had projected that Stapleton would experience over 100,000 hours of delay per year. † 2 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 The City and County of Denver had determined in the mid-1970s that Stapleton International Airport was in need of expansion or replacement. In July 1979, a study to assess the airports needs was commissioned by the City of Denver to the Denver Regional Council of Governments. Upon completion of the study in 1983, a report was issued saying that, due to its size and geographic location, and strong commitments by United and Continental Airlines, Denver would remain a significant hub for at least one major U. S. arrier. The study recommended expansion of Stapleton’s capacity. Political Situation4 The City of Denver’s 1983 mayoral race precipitated initiatives to improve the airfield infrastructure. Three candidates were vying for mayor: Monte Pascoe, Dale Tooley, and Frederico Pena. Pascoe, a prominent Denver attorney and former State Democratic Party co-chair, seized upon the airport i ssue, forcing other candidates to adopt stronger positions on airport expansion than they might have otherwise. 5 Pena and Tooley, however, drew the highest numbers of votes in the general election, and were forced into a runoff. At the persistent urging of the Colorado Forum (a collection of 50 of the state’s top business executives), Pena and Tooley signed a joint statement committing themselves to airport expansion. Pena won the runoff. Committed by a public promise that could have been enforced, if necessary, by the most highly motivated members of the region’s business leadership, Pena immediately restated his intent to expand Stapleton. The City of Denver and neighboring Adams County began to develop plans for long-term airport development in 1984. In 1985, a new site northeast of Denver was chosen. Consummation of the airport siting issue, however, was left to Adams County voters, which had to vote to permit the City of Denver to annex property therein. The city hired a consulting firm to help organize its resources and its efforts to work through the legal process. The data that was gathered through the master planning and environmental assessment later proved useful for public education. An â€Å"Annexation Agreement† between Adams County and the City of Denver was reached on April 21, 1988. Adams Country voters approved a plan to let Denver annex 43. 3 square miles for the construction of an airport. In a special election on May 16, 1989, voters of Denver endorsed a â€Å"New Airport† by a margin of 62. 7% to 37. 3%. According to Edmond, â€Å"Those two referendums passed largely on the merits of the economic benefits: jobs and sales tax revenues. † Economic Considerations A number of trends and events in the mid-1980s alarmed bank economists and other of the regions business leaders in the mid-1980s. The collapse of oil shale ventures between 1982 and 1986 saw mining employment fall from 42,000 to 26,000 jobs, while service support jobs fell from 25,300 jobs to 13,700. Construction jobs fell from 50,700 to 36,600 jobs, and the value of private construction plummeted from $24 billion to $9. 5 billion. 7 A lackluster economy led many government officials in counties and municipalities as well as in Denver to embark upon an unprecedented policy of massive public construction to save the region from what was regarded in 1987 as an economic free-fall. A $180 million-plu s municipal bond was issued for public improvements, including a new downtown library, neighborhood and major roadway improvements, and a host of overdue infrastructure investments. During the same period, 4Extracted from: Moore, S. T. : â€Å"Between Growth Machine and Garbage Can: Determining Whether to Expand the Denver Airport, 1982-1988,† Annual Meeting of the Southern Political Science Association, Atlanta, Georgia, November 4, 1994. 5Ibid. 6 7 Colorado Business Outlook Forum, University of Colorado School of Business, 1990. Small Area Employment Estimates; Construction Review, U. S. Department of Commerce, 1990 3 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System he Pena administration moved decisively to confront an increasingly aggressive Chamber of Commerce leadership that was promoting airport relocation. The determination of the â€Å"pro-New-Airport† clan was growing. The project was being marketed as a technologically advanced, state-of-the-art structure to draw businesses, import federal capital, and fund the creation of new job s with bonded debts to overcome the short-term decline in the economy. The airport was to become a grandiose project to revive the Colorado economy and a master showcase for the Public Works Department. The entire business community, recalled a member of the Mayors administrative team: The Chamber of Commerce, members of the city council, the mayor, and state legislators, participated in informational discussions with other cities that had recently built airports. [This enabled] everybody to understand the magnitude of the project. So we studied the other two airports that had been built in the United States in the last 50 years and said, Tell us everything that you went through and all the places you think there will be problems. We were not going into it blindly. Forecasts of aviation activity at Stapleton by the Airport Consultant team, the FAA, and others, however, did not anticipate events such as a new phase of post-deregulation consolidation, the acquisition in 1986 of Frontier Airlines by Texas Air (the owner of Continental), significant increases in air fares for flights in and out of Stapleton, and the bankruptcy of Continental. Consequently, the level of aviation activity in Denver was overestimated. Instead of rising, Stapleton’s share of total U. S. domestic passenger enplanements fell 4% per year from 1986 through 1989. 8 The Master Plan The City of Denvers approach to preparing a master plan for the airport was typical. â€Å"One hires the best consultants on airfield layout, noise impacts, terminal layout, on-site roadways, off-site roadways, cost estimating, financial analysis, and forecasting,† observed DIA administrator Gail Edmond. â€Å"They brainstorm and generate as many alternate layouts as possible. † Alternatives were discussed and eliminated at periodic joint working sessions, and a technical subcommittee was organized to gather input from the eventual airport users, airlines, pilots, and the FAA. â€Å"Everybody knows how to begin an airport master plan,† Edmond added. Following a bid, the consulting contract was awarded to the joint venture of Greiner, Inc. and Morrison-Knudsen Engineers for their combined expertise in the fields of transportation and construction. The consulting team, working under the direction of the DIA Director of Aviation, focused first on four elements: site selection; the master plan; the environmental assessment; and developing support by educating the public on economic benefit. The final master plan presented to the city by the team in the fall of 1987 called for the construction of the world’s most efficient airport. It was to be created from the ground up with no predetermined limitations. The plan was to allow the airport to grow and expand without compromising efficiency. Twice the size of Manhattan at 53 square miles, the nations largest airport was to be designed for steady traffic flow in all weather conditions. It was to comprise a terminal with east and west buildings joined by an atrium structure, three concourses, an automated underground people mover, and five parallel 12,000-foot-long runways on which as many as 1,750 planes could take off and land daily. Its flow-through traffic patterns would allow planes to land, taxi to concourse gates, and take 8 Furthermore, when selling the project to voters, planners at one point forecast up to 36 weekly flights to Europe by 1993. The number recorded in 1993, however, was four. The number of passengers departing form Denver was to rise from 16 million in 1985 to some 26 million by 1995. The 1994 figure, however, was about the same as the number of passengers in 1985, or half of Stapleton’s capacity. 4 Purchased by Ashley Matcheck ([emailprotected] om) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 off again all in one direction. The ultimate buildout, projected for the year 2020, was to include up to 12 full service runways, more than 200 gates, and a capacity of 110 million passengers annually. Estimated cost (excluding land acquisition and pre-1990 planning costs) was $2 billion. By the end of 1991, the estimated cost had incr eased to $2. 66 billion. Plans called for the projects completion by the fall of 1993. In September 1989, Federal officials signed a $60 million grant agreement for the new airport, which was to be financed in multiple ways—by issuing revenue bonds and securing federal grants— supplemented by a sizable investment by the city [county of Denver 1991]. Estimated federal grants for the new airport originally totaled $501 million. Portions of these were forthcoming from the FAA, for federal fiscal year 1990 in the amount of $90 million and for federal fiscal year 1991 in the amount of $25 million. The remainder of the $501 million letter of intent was to be received on an annual basis through fiscal year 1997. The revenue bonds assumed the â€Å"Date of Beneficial Occupancy† (DBO) to be January 1, 1994, with bond repayments to begin on that date. At that time, the city determined that DIA would meet the DBO no later than October 31, 1993. A member of the Mayor’s administrative team described the approach. What we did was plan the DBO date and then we planned an extra six months just in case there was a lag in the opening, which, in essence, allowed us to create stability in the market. The other thing we did was that we conservatively financed and filled every reserve account to the maximum. So we borrowed as much money as we could at the lower interest rate and were able to average the debt cost down, not up, as we thought it would be. A Build-Design Project By the time construction began at DIA in November 1989, a transfer of authority was taking place in the City of Denver. Wellington Webb was elected the new mayor. According to one of his assistants, the Pena administration had announced that the airport would be operational in October 1993. â€Å"This was a build-design project, which means that we were building the airport [while] we were designing it,† he explained. Because of the delays early on in the project, we had to accelerate construction immediately. There was a lot of pressure and too many players. This was an airport built by committee. We had regular meetings to straighten things out, but it didn’t always work. † Although the Webb administration inherited the airport project without a commitment on the part of the major carriers, the support and input of concerned airlines were absolutely key, not only financially but also in terms of input on overall airport layout, scope, and capacity, and supporting systems such as fueling and baggage handling. Denver launched the DIA program without specific commitments from either of Stapleton airports two major tenant airlines, United and Continental, which together accounted for more than 70% of existing passenger traffic. Continental committed to the new airport in February 1990, United in December 1991. Fundamental changes were made to the airport layout plan and facilities (some already under construction) to accommodate the operational needs of these carriers. The Webb administration followed the predecessor administration’s emphasis on assuring that the project’s greatest beneficiaries would be local businesses. The desire was to involve as many individual firms as practicable and to use Denver area talent. It was reasoned that local talent was easily accessible to the program management team (PMT), knew Denver building codes and practices, and had available the necessary professional labor pool to accomplish the design in accordance with the demanding schedule. In addition, existing law stated that 30% minority-owned firms and 6% women-owned firms had to participate in a public works program. The result was a contracting philosophy that maximized opportunities for regional businesses and the local workforce to compete for the work. At least five of 60 contracts awarded for the design of DIA went to Denverarea firms. These 60 design contracts generated 110 construction contracts. Eighty-eight professional service contracts also had to be coordinated. Many local firms had to be hired and the program was 5 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System chopped up into many small projects. Involvement totaled 200 to 300 firms and reached 400 during the construction phase. Five different firms designed the runways, four the terminal. The citys emphasis on encouraging everyone to compete and yet be part of the project increased the potential for interface and coordination problems. Denver’s flat economy led the administration to keep construction money within the city. Although this benefited the city, it introduced an additional burden on administration. As many as 40-50 concurrent contracts involved many interrelated milestones and contiguous or overlapping operational areas. The estimated daily on-site work force population exceeded 2,500 workers for a 15 to 18-month period beginning in mid-1991 and peaked at between 9,000 and 10,000 in mid-1992. Adding to the human resource coordination problems was a forecasted 4,000 deliveries daily. Construction volume for six months in mid-1992 exceeded $100 million per month. The prolonged period of assessment and negotiation prior to final approval of the project, and the financial plan selected (which required that bond repayments begin on January 1, 1994), pressured the PMT to push the project ahead at all cost. Because the project had to assume the characteristics of a â€Å"fast-track† project early in the construction startup, the compressed design period precipitated a more dynamic construction effort han might be anticipated for a competitively bid, fixed price program. Reliance on a design/build method for the project was, according to one DIA official, unusual because projects this complex normally happen during separate stages. For example, you need to finish up the site selection before you begin the master planning. † Moreover, communication channels between th e city, project management team, and consultants were neither well defined or controlled. If a contractor fell behind, a resident engineer who reported to one of the area managers said, the resident engineer would alert the contractor and document this. The resident engineer would document what would have to be done and what additional resources were necessary to get back on schedule and finish the contract on time. As a public agency it was enormous, the amount of documentation that we did. I don’t know how many trees we cut down just for this project. The resident engineer had about five to eight 12-drawer filing cabinets of documentation and this was nothing compared to what the area manager had. It was just incredible. There were at least four to six copies of everything. The scheduling manager described the evolution of the tracking system that was used. One of the biggest problems we had was keeping track of all the changes. So we developed a database system that was installed at each one of the resident engineer’s trailers and each contract administrator was then charged with keeping that system up to date and feeding us disks, which we would then merge together periodically to produce an integrated report. But every party had developed their own tracking system before the start of the project. That worked well for each group, but there was no way to take each one of these divergent systems and combine it into one, comprehensive report. So when we introduced the change tracking system everybody said, fine, that’s wonderful, and I’ll update it when I get to it and when I get time. It took three years to implement the tracking system. Project Management In a fast-moving, ever-changing environment such as the development of a new airport, the management structure must be able to rapidly produce engineering alternatives and the supporting 6 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 ost and schedule data. 9 But because DIA was financed by many sources and was a public works program, project administrators had to balance administrative, political, and social imperatives. 10 The City of Denver staff and consultant team shared leadership of the project and coordinated the initial facets of DIA design. â€Å"The initial thought, reflected one staff member, was that the city staff would do their thing and the consulting staff do theirs and later we would coordinate. It became evident within a very short time that we were doing duplicate duties, which was inefficient. Finally the city decided to coordinate resources. † The city selected a team of city employees and consultants and drafted a work scope document that clearly separated the city’s from the consultants’ responsibilities. The elements the city did not delegate to consultants included ultimate policy and facility decisions, approval of payments, negotiation and execution of contracts, facilitation of FAA approvals, affirmative action, settlement of contractor claims and disputes, selection of consultants, and utility agreements. The city delegated some elements such as value engineering, construction market analysis, claim management, on-site staff and organization, and state-of-the-art project control (computerized management of budget and schedule). Exhibit 1 depicts the DIA management structure. The program management team became the organization dedicated to overseeing planning and development for the new airport. Headed by the associate director of aviation, the team was partially staffed by city career service employees. To add experience and capability, the city augmented the PMT with personnel from the joint venture of Greiner Engineering and MorrisonKnudsen Engineers, the consulting team. Observed one program management team member, â€Å"This working partnership of the City of Denver and consulting joint venture team developed into a fully integrated single organization, capitalizing on the best to be offered by all participants, and optimizing the use of personnel resources. † DIA’s operational project structure comprised five different areas subdivided into smaller units. The working areas were: site development (earthmoving, grading, and drainage); roadways and on-grade parking (service roads, on-airport roads, and off-airport roads connecting to highways); airfield paving; building design (people-mover/baggage-handler, tunnel, concourses, passenger bridge, terminal, and parking); and utility/special systems and other facilities (electrical transmission, oil, and gas line removal and relocation). An area manager controlled construction within each area. Area managers were responsible for the administration of all assigned contracts and, in coordination with other area managers, for management of the portion of the overall site in which their work took place. United Airlines’ Baggage System From the public’s perspective, the â€Å"friendliness† of any airport is measured by time. No matter how architecturally stimulating a new airport structure, the perception of business or leisure travelers is often registered in terms of efficiency in checking luggage at the departure area or waiting to claim a bag in the arrival area. The larger the airport, the more critical the efficient handling of baggage. Remote concourses connected by underground tunnels present special problems for airport planners and operators because of the great distances passengers and baggage must travel. The purpose of an airport being to move passengers as efficiently as possible, moving bags as quickly is 9 The DIA project used the so-called fast-tracking method, which made it possible to compress some activities along the critical path and manage the construction project as a series of overlapping tasks. 0 These included considerations such as affirmative action, local participation, neighborhood concerns, civic pride, input from the disabled community, art, secondary employment benefits of contract packaging, concern for the environment, and political interest. 7 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System part and pa rcel of that responsibility. Rapid transport of frequent flyers accomplishes very little if bags are left behind. DIAs Concourse A, which was to house Continental Airlines, was situated some 400 meters, and United Airlines’ Concourse B nearly 1,000 meters, north of the main terminal. Concourse C, home to other carriers including American, Delta, Northwest, America West, and TWA, sat parallel to the other two concourses more than 1,600 meters north of the main terminal. The initial project design did not incorporate an airport-wide baggage system; the airport expected the individual airlines to build their own systems as in most other American airports. 1 United Airlines, which in June 1991 signed on to use DIA as its second-largest hub airport, proceeded to do just that. Needing an automated baggage handling system if it was to turn aircraft around in less than 30 minutes, United, in December 1991, commissioned BAE Automatic Systems, Inc. , a world leader in the design and implementation of material handling systems, to develop an automated baggage handling system for its B Concourse at D IA. The contract, which included engineering and early parts procurement only, was valued at $20 million; and the task was estimated to be completed in two and one-half years. We began working at DIA under a contract directly with United Airlines, recalled Di Fonso. Obviously, United Airlines has experience with airports. They concluded that the schedule had gotten totally out of control from the standpoint of baggage and they acted to serve their own needs, basically to protect themselves. We contracted with United and were already designing their portion of the system before the city went out for competitive bidding. BAE was founded as a division of Docutel Corporation in 1968. Docutel, which had developed the Telecar (a track-mounted automated baggage system), constructed an automated baggage system for United Airlines at San Francisco airport in 1978. When Docutel ran into financial difficulties during this installation, United asked Boeing, a major supplier of its aircraft, to take over the company. Boeing agreed and the new company, a wholly-owned subsidiary dubbed Boeing Airport Equipment, completed the San Francisco installation. In 1982, Boeing sold the company to its senior management, which renamed it BAE Automated Systems. In August 1985, BAE became an operating unit of Clarkson Industries, a wholly-owned subsidiary of London-based BTR plc. BTR plc (formerly British Tire and Rubber), was a $10 billion conglomerate with global interests in building, paper and printing products, and agricultural and aircraft equipment. In 1994, BAEs 365 employees worked on projects across the United States and in Europe and Australia. In-house engineering, manufacturing, and field support capabilities enabled BAE to develop, design, manufacture, install, and support every project it undertook from start to finish. BAE also provided consulting, engineering, and management services for airport projects and a variety of material handling applications. With sales of $100 million in 1994, up from approximately $40 million in 1991, BAE accounted for 90% of U. S. baggage sorting equipment sales. Between 1972 and 1994, the company had successfully designed, manufactured, and installed nearly 70 automated baggage handling systems (worth almost $500 million dollars) at major airports in the United States, in New York, Dallas-Fort Worth, Chicago, San Francisco, Atlanta, Miami, Newark, and Pittsburgh. It had also installed systems in Vancouver and London and was selected, in 1992, as a consultant to the $550 million main terminal for the New Seoul Metropolitan Airport in South Korea. BAE was a very self-contained, integrated company structured along two business lines: manufacturing and engineering. Its approximately 200,000 square foot manufacturing facility was capable of producing nearly all of the components required by BAE systems save motors, gearboxes, and bearings. The engineering department was structured according to major projects. Each project was assigned a project manager who reported directly to the company president. 1 Rifkin, G. : â€Å"What Really Happened at Denver’s Airport,† Forbes, SAP Supplement, August 29, 1994. 8 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 Implementing an Integrated Baggage-Handling System BAE had already commence d work on Uniteds baggage system when the PMT recognized the potential benefits of an airport-wide integrated baggage system. Moreover, as one DIA senior manager explained, â€Å"airlines other than United simply were not coming forward with plans to develop their own baggage systems. Airport planners and consultants began to draw up specifications and the city sent out a request for bids. Of 16 companies contacted, both in the United States and abroad, only three responded. A consulting firm recommended against the submitted designs, on the grounds that the configurations would not meet the airport’s needs. BAE was among the companies that had decided not to bid for the job. BAE had installed the Telecar system at a number of other airports and the basic technologies of the Telecar, laser barcode readers, and conveyor belt systems were not new. What was new was the size and complexity of the system. A grand airport like DIA needs a complex baggage system, explained Di Fonso , Therefore the type of technology to be used for such a system is the kind of decision that must be made very early in a project. If there is a surprise like no bidders there is still time to react. At DIA, this never happened. Working with United Airlines, we had concluded that destination-coded vehicles moving at high speed was the technology needed. But quite honestly, although we had that technology developed, its implementation in a complex project like this would have required significantly greater time than the city had left available. A United project manager concurred: â€Å"BAE told them from the beginning that they were going to need at least one more year to get the system up and running, but no one wanted to hear that. † The City of Denver was getting the same story from the technical advisers to the Franz Josef Strauss Airport in Munich. The Munich Airport had an automated baggage system, but one far less complex than DIA’s. Nevertheless, Munich’s technical advisors had spent two years testing the system and the system had been running 24 hours a day for six months before the airport opened. Formulating Intentions As BAE was already working on United’s automated baggage handling system and enjoyed a world-wide reputation as a superior baggage system builder, Denver approached the company. BAE was asked to study how the United concept could be expanded into an integrated airport system that could serve the other carriers in the various concourses. BAE presented the City of Denver with a proposal to develop the â€Å"most complex automated baggage system ever built,† according to Di Fonso. It was to be effective in delivering bags to and from passengers, and efficient in terms of operating reliability, maintainability, and future flexibility. The system was to be capable of directing bags (including suitcases of all sizes, skis, and golf clubs) from the main terminal through a tunnel into a remote concourse and directly to a gate. Such efficient delivery would save precious ground time, reduce close-out time for hub operations, and cut time-consuming manual baggage sorting and handling. Although an automated system was more expensive initially than simple tugs and baggage carts, it was expected that it would reduce the manpower which was required to distribute bags to the correct locations. Bags unloaded from an aircraft arriving at a particular concourse would barely be touched by human hands. Moved through the airport at speeds up to 20 mph, they would be waiting when passengers arrived at the terminal. To prove the capability of its mechanical aspects, and demonstrate the proposed system to the airlines and politicians, BAE built a prototype automated baggage handling system in a 50,000 square foot warehouse near its manufacturing plant in Carrollton, Texas. The prototype system convinced Chief Airport Engineer Walter Slinger that the automated system would work. [The City of Denver] approached us based on one core concept, recalled Di Fonso. They wanted to have a fully integrated, airport-wide baggage system. The city 9 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System had two major concerns. First, they had no acceptable proposal. Second, United was probably going to go ahead and build what it needed and the rest of the airport would have been equipped with something else. Di Fonso continued, When we arrived on the scene, we were faced with fully defined project specs, which obviously in the long run proved to be a major planning error. The city had fallen into a trap, which historically architects and engineers tend to fall into as they severely underplay the importance and significance of some of the requirements of a baggage system, that is, arranging things for the space into which it must fit, accommodating the weight it may impose on the building structure, the power it requires to run, and the ventilation and air conditioning that may be necessary to dissipate the heat it generates. In April 1992, BAE was awarded the $175. 6 million contract to build the entire airport system. According to Di Fonso, company executives and city officials hammered out a deal in three intense working sessions. We placed a number of conditions on accepting the job, he observed. The design was not to be changed beyond a given date and there would be a number of freeze dates for mechanical design, software design, permanent power requirements and the like. The contract made it obvious that both signatory parties were very concerned about the ability to complete. The provisions dealt mostly with all-around access, timely completion of certain areas, provision of permanent power, provision of computer rooms. All these elements were delineated as milestones. Denver officials accepted these requirements and, in addition, committed to unrestricted access for BAE equipment. Because of the tight deadlines, BAE would have priority in any area where it needed to install the system. Di Fonso elaborated, When we entered into the contract, Continental Airlines was still under bankruptcy law protection. The city was very concerned that they would be unable to pay for their concourse. They only contracted for about 40% of the equipment that is now in concourse A, which was the concourse that Continental had leased. Beyond that, concourse C had no signatory airlines as leaseholders at the time. The city, therefore, wanted the simplest, most elementary baggage system possible for concourse C. The outputs and inputs were very, very crude, intentionally crude to keep the costs down because the city had no assurance of revenue stream at that point in time. The city did not get the airlines together or ask them what they wanted or needed to operate. The approach was more along the lines of we will build the apartment building and then you come in and rent a set of rooms. Project Organization and Management No major organizational changes to accommodate the new baggage system were deemed necessary, although some managerial adjustments were made on the DIA project. Design of the United baggage system was frozen on May 15, 1992, when the PMT assumed managerial responsibility for the integrated baggage system. The direct relationship with BAE was delegated to Working Area 4, which also had responsibility for building design efforts such as the people-mover, airside concourse building, passenger bridge main landside building complex and parking garage, and various other smaller structures. The area manager, although he had no experience in airport construction, baggage system technologies, or the introduction of new technologies, possessed vast experience in construction project control management. BAE had to change its working structure to conform to DIAs project management structure. Di Fonso explained, 10 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 There was a senior manager for each of the concourses and a manager for the main terminal. The bag system, however, traversed all of them. If I had to argue a case for right of way I would have to go to all the managers because I was traversing all four empires. In addition, because changes were happening fast at each of these sites, there was no time to have an information system to see what is concourse A deciding and what is concourse B deciding. We had to be personally involved to understand what was going on. There was no one to tie it all together and overlap all these effects because the basic organization was to manage it as discrete areas. It was pandemonium. We would keep saying that over and over again. Who is in charge? For the first two years of the project, Di Fonso was the project manager. The project was divided into three general areas of expertise: mechanical engineering, industrial control, and software design. Mechanical engineering was responsible for all mechanical components and their installation, industrial control for industrial control design, logic controller programming, and motor control panels, and software design for writing real-time process control software to manage the system. At the time the contract with BAE was signed, construction had already begun on the terminal and concourses. Substantial changes had to be made to the overall design of the terminal and some construction already completed had to be taken out and reinstalled to accommodate the expanded system. Installation of the expanded system was initially estimated to require more than $100 million in construction work. Walls had to be removed and a new floor installed in the terminal building to support the new system. Moreover, major changes in project governance were taking place during the baggage system negotiations. In May 1992, shortly after the baggage system negotiations commenced, the head of the DIA project resigned. The death in October 1992 of Chief Airport Engineer Slinger, who had been a strong proponent of the baggage system and closely involved in negotiations with BAE, also exerted a significant impact on the project. His cooperation had been essential because of the amount of heavy machinery and track that had to be moved and installed and the amount of construction work required to accommodate the system. His replacement, Gail Edmond, was selected because she had worked closely with him and knew all the players. Her managerial style, however, was quite different from Slinger’s. A Public Works manager recalled his first reaction to the change: â€Å"[The airport] is not going to be open on time. † A United Airlines project manager summarized Edmond’s challenge thus: Slinger was a real problem solver. He was controversial because of his attitude, but he was never afraid to address problems. He had a lot of autonomy and could get things done. Gail was in a completely different position. Basically, she had a good understanding of how the project was organized and who the key players were, but didn’t know much about the actual construction. Also, the city council didn’t give her anywhere near the autonomy and the authority that Slinger had and she had to get approval from the council on just about all decisions. They really tied her hands and everyone knew it. Di Fonso echoed the project managers assessment: Walter [Slinger] understood that one of the things we had to have was unrestricted access. I think he clearly understood the problem the city was facing and he understood the short timeframe under which we were operating. He was the one that accepted all of the contractual conditions, all the milestones of the original contract. He really had no opportunity to influence the outcome of this project, however, because he died within months after the contract was signed. I think Gail 11 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 96-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System did an excellent job [but] she was overwhelmed. 12 She just had too much. The layers below focused inward, worrying about their own little corners of the world. â€Å"Not only did we not get the unrestricted access that was agreed upon,† Di Fonso emphasized, â€Å"we didn’t even have reas onable access. † Ten days after Slinger’s death, a BAE millwright found a truck from Hensel Phelps, the contractor building Concourse C, blocking her work site. She asked someone to move the truck or leave the keys so it could be moved. According to a BAE superintendent, â€Å"she was told that ‘This is not a BAE job and we can park anywhere we please: is that clear? ’† Elsewhere, BAE electricians had to leave work areas where concrete grinders were creating clouds of dust. Fumes from chemical sealants forced other BAE workers to flee. Di Fonso pleaded with the city for help. â€Å"We ask that the city take prompt action to assure BAE the ability to continue its work in an uninterrupted manner,† he wrote. â€Å"Without the city’s help, the delays to BAE’s work will quickly become unrecoverable. 13 To further complicate matters, the airlines began requesting changes to the system’s design even though the mechanical and software designs were supposed to be frozen. â€Å"Six months prior to opening the airport,† Di Fonso recalled, â€Å"we were still moving equipment around, changing controls, changing software design. † In August 1992, for example, United altered plans for a transfer system for bags changing planes, requesting that BAE eliminate an entire loop of track from Concourse B. Rather than two complete loops of track, United would have only one. This change saved approximately $20 million, but required a system redesign. Additional ski-claim devices and odd-size baggage elevators added in four of the six sections of the terminal added $1. 61 million to the cost of the system. One month later, Continental requested that automated baggage sorting systems be added to its west basement at an additional cost of $4. 67 million. The ski claim area length was first changed from 94 feet to 127 feet, then in January 1993, shortened to 112 feet. The first change added $295,800, the second subtracted $125,000, from the cost. The same month, maintenance tracks were added to permit the Telecars to be serviced without having to lift them off the main tracks at an additional cost of $912,000. One year later, United requested alterations to its odd-size baggage inputs—cost of the change: $432,000. Another problem was the city’s inability to supply â€Å"clean† electricity to the baggage system. The motors and circuitry used in the system were extremely sensitive to power surges and fluctuations. When electrical feedback tripped circuit breakers on hundreds of motors, an engineer was called in to design filters to correct the problem. Although ordered at that time, the filters still had not arrived several months later. A city worker had canceled a contract without realizing that the filters were part of it. The filters finally arrived in March 1994. A third, albeit disputed, complication related to Denver’s requirement, and city law, that a certain percentage of jobs be contracted to minority-owned companies. The City of Denver had denied BAE’s original contract because it did not comply with hiring requirements, where upon BAE engaged some outside contractors in lieu of BAE employees. Di Fonso estimated that this increased costs by approximately $6 million, a claim ejected by the Mayors Office of Contract Compliance. Then, in September 1993, BAE’s contract negotiations with the City of Denver over maintenance of the system resulted in a two-day strike of 300 millwrights that was joined by some 200 electricians. BAE negotiated with Denver for maintenance workers to earn $12 per hour on certai n jobs that the union contended should be worth $20 per hour. As a result, BAE lost the maintenance contract. 12 In addition to her role as Chief Airport Engineer, Edmond kept her previous responsibilities as Chief of Construction and Acting Director of Aviation. 3 Rocky Mountain News, January 29, 1995 12 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 Project Relations Much of the effort for implementing the baggage system was directed within one of the four working areas. The relationship with the management team was very poor, recalled Di Fonso. The management team had no prior baggage handling competence or experience. This was treated as a major public works project. The management team treated the baggage system as similar to pouring concrete or putting in air-conditioning ducts. When we would make our complaints about delays and access and so forth, other contractors would argue their position. The standard answer was, Go work it out among yourselves. . . . With contractors basically on their own, this led almost to anarchy. Everyone was doing his or her own thing. Another perspective was offered by a project manager from Stone Webster, a consultant to the PMT, reflecting on the work done by BAE: â€Å"This contractor simply did not respond to the obvious incredible workload they were faced with. Their inexperienced project management vastly underestimated their task. Their work ethic was deplorable. †14 PMT management insisted that access and mechanical issues weren’t the problem. They were running cars in Concourse B all summer (1993), Edmund observed. The problem was that the programming was not done and BAE had full control of the programming. †15 Lawsuits and a Backup Baggage System In February 1993, Mayor Webb delayed the scheduled October 1993 airport opening to December 19, 1993. Later, this December date was changed to March 9, 1994. Everybody got into the panic mode of trying to get to this magical date that nobody was ready for,† a senior vicepresident for BAE recalled. In September 1993, the opening was again postponed—this time until May 15, 1994. In late April 1994, the City of Denver invited reporters to observe the first test of the baggage system, without notifying BAE. Seven thousand bags were to be moved to Continentalâ€℠¢s Concourse A and United’s Concourse B. So many problems were discovered that testing had to be halted. Reporters saw piles of disgorged clothes and other personal items lying beneath the Telecar’s tracks. Most of the problems related to errors in the system’s computer software, but mechanical problems also played a part. The software that controlled the delivery of empty cars to the terminal building, for example, often sent the cars back to the waiting pool. Another problem was â€Å"jam logic† software, which was designed to shut down a section of track behind a jammed car, but instead shut down an entire loop of track. Optical sensors designed to detect and monitor cars were dirty causing the system to believe that a section of track was empty when, in fact, it had held a stopped car. Collisions between cars dumped baggage on tracks and on the floor; jammed cars jumped the track and bent the rails; faulty switches caused the Telecars to dump luggage onto the tracks or against the walls of the tunnels. After the test, Mayor Webb delayed the airport’s opening yet again, this time indefinitely. â€Å"Clearly, the automated baggage system now underway at DIA is not yet at a level that meets the requirements of the city, the airlines, or the traveling public,† the mayor stated. The city set the costs of the delay at $330,000 per month. Recognizing that his reputation was staked on his ability to have a baggage system performing to a point at which the new airport could be opened, Mayor Webb engaged, in May 1994, the German firm Logplan to assess the state of the automated baggage system. In July, Logplan isolated a loop of track that contained every feature of the automated baggage 14 15 Forbes, ASAP Supplement, August 29, 1994. Forbes, ASAP Supplement, August 29, 1994. 13 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System ystem and intended to run it for an extended period to test the reliability of the Telecars. Jams on the conveyor belts and collisions between cars caused the test to be halted. The system did not run long enough to determine if there was a basic design flaw or to analyze where the problems were. Logplan recommended construction of a backup baggage system, and suggested using Rapistan Demag, a firm it had worked with in the past. Construction of a backup system was announced in August 1994. The system itself cost $10. million, but electrical upgrades and major building modifications raised the projected cost to $50 million. In the meantime, the City of Denver, as well as many major airlines, hired legal firms to assist with negotiations and future litigation. â€Å"We will have enough legal action for the rest of this century,† a city administrator mused. The City of Denver had to communicate with such parties as the United States Federal grand jury, Securities Exchange Commission, and the General Accounting Office. The federal grand jury was conducting a general investigation concerning DIA. The SEC was investigating the sale of $3. 2 billion in bonds to finance DIA’s construction, and GAO the use of Congressional funds. Di Fonso, reviewing Mayor Webb’s letter and requests that BAE pay a $12,000-a-day penalty for missing DIA’s original October 29, 1993 completion date, as well as assuming the costs of building the $50 million conventional tug-and-cart baggage system, summed up the situation thus: We have gotten to the point with the city that literally we are not talking to each other. Consultants recommended a backup baggage system, and the minute that the decision was made, the city had to defend it. We are left out in limbo. 14 Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012 396-311 -15- Exhibit 1 Organization Chart Acting Associate Director of Aviation Denver International Airport City Attorneys Contract Compliance DIA Coordinator Tenant Facilities Administrative Assistant Marketing/Public Information Manager Planner Program Manager Computer Systems Administration Deputy Program Manager Airline Specialty Systems Environmental Engineer Contracts Risk Management Financial Manager of Design Contract Administration Administrative Assistant Manager of Project Controls Architectural Supervisor Engineering Supervisor Document Control Contracts Staff Clerical Staff MIS Schedule Cost Estimating Project Managers Support Staff Manager of Construction Project Controls Support Staff Safety Manager Senior Project Engineer QA/QC Manager Employee Relations Area 12 Manager Area 3 Manager Area 4A Manager Area 4B Manager Area 5 Manager Construction Support Staff Source: City and County of Denver, Colorado, Airport System Review Bonds, Series 1991D, October 1991. Purchased by Ashley Matcheck ([emailprotected] com) on April 11, 2012