Stipends for College Athletes

It’s about time: Stipends for College Athletes Imagine being a college football star and finding out that a jersey representing your school with your name and number on the back is not only selling for $110 in stores nationally, but it is profiting higher than some professional sports jerseys. Now, imagine that you as that student-athlete will not be making a single penny off your institution using your name for monetary profit. Why you ask? Because according to the governing body of collegiate sports, the National Collegiate Athletic Association or NCAA, this would be considered an act that would bring an athlete out of his amateur status.Yet, it is okay to exploit that athlete’s talents as if he or she were a professional athlete and not compensate him or her. The NCAA started off as a small organization whose first objective was to solve an injury crisis in college football. However, with a growing governing power came more change. In 1852, Collegiate competition or â€Å"sport† made its debut in the form of a regatta race between Harvard and Yale (â€Å"Intercollegiate History of NCAA† 1). Soon after came the establishment of baseball and collegiate football.In the beginning, competition and funding was organized through student-run campaigns, and school officials had very little control over the intercollegiate sports movement. However, in 1905, after a number of deaths and serious injuries occurred to students playing collegiate football, a group of school officials were summoned together to make a Kastel 2 series of rules that would emphasize safety within the sport. Just five years later in 1910, this group became established and came to be known as the NCAA (â€Å"History of Intercollegiate Athletics† 1).As the years progressed, the NCAA established sanctions not just for football but all sports. Most notably in 1950, the NCAA established that â€Å"Students could be awarded scholarships based on their athletic abili ty, but the funds had to be administered by the financial aid office, not the athletic department. The amount was limited to tuition and fees, and payments from sources outside the university (e. g. , alumni boosters) were banned. † (qtd in â€Å"History of Intercollegiate Athletics† 2).NCAA officials wanted to stress that there was a clear line that needed to be drawn between a student athlete’s main goal of pursuit towards higher education and the distracting blue elephant in the room of their college sports teams operating like that of a professional organization. Hence, the term â€Å"amateurism†. On amateurism, the NCAA stated that â€Å"student-athletes shall be amateurs †¦ and should be protected from exploitation by professional and commercial enterprises,† ( â€Å"2011-12 NCAA Division I Manual† 1).Although the original intentions of this bylaw were to make sure professionalism in sport didn’t deter athletes away from hig her education, too much has changed within intercollegiate sports for the same standards to apply today. The NCAA’s goal was too make sure these young players continued along their famous â€Å"amateurism† tagline, but we see them featured as unstoppable super heroes throwing down monstrous one handed dunks or making bone crushing tackles in commercials advertising for games as if they were professionals. The very Kastel 3 rganization controlling college sports has in itself become the exploiter of athletes in its own commercial pursuits. With this exploitation comes a very large elephant in the room spraying water at the American public from its trunk. The huge discrepancy between the monetary value of a scholarship the NCAA provides players with and the actual profits it generates from the player’s efforts is astounding. Although the profit rapidly increases with college sports popularity, the benefits student athletes receive stay constant.The largest financi al rewards a student athlete can receive for their athletic contributions are the benefits of free room and board, tuition, and a food plan. If we take the cost of these factors over the student athletes’ time at their institution, compared to the hundreds of billions of dollars generated in revenue from the NCAA we see something similar to Nike and their illegal sweatshop industry. It’s time for change to take place, college athletes should be rewarded like the professionals in the NCAA and conferences across the country market them to be.College athletes should receive stipends because there is a large discrepancy between what college athletes are worth and how much they are given, because athletic scholarships do not cover the full cost of living, and because the operation, money, and industry associated with college athletics is too great to still be titled â€Å"amateur†. The popularity of college sports and its value to entertainment is skyrocketing. The N CAA is the head organization in control of a hundred billion dollar industry.The disgusting disparity arrives at the difference between what Kastel 4 college athletes are rewarded with and the actual revenues the NCAA is collecting. For this discrepancy college athletes need to be rewarded for their effort and should be given stipends. Television broadcasting contracts, shoe and apparel deals, and commercial advertising rake in billions of dollars for the NCAA because of the participation of college students in sports. Last year alone, the NCAA’s total revenue was $777 million.Although the NCAA claims that 98 cents to every dollar is redistributed back into schools athletic programs for things like student services for athletes and athletic funding, it just so happens that there was a $29 million surplus which was claimed by the NCAA as â€Å"reserve† in 2010 (â€Å"Expenses vs. Revenue† 1). Apparently, saving up your change is beneficial. I never knew two-cent increments could lead to tens of millions of dollars. Such revenue comes from things like its newly acquired 14 year/$11 billion dollar deal with CBS-Turner over broadcasting rights for the NCAA tournament (O’Toole 1).It is kind of like a major motion picture company producing one of the highest generating films in history and letting its actors know that they won’t be receiving a financial reward for their contributions, but the work experience they are receiving should suffice. In no other industry or job field in this country would such a compensation to revenue ratio be considered acceptable. They serve the title â€Å"amateurism† to American college athletes on a big plate of propaganda.In 2008, the NCAA teamed up with IMG College to lease its rights out to video game king Electronic Arts, making games such as NCAA Football and NCAA Basketball using the likeness of players they sold over 2. 5 million copies (Branch 1). The student athletes that were feature d on these games had their Kastel 5 numbers reflected accurately, their physical attributes like race, hair style, and even their athletic prowess such as their speed, strength, passing/blocking/catching abilities all accurately associated with their real abilities in order to ensure players of the video games could maneuver round the field like their favorite college superstar. There isn’t anything â€Å"amateur† about exploiting college student athlete’s likeliness in a video game for profit; the double standard is disgusting. However, the NCAA isn’t the only one caught with their arm elbow deep in the cookie jar. Such conferences such as the SEC, ACC, and the BIG 10 are generating billion dollar contracts for individual television networks while student-athletes are being kept in the dark for their contributions.For instance, the SEC conference will be earning $55 million over 15 years from a CBS deal, and a 15 year deal with ESPN that cashes out to $1 50 million (â€Å"Winners and Losers† 1). Despite the players being the ones who are generating the audiences, none of these profits from the NCAA or the conferences are being returned back to the students directly. In fact, if we were to try to mathematically calculate the value of how much an athletes room and board fees come out to divided by the amount of time they actually put into being an athlete most are living just above, if not below, the poverty line.For example, a recent study found Duke University basketball players based upon their generated revenue for the school to be worth $1,025,650 . Yet, after calculation (scholarship value / number of hours each puts in) they were found to be living just $732 above the poverty line (â€Å"Research-NCPA† 1). After being worth over one million dollars to their university, they are only rewarded approximately a $200,000 education. Kastel 6 Current college athletes and those from the past are starting to realize this e xploitation more and more especially as profit from television deals and sponsorships become more lucrative.Almost every month the American public is presented with a new story of how a college athlete unfairly received either a monetary reward or a free service because of his athletic talents. We get mad at the young athletes and criticize them for such actions but can we really blame them? They are superstars generating attention, money, and huge popularity to their institutions and they aren’t receiving anything different than the kid slapping together the cymbals after every touchdown.College athletes are taking gifts and money because they are becoming aware of the NCAA’s exploitation and on top of that most of their scholarships don’t even cover their full cost of living. In the perfect world, when watching our favorite college athletes on TV we like to imagine that they came from strong households with parents who paid for their training and had all the o pportunities to be successful. We would like to think the tattooed face of a little girl on our favorite college point guard’s arm is just his little sister not his daughter who he thinks about trying to send enough money too every week.Fact of the matter is, college athletes across the country have a variety of circumstances that consume any opportunities for extra money. Things like coming from broken home families, having children at home, or coming from a low economic neighborhoods cause many student athletes to stress over where their next dollar could come from. Things like clothes, gas, toiletries, amenities, fun activities, extra food for the room, or a meal away from dining hall are all things that Kastel 7 are essential to have money for in college.However, college athletes can only be awarded a scholarship. It bewilders America when we hear of cases of college athletes accepting sums of money under the table in what is becoming an increasingly large black market. H owever, this happens all the time. We only hear about the ones who get caught. Yet, the players aren’t the ones to blame. According to a study conducted by Drexel University Department of Sport Management, the average scholarship shortfall, or what the average student athlete had to spend out of his own pocket in 2010-11, was approximately $3,222 (â€Å"Research-NCPA† 2).When the scholarships we have don’t cover the student-athletes full cost of living how do we expect them to be able to pay for the necessities of living? If a player has been out of gas for three weeks and is out of toiletries can we really blame him from accepting cash in a handshake from a booster? College athletes’ time is consumed by their sports. According to a survey conducted with 21,000 Division I, II, and III athletes, â€Å"Football players in the NCAA's Division I Bowl Subdivision (formerly known as Division I-A) said they spent an average of 44. hours a week on their sport â €” playing games, practicing, training and in the training room — compared with a little less than 40 hours on academics† (qtd. in Wieberg 1). This staggering statistic reveals that college athletes are actually spending more of their time on their sport then their actual school work. It is even more staggering when the NCAA’s bylaw requires that student athletes only spend 20 hours a week on their sport. With these types of time commitments and dedication to their sports, college athletes don’t have time to have a job. This dilemma intensifies the problem of Kastel 8 aving a scholarship shortfall. If there are necessary things to pay for and athletes don’t have the necessary time to work where is the money supposed to come from? College athletes should receive a stipend of $2,500 a semester to ensure that any necessary cost outside of their scholarship can be covered. By introducing this stipend the number of NCAA infractions relating to athlet es taking money will dramatically decrease due to the fact that they won’t need to anymore. One might say that this would anger regular students who do not receive such benefits.However, according to one statistical survey taken by 458 college students, 58% of them believed that college athletes deserved to receive stipends (â€Å"College Students Perceptions† 1). This study demonstrates that not only would regular students not be upset by college athletes receiving the reward they deserve, but in fact they recognize the need for it. By offering something to college athletes (scholarship) which still requires them to spend such a large sum out of their own pockets we are basically tempting them to fall into the illegal activities of the black market and potentially jeopardize their academic futures.Stipends must be rewarded and reform is necessary now. The NCAA cannot expect a player with a hungry child at home to refuse money from a booster, just as it cannot place th e term â€Å"amateurism† around an industry it exploited to be so focused around money. The NCAA suggests that if we were to provide college student athletes with stipends it would take away the â€Å"wholeness† that college sports still represent by replacing their â€Å"amateur† title with that of â€Å"professionalism†. However, college sports which once symbolized the unselfish competitive spirit of America and were Kastel 9 nce run by student led organizations with no influence from school officials or corrupt institutions have already become a capital venture. This is not because of the introduction of a stipend reward system, but rather because the money, operation, and industry the NCAA created around college sports has made it too professional in its financial pursuits to be considered â€Å"amateur†. The term â€Å"amateurism† is no longer fit to represent college sports but rather a propaganda add by the NCAA to allow them to cont inue their exploitive efforts.One of the largest indications of the pursuit of this commercial enterprise is the unbelievable amount of money that college coaches are being paid. In 2010, Alabama coach Nick Saban committed to a contract that would pay him $4 million dollars a season (Low 1). Most FBS Division 1 institutions athletic departments have a hard time generating any profit at all, but the NCAA allows schools to present astonishing contracts to coaches in order to point their team in the right direction. Yet, the NCAA sees a student athlete receiving a small stipend more of a venture towards professionalism than this?Another indication that college sports can no longer be placed under the â€Å"amateur† title is apparent in the evolution of college stadiums. Today the illustration of a new corporate sponsorship is apparent in almost every stadium with things like â€Å"Ohio State University’s new $105 million Schottenstein Center, 110 luxury boxes at Neyland Stadium (University of Tennessee), and the University of Michigan spending $7. 4 million to renovate Michigan Stadium† (qtd. in â€Å"College Student’s Perceptions† 2). The NCAA isn’t keeping the industry around college sports simple with basic venues and humble salaries for their coaches.Instead they Kastel 10 create something that is slowing resembling that of professional sports environments. For these exploitations the NCAA can no longer hold college athletics today to a standard of remaining â€Å"amateurism†. The industry surrounding it has far surpassed that point and it is time we reward our college athletes like the professionals we market them to be. Many people argue that even if the NCAA does come to its senses and passes a law regulating stipends for Division I institutions, Title IX implications would make it almost impossible to implement stipends.Those critics argue that if stipends were approved, Title IX would then regulate all stu dent athletes at the school to receive stipends due to equal opportunity. The sum of money required to be able to provide every student athlete with this, critics say, would be impossible for even successful athletic departments to afford. It is correct that such a reward would be possible for schools to afford. Stipends should only be given to the top three sports that are generating the most revenue. It would create more of an incentive for programs to be successful, and it would reward student athletes of the teams who were having the greatest success.Title IX cannot be applied to the stipend system because it is outdated and needs to be reformed. Title IX was originally created for the racial movement in order to encourage what, at that time, was a change that needed to be enforced (â€Å"In Defense† 1). Today, many schools athletic departments actually lose money by trying to comply with the outdated law. In order to equally match the number of guy to girl scholarships a university might be forced to eliminate a men’s revenue generating sport such as hockey and instead Kastel 11 add a women’s sport that loses money ( â€Å"In Defense† 2).Title IX is outdated and if a stipend system is established, the top 3 revenue generating teams should receive a stipend. Whether the NCAA wants to accept it or not, their exploitive actions in pursuit of commercial profit have eliminated any sense of college sports today seeming â€Å"amateur†. Because of this exploitation it is time for college student athletes to finally receive the proper reward they have deserved for a good amount of time. College athletes should receive stipends because there is a large discrepancy between what college athletes are worth and how much they are given.This is because athletic scholarships do not cover the full cost of living, and also because the operation, money, and industry associated with college athletics is too great to still be titled â€Å"am ateur†. By affording these stipends to college athletes, maybe just maybe, when that athlete walks into the store and sees that jersey with his name on the back he might be financially secure enough with his living expenses to be able to purchase it. Works Cited â€Å"2011-2012 NCAA Division I Manual (August 2011). † NCAA Manual. NCAA. org. Web. 09 Nov. 2011. Branch, Taylor. The Shame of College Sports – Magazine – The Atlantic. † The Atlantic — News and Analysis on Politics, Business, Culture, Technology, National, International, and Life – TheAtlantic. com. Web. 19 Nov. 2011. â€Å"College Students' Perceptions On The Payment Of Intercollegiate Student-Athletes – Statistical Data Included – Page 2 | College Student Journal. † Find Articles | News Articles, Magazine Back Issues & Reference Articles on All Topics. Web. 19 Nov. 2011. â€Å"History of Intercollegiate Athletics and the NCAA. † World Scientific P ublishing Co. , 12 May 2009.Web. â€Å"In Defense of Collegiate Athletics: The Case Against Paying Student-Athletes – Garnet And Black Attack. † Garnet And Black Attack – For South Carolina Gamecocks Fans. Web. 19 Nov. 2011. â€Å"Intercollegiate History of the NCAA. † NCAA Public Home Page NCAA. org. Web. 09 Nov. 2011. Low, Chris. â€Å"Nick Saban Commits to Alabama Crimson Tide through 2017 Season – ESPN. † ESPN: The Worldwide Leader In Sports. Web. 19 Nov. 2011. O'Toole, Thomas. â€Å"NCAA Reaches 14-year Deal with CBS/Turner for Men's Basketball Tournament, Which Expands to 68 Teams for Now. News, Travel, Weather, Entertainment, Sports, Technology, U. S. & World – USATODAY. com. Web. 17 Nov. 2011. â€Å"Research | National College Players Association. † Home | National College Players Association. Web. 18 Nov. 2011. â€Å"Revenue Vs. Expenses. † NCAA Public Home Page – NCAA. org. Web. 17 Nov. 2011. Wieberg, S teve. â€Å"Study: College Athletes Are Full-time Workers – USATODAY. com. † News, Travel, Weather, Entertainment, Sports, Technology, U. S. & World – USATODAY. com. Web. 19 Nov. 2011. â€Å"Winners and Losers In SEC TV Deal. † College Gridiron 365. Web. 17 Nov. 2011.

John Gotti: The Teflon Don Essay

â€Å"There was nothing that my father loved more than being a gangster. Not money, not even us. He felt that anybody that really lived this life like he did, at the end of the day you have to die or go to jail.† – John Gotti Jr. Who is John Gotti? Depending upon who you ask this question to, your answer could vary. Growing up in my neighborhood in Far Rockaway, Queens John Gotti is a legend and someone people look up to. At the same time you can ask other people about John Gotti and they will tell you that he was a ruthless thug and a menace to society. Either way you look at it John Gotti made his mark here in America and he was known all across the country for being the boss of the largest and most powerful of the five families in New York, the Gambino crime family. I will not talk about my opinions on John Gotti in this paper but I will give you his life story from his birth in the Bronx to his death in prison and let you be the judge. John Joseph Gotti was born on October 27, 1940 in the Bronx, New York. John was the fifth child of Philomena (Fannie) and Joseph Gotti, who were Italian Immigrants. Joseph and Fannie Gotti also had twelve other children; four of which who would also become made men, or members of the Mafia. John’s younger brother Gene Gotti was actually initiated before John was due to John’s incarceration at that time. During John’s time as boss of the Gambino crime family he had his brother Peter Gotti initiated despite John’s belief (and that of many others) that Peter did not have what it takes to be La Cosa Nostra. Peter earned himself the nickname â€Å"the dumbest don† after the incarceration of John Gotti, Gene Gotti, and John Gotti Jr. when he assumed the position of Boss of the Gambino crime family. The other two brothers were Richard Gotti, who would be revealed as capo in 2002, and Vincent Gotti. John Gotti spent his early years growing up in poverty. John Gotti’s father Joseph Gotti was a day laborer who never had regular work or a steady source of income. On top of Joseph Gotti’s problems with findin g decent work so he would be able to provide for his family, he also had a gambling problem. This was a huge problem because he was the only earning member of the large family. John Gotti came to resent his father for not being able to provide the family. By the time Gotti reached the age of twelve, he was already an errand boy working for an underground club. This club was headed by Carmine Fatico, a capo in the Gambino crime family. Fatico was an early mentor Gotti until John was introduced to Aniello Dellacroce, who became his mentor for life. Gotti had his first run in with the law in 1954 when he was caught with friends attempting to steal a portable cement mixer that tipped over and crushed the toes of his feet. He had to be hospitalized for a while and as a result he is supposedly missing a toe or two. By 1956, Gotti had dropped out of Franklin K. Lane High School and was named the leader of the Fulton-Rockaway Boys. This gang is where he meets and befriends Angelo Ruggiero and Wilfred Johnson, who also become Made Men in the Gambino crime family. When Gotti moved with his family to Ozone Park in Queens, New York, Gotti became a key member of the Gambino hijacking crew. Along with his brother Gene and Ruggiero, Gotti began hija cking trucks at what would come to be known as John F Kennedy International Airport. This is where he was introduced to and befriended future Bonanno crime family boss Joseph Massino. It was here that they were given the nicknames of â€Å"Black John† and â€Å"Crazy Horse†. In 1968, Gotti was arrested for the hijackings. While out on bail, Gotti was arrested again for a hijacking on the New Jersey Turnpike. Gotti pleaded guilty to the Northwest Airlines hijackings but the charges were dropped on the New Jersey Turnpike cigarette hijackings. Gotti served three years in Lewisburg Federal Penitentiary for the hijackings. After his release in 1972, Gotti returned to the Bergin Hunt and Fish Club to work with Carmine Fatico until later that year when Fatico was indicted on loansharking charges. Despite Gotti not yet being a Made Man, Fatico named him the acting capo of the Bergin crew. It was at this time that Gotti and Dellacroce grew closer because Gotti would frequently come to the Ravenite Social Club to brief Dellacroce on his crew’s activities. In May of 1973, Emanuel Gambino, nephew of Carlo Gambino who was the current head of the family, was kidnapped and murdered despite the payment of a $100,000 ransom. Gotti was tasked to take out the man responsible along with Ruggiero and Ralph Galione. The primary suspect was an Irish gangster by the name of James McBrantley. Gotti and his boys found McBrantly in a bar in Staten Island. While Gotti and Ruggiero go over and try to take him somewhere, Galione comes over and shoots McBrantley in the middle of the club for everyone to see. Gotti would be arrested for this murder one year later after being fingered by many eyewitnesses, one of which was his friend Wilfred â€Å"Willie Boy† Johnson. Gotti was able to strike a plea bargain so he would only serve four years in prison for attempted manslaughter. After the Death of Carlo Gambino in 1976, Paul â€Å"Big Paul† Castellano became the boss of the Gambino crime family. Upon his release in 1977, John Gotti was immediat ely initiated into the Gambino crime family. Gotti was immediately promoted to capo of the Bergin crew, replacing Carmine Fatico. Castellano kept Dellacroce as his underboss and gave him control over 10 of the 23 crews, including Gotti’s Bergin crew. Gotti’s Bergin crew was the largest earners of all of Dellacroce’s crews. Gotti also ran a loansharking business on the side on top of taking his cut from all the money that his subordinates made. Gotti had many people working for him and he made them all make regular appearances at the Bergin and would get irritated if someone didn’t check in within 48 hours, he kept this routine when he moved to the Ravenite Social Club. In 1980, Gotti’s son Frank Gotti was killed in a traffic accident by their neighbor, John Favara. Favara was abducted and never to be heard from again, many believe him to be dead. Despite the belief of some people that Gotti killed Favara himself, the Gotti’s were on vacation in Florida at the time of his abduction. John Gotti Jr., future head of the Gambino crime family, still believes that his father m ost definitely had something to do with his disappearance though. In his remaining years as capo of the Bergin crew, Gotti was indicted on two separate occasions. He would not go to trial for either of these cases until he was crowned boss of the Gambino crime family. One of these cases came in September of 1984; Gotti was arrested for the assault and robbery of a refrigerator repairman named Romual Piecyk. Piecyk found his car blocked by a double parked vehicle outside of the Cozy Corner Bar in Queens. Piecyk laid on his car horn until Frank Colletta, the owner of the double parked car and Gambino family associate, came out, smacked him across the face and took his weekly paycheck out of his shirt pocket. When Piecyk began to fight back, Gotti came running out and smacked him across the face and reached into his waistband and told him â€Å"you better get the f*** out of here!† Piecyk went and got the police and they returned to the bar and arrested Gotti and Colletta. The second indictment came in 1985 when Gotti along with Dellacroce and other Bergin crew members were the targets of a racketeering case, headed by US Attorney Diane Gi acalone. It was the latter case that revealed Gotti’s close friend, Willie Boy Johnson, to be an FBI informant. When Gotti found out all he had to say to Johnson was â€Å"I’m gonna give you a pass, and I give you my word no one will bother you, Gotti told Willie Boy. After we win this case, you won’t be able to be in the life again. But you’ll get a job, you’ll have your family, and you’ll be all right.† As the boss of the family, Paul Castellano had banned Made Men from the Gambino family in dealing with drugs under the threat of death. In 1983, Angelo Ruggiero and Gene Gotti along with a few others were all indicted on heroin charges. The indictment came about through bugs placed in the home of Angelo Ruggiero, using evidence given to the FBI by Willie Boy Johnson. Along with the talks of heroin deals on these tapes there were also some remarks made about Castellano from Ruggiero on there. Castellano’s pursuit to hear what was on these tapes would be the beginning of the end for him. Although John Gotti was not on any of the tapes and they co uld make no connection to him, Castellano was still looking to hold Gotti accountable. In fear for his life, Ruggiero went to Dellacroce to see if he could plead his case to Castellano that they were only sorting out the affairs of his brother Salvatore Ruggiero, a big time heroin dealer who had no ties to the family. The story was enough to hold Castellano off until he received the tapes. In the spring of 1985 Castellano began pressing for the tapes again but backed off when he found out that his underboss, Dellacroce, was dying of cancer. He figured that if he waited for Dellacroce to die, there would be nobody he had to worry about stopping him from getting the tapes. Castellano was able to hear the tapes that summer and began formulating a plan of action but would hold off on putting that plan in motion until Dellacroce died. Gotti knew Castellano, who was never a fan of Gotti and wanted him out of the family, would have him killed so he began a plot of his own along with Frank DeCicco, Sammy Gravano, Joseph Armone, and Robert DiBernardo. When Dellacroce died on December 2, 1985, it was time for one of the sides to make their move. Castellano did not show up at the services for his former underboss and that infuriated Gotti and other members of the family and also members of the other four fam ilies. For Gotti to have the head of his family killed, he would first have to go to the heads of the other families in New York for permission. Gotti got the necessary votes from the Bonanno, Colombo, and Luchesse families for the hit. â€Å"The Fist†, which is what the five men went by, had the perfect set up. They figured that a little over a week before Christmas, around rush hour, between 5pm and 6pm that the streets would be flooded with probably over a thousand people doing there holiday errands. They figured the hit would only last a few seconds and the confusion from the panic after the gunshots went off would make for the perfect escape. The four designated shooters were Vincent Artuso, John Carneglia, Eddie Lino and Salvatore Scala. The designated back-up shooter, Anthony Tony Roach Rampino, would be standing across the street from Sparks Steak House, while Angelo Ruggiero, Joseph Watts and Iggy Alogna would be stationed at 46th Street and Second Avenue to help with the escape. Frank DeCicco would be inside the restaurant where a meeting was to take place. He would be joined there by capos James Failla and Daniel Marino, who were not part of the plot. On December 16 Big Paul had arranged to meet Dellacroce’s son Buddy Dellacroce at Sparks Steak House on East 46th Street. Frank DeCicco set it up. Castellano was going to pay homage, to explain why he had not come to the wake and offered condolences, to make amends. It wouldn’t be until the afternoon of the planned murders that the actual hit team knew who their targets were. Huddled in a park on Manhattans Lower East Side, the group went over the final details of the murder plot. The four shooters were dressed alike long light colored trench coats and black fur Russian style hats. The reasoning for this was to draw attention to the outfits, not the men wearing them. Gotti and Gravano parked a Lincoln, driven by John himself, up the block in sight of the front of Sparks Steak House. Moments later Thomas Bilotti, Big Paul’s new underboss, pulled up next to Gottiâ€℠¢s car at an intersection and waited for the light to change. Using a walkie-talkie Gravano notified the others that Castellano was approaching. Bilotti steered the Lincoln into an open space in front of Sparks and got out. As Castellano stepped out of the vehicle, the hit men moved in. Big Paul was hit six times in the head and killed instantly. When the shooting began, the unarmed Bilotti ducked and looked through the driver’s side window only to see his boss’s execution, unaware that killers were now aiming at him. As the shooters assigned to Bilotti opened fire, Artuso’s gun jammed. However, the gunfire from the second assassin dropped the newly crowned underboss. Carneglia, who had finished blasting away at Castellano, ran over to the other side of the car and put the finishing touches on Bilotti. After the very public killing of Castellano and underboss Bilotti, Gotti found himself in the media spotlight a lot and was widely suspected to be responsible for the murders. Gotti became known as the â€Å"Dapper Don† for his expensive suits, hand painted ties, and meticulously groomed silver hair. At the time of Gotti’s takeover, the Gambino family was regarded as the most powerful American mafia family, which is why during this time he was regarded as a boss of bosses. The Gambino crime family’s estimated annual income was around five hundred million dollars. According to Sammy â€Å"The Bull† Gravano, Gotti was bringing in about ten to twelve million dollars per year. In an attempt to protect himself and his underlings legally, he banned any Made Man from taking a plea agreement that acknowledges the existence of the family. Gotti’s fame came to affect the outcome of his previous indictments from 1984 and 1985. By the mid to late 1980s, John Gotti had gone from the â€Å"Dapper Don† to the â€Å"Teflon Don† because of the failure to make any charges stick to him. When Gotti went to trial for the 1984 assault and robbery of Romual Piecyk, Gotti benefited from his new fame. Piecyk received many phone calls and the breaks to his work van were cut. Fearing for the worst, Piecyk went into hiding, hoping he would not have to testify. When Piecyk was forced to testify he said he could not remember who his attackers were . Because of his random loss of memory, the New York Daily News came out with a headline that read â€Å"I Forgotti!† On April 7, 1986 the jury selection for Gotti’s RICO case began. With the success Gotti had in intimidating Piecyk in his prior case, he decided to use the same tactics to beat this case. Dennis Quirk was the first witness to be approached by Gotti’s men and was murdered right before he had to testify against Gotti’s co-defendant, Charles Carnaglia. The events to happen in the next few days would lead Judge Nickerson to postpone the trial. On the morning of April 9, a bomb threat was called into the courthouse, clearing it immediately. On April 13, 1986, underboss Frank DeCicco was killed when his car was bombed following a visit to James Failla. The bombing was carried out by Lucchese capos Victor Amuso and Anthony Casso, under orders of bosses Anthony Corallo and Vincent Gigante, to avenge Castellano and Bilotti. Gotti also planned to visit Failla that day, but canceled, and the bomb was detonated after a soldier who rode with DeCicco was mistaken for the boss. While Gotti’s trial had been postponed, he remained in jail beca use his bail had been revoked for evidence of intimidation in the Piecyk case. Pretrial motions were handled on August 18, 1986. Judge Nickerson had ruled that there would be an anonymous jury to protect jurors from intimidation and the jury would not be sequestered, or isolated. Cutler claimed that such a jury creates fear that is misplaced and deprives the defendants of a fair trial. Bruce Cutler, John Gotti’s lawyer, went at the credibility of the prosecution’s witnesses like Edward Maloney and Mathew Traynor, calling them low lives and scum. This would come to be known as â€Å"Brucifying†, it was a tag that Cutler would gladly wear. Along with stripping the credibility of some of the prosecutor’s witnesses, Gravano was reached out to in order to offer his vote of not guilty to ensure a hung jury. This man’s name was George Pape; he offered his vote for sixty thousand dollars. On March 13, 1987, they acquitted Gotti and his codefendants of all charges. In February 1986, the Bankers and Brokers Restaurant in Battery Park City was under construction. The restaurant was under the management of Philip Modica, whom police described as a Gambino crime-family soldier. Modica was not using union carpenters in the construction, which upset John F. O’Connor, The business agent and chief operating officer of Manhattan-based Local 608 of the United Brotherhood of Carpenters & Joiners. O’Connor responded by having the restaurant trashed one February night, causing some thirty thousand dollars’ worth of damage. When Modica took his complaint to Gotti, he ordered that O’Connor be busted up and the assignment was given to members of the Westies, a gang of Irish thugs from the Hell’s Kitchen section of Manhattan. At 6:40 in the morning on May 7, O’Connor was waiting to enter an elevator in the lobby of a midtown Manhattan building that housed his union offices. Westies gang member Kevin Kelly at O’Connor shot four times, wounding him in the butt, left leg and hip. The union official was rushed to St. Clare’s Hospital, where he soon recovered. On the evening of January 23, 1989, John Gotti was arrested outside the Ravenite Social Club and charged with ordering the 1986 assault of union official John O’Connor. There were bugs planted in the Ravenite Social Club and in an apartment above the club in which Gotti had frequent meetings where he spoke freely about Gambino family business. They used these tapes in trial when they heard what they thought to be Gotti telling someone to â€Å"Bust him up!† in reference to O’Connor. Although they had these tapes for a while, nobody warned John O’Connor about what might happen to him. Gotti’s defense attorney’s, Cutler and Shargel used this in trial stating that If the tapes weren’t clear enough to warn O’Connor, then they are not clear enough to convict Gotti. Along with the bad sound quality of the tapes and some Brucifying, Gotti was eventually acquitted on all counts due in part to the testimony of O’Connor himself. O’Connor testified that he was never told his life was in danger or that anyone was going to â€Å"bust him up†. The defense was attempting to prove that since the investigators had not warned O’Connor, they had no evidence that named him as the target of Gotti’s â€Å"bust him up† comment. O’Connor also testified that there were internal conflicts within the union at the time he was wounded and that he had many enemies. On December 11, 1990, FBI Agents arrested John Gotti, Sammy Gravano, and Frank Locasio. This was the fourth indictment for Gotti since he came to power after ordering the killings of Paul Castellano and his underboss Thomas Bilotti. However, this was the first time that Gotti would be indicted for the latter murders. He would also be indicted for the murders of Robert DiBernardo, Liborio Milito and Louis Dibono. Along with those murders, Gotti would also be charged with the conspiracy to murder Gaetano â€Å"Corky† Vastola, loansharking, illegal gambling, obstruction of justice, bribery and tax evasion. Gotti and his co-defendants were once again denied bail. Along with Gotti being denied bail, Bruce Cutler and Gerald Shargel, were disqualified from being able to represent any of the defendants in this trial due to some recordings that proved them to be working as â€Å"in house counsel† for the Gambino crime family. The tapes also created tensions between Gotti and Gravano. The tapes showed Gotti describing Gravano as too greedy and attempted to frame Sam my as the main force behind the murders of DiBernardo, Milito and Dibono. Gravano decided to turn state’s evidence in 1991 and testify against Gotti. The case was tried in the US District Court for the Eastern District of New York. The presiding judge was US District Judge Israel Leo Glasser. For the first time ever the jury was kept anonymous and totally sequestered in a Brooklyn Federal case. The prosecutors, Andrew Maloney and John Gleeson, opening statements were given on February 12, 1992. They played tapes from bugs planted in the Ravenite Social Club and the apartment above the club that had Gotti discussing Gambino family business, killings that he ordered, and showed the animosity he had towards Big Paul which also gave him a motive for the killing of the former head of the family. On March 2, 1992, Sammy â€Å"The Bull† Gravano began his testimony. Gravano told the court about Gotti’s ranking as the head of the family. He also told the court about Gotti’s role in the Castellano and Bilotti hit and gave them every detail of the hit. Gotti’s defense provided no real help. All of Albert Krieger’s, Gotti’s new defense attorney, witnesses’ testimonies were d ismissed except for one and that was the testimony of Gotti’s tax attorney. The prosecution rested its case on March 24 and John Gotti was convicted on all accounts on April 2. John Gotti was sentenced to life imprisonment without the possibility of parole on June 23, 1992. James Fox, the director of the New York City FBI, announced at a press conference, â€Å"The Teflon is gone. The don is covered with Velcro, and all the charges stuck.† Gotti was sent to serve his sentence at the US Penitentiary in Marion, Illinois. Gotti eventually died of throat cancer in June of 2002. John Gotti would not be able to have his funeral in the church due to the request of the Roman Catholic Diocese of Brooklyn. After the funeral, hundreds of people followed the hearse which drove through Gotti’s old neighborhood and past the Bergin Hunt and Fish Club.

Analysis of Addiction Service

Analysis of Addiction Service Colin O’Rourke Sankalpa Addiction Services Sankalpa is a Sanskrit word meaning idea or notion formed in the heart or mind, a solemn vow or determination to perform and a desire or definite intention. History of the agency The Millennium Carvings program which was established in 1998 and was supported and funded by FAS and the Local Drug Task Force (LDTF). Designed to deliver rehabilitation programs for stabilised or former drug users in the Finglas/ Cabra area it offered holistic programs exploring individual creativity together with therapeutic rehabilitation programs. Millennium Carvings evolved into Sankalpa and continued to create an holistic and therapeutic environment utilising artwork and creativity. This allows clients participate in their own recovery process while addressing some of the complex needs of service users through personal development and group work. The LDTF now ensure Sankalpa adhere to the National Drug Strategy. Agency Ethos ‘A sustainable p athway out of addiction leading towards a culture of recovery in Finglas & Cabra, built by support organizations and service users working in solidarity’ The characteristic spirit underpinning the Sankalpa culture is that of client centered therapeutic environment in a creative, holistic environment, the emphasis being on community. In creating this community that enables the clients to change intrinsically, the realization being that the client understands what motivates them better than the therapist, change comes from within. It is recognised that the relationship between the client and the therapist is of prime importance when evaluating the success of the therapeutic process, and that the cornerstone of recovery is this relationship. Aims Sankalpa aim to respect the dignity and rights of the client in a just and safe environment while understanding that sole responsibility for any addiction is the responsibility of the client that developed it. In doing so it hopes to en hance intrinsic worth in a therapeutic environment that values learning with a view to facilitating the healing process. It is believed that the therapeutic process is assisted by creating a space where drug related harm is minimised and where well organised levels of drug services are made available. Best practice and evidence based interventions are aimed to be utilised as is the support of non medical treatment of pain. Sankalpa aim to promote problem solving and critical thinking with their clients while remaining honest and open minded in their affairs. Objectives To meet their aims Sankalpa deliver quality programs while utilising trained staff who are  focused on achieving the desired outcomes by being part of the continuum of clients’ recovery  and linking and partnering with other agencies to assist in this continuum. Sankalpa support  clients by offering CE schemes to assist with moving on to employment and education. They  offer accredited further education to clients’ presenting with addiction issues or stabilised on  their medication and assist motivated clients in the continuum of recovery by way of the  development and implementation of their therapeutic model. What kind of treatment approach underpins the agency? The Sankalpa therapeutic model is psychosocial, client centered and evidence based. It utilises structured interventions the aim being to reduce or stabilise the harms associated with illicit drug use. The therapeutic work is mainly done in groups and uses Cognitive Behavior Therapy (CBT), Community Reinforcement Approach (CRA), Motivational Interviewing (M.I) and Mindfulness. One to one sessions include goal setting, reviews and assessments. It is understood by employees of Sankalpa that access to education and employment that may previously have been out of reach due to social deprivation can be the cornerstone of successful recovery.

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Exploration of a business or management related topic relevant to your organisation of choice - Assignment Example The current paper examines the strategic policies of Next in terms of maintaining their competitiveness and superiority in the marker. Through evaluation of their strategies it becomes possible to understand how such success and competitiveness has been achieved by Next. Freeman, R. E., 2010.  Strategic management: A stakeholder approach. New York: Cambridge University Press. Chapter 1, 2, 4, 5. The book is easily accessible and providers detailed information regarding successful strategic management. Next plc, 2015. About next. [online] Available at: [Accessed 30 may 2015]. The website is likely to provide detailed information regarding the strategies and competitive advantages existing at Next. N.B. There is no word count for this but try and provide sufficient detail to demonstrate the areas of investigation and the depth of research you intend to complete. The Project Plan Grading Criteria provides more guidance on expected depth &

On Morphology of Thermoplastic Polyester Elastomer (TPE-E) Research Paper

On Morphology of Thermoplastic Polyester Elastomer (TPE-E) - Research Paper Example The amazing versatility and utility of TPE-Es is because of their specialized structures. TPE-Es have a biphasic structure with one phase remaining soft at room temperature and the other remaining hard at room temperature (Holden 2010). The soft segments are amorphous while the hard segments are structured/crystalline, and both the segments are immiscible (Jelinski, Schilling and Bovey 1981; Sarwade & Singh 2003). The hard segment becomes fluidic when heated and imparts a thermoplastic nature to the polymer, while the soft segment imparts an elastomeric nature (Sarwade & Singh 2003; Holden 2010). The hard segments form noncovalent networks that are thermally reversible, relying on intramolecular interactions for their stability (Jelinski, Schilling and Bovey 1981). A simple TPE-E copolymer structure comprises of alternating A-B-A blocks, where A is the hard phase, and B is the soft phase (Holden 2010). The hard and soft phases are randomly joined head-to-tail, yielding the copolymers (Witsiepe 1973). The general structure of TPE-E copolymers is as follows: SOFT HARD In case of TPE-Es, the soft phase comprises of polyethers while the hard phase comprises of polyesters. By varying the relative amounts of each of these two phases, the properties of the copolymer can be modulated (Witsiepe 1973). Electron microscopic studies by Cella have shown that phase separation occurs in these polyether-polyether co-polymers below their melting points (cited in Witsiepe 1973). The morphology of TPE-Es comprises of the soft segment (polyether), which is the continuous amorphous phase along with interspersed segments of polyesters that have not been crystallized because of their small size, high melt viscosity or due to chain entanglement (Witsiepe 1973). While some of the polyesters remain as short segments in the soft continuous phase, the remaining polyesters exist as closely connected fibrillar crystalline lamellae. This crystalline network of the hard phase along with the s oft amorphous continuous phase forms an elastic network. In simple terms, as described by Witsiepe (1973), â€Å"a more or less continuous crystalline network is superimposed on a continuous amorphous network† (p. 50). The chemical structure of hard and soft phases of a thermoplastic elastomer (TPE) affects its mechanical properties. Therefore, by experimenting with different compounds, TPEs with novel properties can be developed for industrial purposes. Examples of industrially prominent TPE-Es include Hytrel, Ecdel, RTP, Pibiflex, Keyflex and Riflex (Fakirov 2005). Hytrel engineering thermoplastic elastomer is a TPE-Es manufactured by E. I. du Pont de Nemours and Co. (Jelinski, Schilling and Bovey 1981; Fakirov 2005). This elastomer is available in varying compositions of m teramethyline terephthalate, which is the hard segment, and n poly (tetramethyleneoxy) terephthalate, which is the soft segment (Jelinski, Schilling and Bovey 1981). The chemical structure of Hytrel is s hown below: Like all TPE-Es, Hytrel has the flexibility and elasticity of rubbers and the strength and rigidity of plastics, is as easily processable as thermoplastics and comes in both standard and high-performance grades with a Shore D hardness ranging from 30 to 82 (Fakirov 2005). C13 NMR studies by Jelinski, Schilling and Bovey (1981) have shown that the widths of the aliphatic carbon chain of the soft segment of Hytrel are a linear function of the average length of the hard

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International marketing exam - Essay Example How accessible is the segment? Can the business obtain real data to consider the potential of the segment? Is it measurable? Market segmentation is done to clearly identify the various categories of customers in terms of needs and behaviour to better satisfy their needs. When the sellers and firms create separate segments of customers, it makes sense and provides customers with better solutions. Different customers have different amounts of disposable income and thus different in how they view price. Through segmentation, firms raise their average prices and thus enhanced profits for the business and builds up sales. Customer circumstances change, for instance they may shift necessitating change in buying patterns (Gunderson, 2008). When the sellers market products appealing to customers at different stages will help the firm in retaining their customers who might otherwise be tempted to switch to different products. In marketing, firms need to deliver the right message to the relevant customer segment. If the target group is too broad, there is likelihood that the main customers will be missed and that the cost of communication will rise rendering the business unprofitable. Through segmentation, the target customers are reached at a lower cost. Firms always target to increase their market share in the industry in a bid to maximize profits. Careful market segmentation and targeting will enable the businesses to achieve competitive production and costs of marketing therefore increasing the market share. There are various types of segmentation criteria including geographic segmentation; psychographics segmentation; demographic segmentation; and behavioralistic segmentation (Weinstein, 2004). When a company Toyota Motor Company produces cars for example, it segments its market into high, low and medium income earners and produces cars that customers in each segment can afford. The company determines which vehicle features are loved by people

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Home Health Nursing Initiative assignment 2 - Essay Example This paper is also being undertaken in order to assess the appropriateness of the application of this kit using the current literature on this kit. This assessment of literature will hopefully shed light to the evidence-based application of this kit and hopefully make a credible evaluation of the actual application of the Symptom Response Kit. The Symptom Response Kit is described by the South West Community Care Access Centre (CCAC, 2009, p. 1) as â€Å"a kit of medications that can be ordered by a physician, to be available in a client’s home to relieve potential symptoms for clients requiring hospice palliative care services or who are at the end of life stage in their disease management†. In the most basic sense, this kit is a reserve kit which can be used in case unanticipated symptoms of a long-term care patient would surface. The kit contains emergency medical supplies previously approved or prescribed by the patient’s doctor in anticipation of probable symptoms of the patient’s illness. It contains limited amounts of a few medications which have been deemed effective in addressing the usual symptoms of distress in clients who are at the end of their lives (Matzon & Sherman, 2006). The kit is â€Å"solely for the purpose of alleviating unanticipated symptoms, to avoid unnecessary hospit al/ER admission or until a regular prescription can be obtained† (CACC, 2009, p. 1). This kit acts as an interim remedy for the patient in order to prevent further deterioration while a more comprehensive consultation with the doctor is being scheduled. Symptom relief kits or emergency kits are set-up in order to address the â€Å"need to have appropriate medications readily available in the home, extended care facility, or hospital† (Matzon & Sherman, 2006, p. 322). Among palliative health care givers, there is no specific timing where the dying process can be predicted,

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Write a 500 word based on the issue of ways in which the internet has changed political interactions globally(arab spring) - Essay Example University students used Facebook to urge their colleagues to rise against the government. This passing of information could not have happened in the past few years. The invention of voice over internet protocol (VoIP) allowed calls to be done on the internet. Sentiments and anger were expressed through the internet. Personal posts on social media like Facebook and Tweeter had a profound effect on society. Emails were also sent to people constantly. Through the use of smart phones, emails were forwarded within the warring society. Emails allow people to get access to detail information unlike the short message services on the normal cell phones Through the Skype, people made calls to their relatives and asked for ideas and information concerning the uprising. In some countries, journalists were updated through the use of Skype because it was too dangerous to be on the ground. People were interviewed by media houses though this Skype feature. This exposed to the rest of the world what the situation was like on the ground. Videos of the excessive use of force by the government troops were posted on youtube.com website. This was done by suffering citizens from their hideouts. Most of these images were captured by the use of cell phone camera and video recorders. People standing on the balconies of their house or peeping through the widows were able to capture some of the atrocities propagated by these dictatorial regimes. It is hard to imagine what would happen if the internet was none existent. In particular, the use of cell phone with 3G internet features allowed people to access any part of the world even when there were state imposed curfews. The social media carried more information than the mainstream media. Many journalists followed tweets to get information on the latest events. Many people fail to classify cell phones and part of internet phenomenon. Some cell phones act as hotspots where they receive and send data and information as long

Investegating business Essay Example | Topics and Well Written Essays - 1500 words

Investegating business - Essay Example Along with much other industry airline industry is also expanding its business in Qatar. Airlines are one of the fast expanding industries in the world. British airways are the largest airline company based on its international flights, fleet size, destinations. The company is based in London. This Airline Company gets a strong backing of UK Govt. It was established in 1972 by UK Government. From that time it has became a strong player in this industry. It gets a huge support from the government for maintaining its efficient and effective service. British Airlines has a strong presence in UK. It is doing its business for a long time. Therefore nationally and internationally its presence is strongly felt. The company has a strong brand presence. It deals with many international flights and gives a memorable experience to its customers by providing excellent services. It is counted as a leading brand in the airlines industry. The company has an excellent global presence as it provide flights to almost every country of the world. It covers nearly 150 international destinations of six continents of the world. The fleet size of British Airways is over 260 aircrafts. The company is having a strong and prosperous partnership with United Airlines. British Airways forms one world airline. It is the third largest airline company. The company is facing a strong competition from Cash Rich Middle Eastern Airlines. This airline company is becoming very popular day by day by offering equivalent services and facilities like British Airways. This intense competition limits the market share of British Airways. It is losing its customers of its competitor. The company is also facing the problem of poor employee relation which is not properly handled by the company. In British Airways change and innovation in the service offered is slightly slow. The important marketing

Information Overload Essay Example | Topics and Well Written Essays - 1250 words

Information Overload - Essay Example On a day to day basis, the info-rich obtain information from the internet, newspapers, emails, television, faxes and telephone calls. In the midst of all the clatter, the info-rich are conscious that essential and valuable information is being conveyed (Miller, 2009). The challenge now lies in separating the unnecessary, uninteresting, and outdated information from the up-to-date, relevant, and vital (Miller, 2009). This is achievable by any organization if it changes its technical system or its social system or even both (Klingberg, 2008). Initially, when network technologies were introduced, their aim was to bring considerable improvements to the productivity of workers; however, these productivity benefits are yet to materialize (Klingberg, 2008). As a result, empirical scrutiny of the data has failed so far in establishing a considerably positive relation between information technologies and productivity growth (Klingberg, 2008). Moreover, some people have even begun to wonder if the introduction of computers and other kinds of information technology has had a negative impact on productivity levels, since companies waste resources to generate, distribute, process and store paperwork, which, though adds up no value to the business, deflects people's attention afar from productive work (Klingberg, 2008). ... Indeed, a wealth of precious information has been made accessible; the remaining problem is to learn to manage that flood of information. Considering current technological and human constrictions, decision-makers are incapable of processing all the information which they receive (Klingberg, 2008). A number of managers complain that important issues are neglected due to the growing heaps of information which they have to review (Klingberg, 2008). Additionally, many companies are downsizing the assumption that computers are capable of effectively replacing people (Klingberg, 2008). However, information technologies happen to be best used as supplements; they cannot alternate human skills as far as processing complicated information flows is concerned (Klingberg, 2008). When it comes to business models, content providers focus on selling information straight to consumers (Grochow, 1997). However, there some instances when attention, and not information, is scarce (Grochow, 1997). Busine sses should contend for people's time; therefore, various successful business models of the future will have their basis in the economics of attention, which implies focusing on bringing out quality information to the people in a context that is meaningful (Grochow, 1997). Information production will still get motivation from profit incentives, with competition among substitutable information sources reducing the prices of the content of information itself (Grochow, 1997). Rather than expecting direct payment for the creation of information, it is crucial for content providers to run their business as though it were gratis, and then figure out how to enhance relationships or come up with ancillary products and

Business plan - CoViTek Essay Example for Free

Business plan CoViTek Essay CoViTek is an Atlanta based company that offers a unique value added service to the $11 billion dollars video rental industry. CoViTek will revolutionize the industry by renting movies through its video vending machines. These machines are already experiencing tremendous success in Europe, where they were invented. Customers will now be able to rent videos twenty-four hours a day, seven days a week in a timely and efficient manner at the lowest price. Our machines can be implemented anywhere, even in locations that are not accessible to our brick and mortar competitors, and we will therefore focus our efforts on all the strategic locations. Reve-lution Int. will offer a unique business-to-consumer service for the rental of videos and DVDs. The technology, containing a fully automated system, will facilitate continuous rental and return of movies bridging the gap between video stores, who only are open 15 hours a day, and services such as the nonexistent Kozmo. com, who offer video delivery for a premium price. The company has a cost-per-action (CPA) pricing structure. CoViTeks target customers will include universities with a student body of at least 10,000 in addition to the rest of the city of Atlanta for the first six months of operation. CoViTek will provide their clientele with a complete set of integrated tools within the machine to make accurate and enjoyable purchasing decisions. CoViTek will give video rental customers the freedom of rental 24 hours a day, seven days a week, all year long. CoViTek will build the worlds truly first convenient and efficient rental system Target Customers Movie rentals have proven to be an integral part of the everyday lives of the American population. With more than $11 billion dollars in rental sales in 1999, we acknowledge the aggregate demand for the video rental industry. Constantly seeking immediate gratification, video rental stores want the most efficient and cost-effective methods of satisfying their customers. CoViTek will make rentals simple by providing consumers the most efficient tools for with which to initialize a rental process. With the killer application technology used in these machines, the customer will be able to conduct multiple searches in order to rent the movie of their desire. CoViTek will further assist them through the provisions of an active preference search, which is currently being used by Amazon. com. This application will determine what the customer rented last and list the preferred movies of that category the customer will like based on past rental behavior. CoViTeks potential customers will represent the bulk of video rental households who value rental outlet convenience and flexible payment plans. CoViTek will strive for the most efficient, cost-flexible payments and active searches for preservation of quality time. Market Growth Perspective According to analyst Paul Keagan Associates, at home movie consumption expenditures will increase approximately 40% by 2005 to $27 billion, almost triple the amount spent in 1990. The vast majority of these expenditures, about 83%, will be for video/DVD rentals and retail. However, movie consumption will also encompass pay-per-view and video on demand (VOD) available through cable and satellite services. Video Production Companies Ninety percent of our videotapes will come from one of the six major production companies: 1. Buena Vista 2. Warner Bros. 3. Universal 4. Fox 5. Paramount, or 6. Columbia-Tri-Star The power of these suppliers is very high, as they hold the exclusive rights to the movies they produce. One of our late competitors, Kozmo. com, has built a unique strategic partnership with these production companies. They have developed a profit sharing system with the major production companies requiring no initial investment in the videos, but agreeing to give 40% of the revenue generated by the rentals to the producer of the movie. We believe that this profit sharing system is financially unattractive, although it will allow us to reduce our initial investment costs; it minimizes our profits which in turn will delay our expansion strategy. We will use an initial video vendor, Video Bicicling, based out of Texas to supply us with our videos and DVDs. They will provide us with the most up-do-date movies for competitive prices. Competitor Differentiation CoViTek differentiates itself from its competitors in several key areas. While companies such as Blockbuster and Hollywood Entertainment offer the same features, only CoViTek will incorporate all of the features described below in a way that gives consumers the ultimate ease of use, active preference search, and extremely convenient locations of operations. Time Availability CoViTeks competitive advantage is based on its time availability for rentals. The machines will be open and available for usage 24 hours a day, seven days a week, all year round. CoViTek will keep customer service readily available even throughout holidays. Strategic Locations CoViTek will implement the vending machines in key strategic locations after performing a detailed demo-geographical analysis of the city of Atlanta. Locations will initially be university campuses and later the urban areas of the city. Each machine will be located in areas where there is heavy human traffic. Payment Flexibility Our pricing will be flexible depending on the amount of time the video is out. Since CoViTek is a system that is open 24 hours a day there are no late fees associated in our model. Our standard rental time for DVDs is midnight of the following day for a price between $2. 50-$3. 00. Each additional day will be between $1. 50-$2. 00. Video Cassettes will be $3. 99 and if returned within 24 hours $1will be credited back. Each additional day will be $1. 99. (Based on new releases) Active Search CoViTek will use an innovative application technology which actively searches for videos categorized by title, actor, new releases, type of movie (action, thriller, comedy), and most frequently rented movies. Relative Competitive Factor Blockbuster Video Hollywood Video Kozmo. com CoViTek Relative Product Quality and Differentiation i i i i Flexible Payment Plan i E-commerce Based i i Brand Recognition % 100% 63% 40% N/A Locations around campuses i i i i Locations on Campuses i i Large video selection.i i Number of employees less than 5/ location i One of the most compelling aspects of the CoViTek model is its portability into untapped realms of video rental opportunities. This will provide the company with a critical advantage-the flexibility to transform itself in response to competitive challenges or to shifts in the video rental market environment. CoViTeks flexibility will give downside protection to its owners by insuring that new, innovative means of generating cash flow can be realized. Future elements of CoViTek may include: National Expansion. Video rental opportunities in selected national markets such as: Washington D. C. , Los Angeles, Miami and Huston. Washington D. C: our second location has similar features to our first city of operation. It has a few large universities, widely used public transportation, and high pedestrian traffic. The schools we target will be American University, George Washington University, and Georgetown University. Our downtown locations will depend on areas where there is an intersection of the public transportation lines and high pedestrian traffic. Data Distribution. Future plans may include the sale of CoViTeks proprietary online consumer data to the major video production companies. Specialized Machine Content Another growth opportunity for CoViTek in the future is the implementation of machines with customized video selection. The content of these machines will be select videos and DVDs targeted toward an audience based on specific themes. These machines will be placed in strategic locations based around their themes. Some possible themed machines may include: classic movie machines, foreign movie machines with Spanish subtitles or dubbing, and award-winning movie machines. The placement of these machines will require careful market analysis and planning, and therefore we plan to wait before implementation to gather enough data about the market and the purchasing patterns of our customers. Investment Needs Michel Khoury founder of CoViTek, has accumulated cash in excess of $10,000 for the development and the start-up cost of the company. CoViTek is now prepared to obtain financing through establishing a line of credit and implementing an equipment loan for its initial machine. It will later apply for loans as needed in order to buy more machines as it expands its operation. Using the machines and earnings as collateral CoViTek should have sufficient funds to obtain a line of credit that will secure its implementation of strategy. The initial stage of funding will be used to complete Web-site development, obtain one machines, invest in computer hardware and software, lease location space needed for the machines and market CoViTek during the first 12 months of operations. After 12 to 18 months of operation, CoViTek will require an infusion of an additional $15,000 to expand its brand image and increase its service offerings at an accelerated pace. Successful development and operation of CoViTek will allow it to be self-sufficient within approximately 9 to 12 months of initial operation. CoViTek will be a for-profit company incorporated in the state of Georgia. CoViTek Start up costs Machines $20,246. 64 Inventory: video tapes $9,210 Cash/ month $2,808 Advertising $8,000 Legal Accounting $7,000 Insurance $3,000 TOTAL $50,264. 64 Management team Michel Khoury Chief Executive Officer Founder While founding CoViTek, Michel Khoury is Assistant Managing Director at Bear, Stearns Co. Inc. He is working hand in hand with the Managing Director of the company in order to implement a system of bringing foreign investment to the company. He has had significance experience with young ventures as he has participated in the creation of several companies nationally and internationally. Michel Khoury is also consultant to the CEO of Santege Capital Asset Management Group in New York City. Michel Khoury graduated in May of 2001 from Emory University with a Bachelor of Business administration with concentrations in Finance, Consulting, Venture Management and Marketing.

Old Spice Essay Example for Free

Old Spice Essay Old Spice is one of the most popular companies in America that specializes in male grooming products. It was founded by William Lightfoot Schultz in 1934 and began by creating products for women in 1937, closely followed by male cologne in 1938. The company originated in the colonial times and chose the theme accordingly, thus the Colonial Sailing ship became the Old Spice trademark. It wasn’t until the 1990’s when Old Spice changed their colonial sailing ship to the more modern sailing ships and released many forms of deodorant, body wash and body sprays. During this time period Old Spice began advertising their products focusing on how men are continuously attempting to attract women. From 1990 to 2010 Old spice’s advertisements have gradually evolved in the way they entice men that their products will help men become more attractive to women. Through commercials Old Spice has convinced men that their products will aid in satisfying man’s greatest need, a woman. In 1996 Old Spice released a commercial of a man walking off a sailboat his back facing sun hiding his identity leaving the audience in suspense wondering who it was. At the same time they show a beautiful woman stumbling upon herself in a crowd in confusion looking for someone. Soon later she stops to catch her breathe and finds a man, a tall, well built man with a captains hat who is looking at a painting of a sail boat tossing and turning in the sea. Another man sees this confused woman and approaches her but unfortunately she walks away to the sailor. At this moment a deep dominating voice says, â€Å" Some men would rather live their lives sheltered in the harbor, and some would rather sail into life with the unmistakable scent of Old Spice.† As the couple walks away the other man walks to the painting and finds a bottle of Old Spice cologne and smiles. This commercial shows that the woman chose the sailor because he was wearing Old Spice cologne and shows men that there is still hope to find a woman. Old Spice also has a line of Body Spray, Deodorant, and Fragrance. On one of the body spray commercials two teenage boys were trying to ask the same girl out, one boy tried to read a poem and give her flowers while the other boy sprayed on Old Spice body spray and just sat next to her. He immediately won her heart. This advertisement implies that women are simply attracted to good smelling boys. About 12 years later Old Spice commercials emphasized on a different topic, they changed the idea of focusing on men getting women to how Old Spice makes you manlier. The commercial starts off with a skinny short young male dressed as Steve Urkel walking up to a sexy woman in a revealing dress. The woman says hi and instead of replying back the young man runs away in embarrassment making a weird high pitch noise. The camera then zooms out showing the popular LL Cool J, a massive muscular man. He admits that the embarrassing boy is him but says that was all before he started using Old Spice body spray and body wash. Emphasizing that the product made him manlier. Recently in 2010 Old Spice released a new commercial during the super bowl incorporating how Old Spice makes you manlier and can help get women. In this commercial; however, the character is not convincing the men but convincing the women. A tall, well built, dark man in a towel holding a bottle of Old Spice body wash. He addresses the women and asks questions which compare himself to there man and asks the women if their man should use Old Spice body wash. He then follows that question with other question such as; do you want a man who can bake your favorite cake in the kitchen he built with his hands? Then jumps into a hot tub doing a swan dive. The hot tub then falls down and we see him on a motorcycle holding a bottle of Old Spice body wash asking, â€Å" Well ladies should your man smell like an Old Spice man? You tell me†. In this commercial Old Spice shows that with their product a man could make a cake, built a kitchen with his hands, be able to jump into a hot tub which is shallow, and land on a motorcycle. This shows that Old Spice makes men manlier and women are attracted to manly men. This advertisement has evolved from the older commercials in the way that it no longer convinces men as well as women and yet keeps its main idea that Old Spice makes men manlier and attractive for women. Over time Old Spice has observed reality and adapted its commercials accordingly. They started off by trying to convince men that their products will help them attract women. Then went on to persuade men that it will make them manlier, with more confidence. In the present day Old Spice realized that women tend to buy their partners products so they aimed towards women inducing them with handsome attractive shirtless men persuading them to buy Old Spice products. From the first advertisement to the most recent one Old Spice has kept the same mentality in all of their advertisements.

Human Comfort And Thermal Comfort Engineering Essay

Human Comfort And Thermal Comfort Engineering Essay Abstract: The main purpose of the HVAC system is to achieve clean indoor air quality and human comfort (thermal comfort), there are many HVAC systems a designer or owner has the option to select based on the factors such as the type of the building, architecture, location, shape, surrounding climate, occupancy, envelop, level and frequency of activities, and the system operation schedule. In addition to the above base factors that an HVAC system is expected to be selected upon, the energy consumption, system efficiency, initial and operational cost, and finally, feasibility (short and long term rebound positive effect) are of the owners and designers critical concerns. This paper will discuss the elements of a typical feasible high performance low cost, fine tuned HVAC DDC integrated system to achieve the best for users, owners, and environment. 1. Introduction HVAC and its associated auxiliaries system are major energy consumers in a building, the rapid development of the advanced technology nowadays boosts the HVAC system feasibility as more complex control systems are developed for this industry and additional fine-tune, prompt response, standardized communication, ease of control and monitor, and remote accessibility. The BMS/DDC (Building Management System/ Direct Digital Control) integrated system is the core of a good feasible high-efficient HVAC system. The BMS is the most recent High-Tech energy management system that manage a building performance to the maximum desirable pre-determined set of parameters which able to control, monitor, adjust, save and record mostly all of the building facilities and utilities when integrated with all of the compatible buildings Sub-LANs, a DDC is one of those LANs and can communicate with other control LANs under the supervision of the BMS. BMS is able to supervise, control, adjust and record the illumination, electric power control, HVAC, security and observation, magnetic card and access, fire alarm, lifts, and other engineering systems. Integrated with the BMS, the DDC performs the HVAC control management and communicates with the other building controllers via the BMS to achieve integration based on a specified, programmed event sequence. I The DDC is the heart of an efficient HVAC system, it finely tunes the digital/analog input/output communication between sensors, probes, stand-alone controllers, LANs controllers, and finally the controlled element which could be an actuator that adjust the process variable (flow, temperature, level, or pressure), and allows for a feedback signal to further adjust the desired process set-point. This whole process is reported in a real-time manner to the BMS system for further coordination with the other buildings controllable systems to achieve integration based on the pre-programmed parameters. In order to achieve the highest human comfort, energy saving, and a long term rebound effect strategy, The BMS/DDC system should be interlocked and integrated with a high-efficient and feasible HVAC system, this combination can awards energy saving, system and environment sustainability, human comfort, and business feasibility. An Optimal Air System is a good example of a low-coast, high-performance, energy-efficient and a good investment for long-term rebound pay-back effect. Optimal Air System concept is based on the low temperature supply system that needs, less energy consumption by the most energy consumer auxiliary that is the fan, this affects the sizing of the ducts (less duck size), air handling units and fan motors, all of which will be smaller and results in a system that requires less space and uses less power. As this paper focuses on the HVAC/DDC integrated system application for human comfort, energy saving, and feasibility (long-term rebound effect), I will discuss and focus on the DDC and Optimal Air System integration for the above purposes and define characteristics, elements, and functions of both systems. II 2. DDC DDC has became the latest and the most recently used system for HVAC controls after the pneumatic and electromechanical control systems, digital pre-programmable controllers can handle extensive digital/analog data process from inputs (sensors, tranceducers and transmitters) that tyapically mesure temperature, flow, humidity, pressure or level, and outputs to final controlled devices to adjust a process variable based on a preset parameters, also recives a feedback signals from inputs again to further adjust signal command errors for best results based again on the setpoints. Digital inputs are Dry contacts from a control device, analog inputs are voltage and current signals that mesure variables such as humidity, pressure, level or flow form sensing devices and converted to percentage. Digital outputs are of 1 or 0 binary that either stops or starts equipments via a relay, analog outputs are voltage or current signals that control a process variable control devices such as valves, m otors or dampers. The DDC program code may be customized for intended use such as: Time schedule, sequence of operation, trend logs, alarms. 2.1 Elements of a DDC As described above, the three functional elements needed to perform the functions of a DDC system are: a) A measurement element (Sensor, prob, Transmitter, Transducer) b) An error detection element (Digital/Analog/pneumatic Controller, PCU) c) A final control element (Motor/Piston Actuator, VFD, VSD, Relay) 2.2 DDC controled mediums The DDC controls two variables: I. A controlled variable is the process variable that is maintained at a specified value or within a specified range. II. A manipulated variable is the process that is acted on by the control system to maintain the controlled variable at the specified value or within the specified range. 1 2.3 Functions of DDC system In any DDC, the four basic functions that occur are: a) Measurement b) Comparison c) Computation d) Correction 3. DDC LAN-WAN Configuration DDC is where mechanical and electrical systems and equipment are joined with microprocessors that communicate with each other and to a central computer BMS. This computer and controllers in the building Management system can be networked to the internet or serve as a stand alone system for the local peer-to-peer controller network only Fig 1. Additionally, the controllers themselves do not need a computer to operate efficiently as many of these controllers are designed to operate as stand-alone controllers and control the specific equipment they are assigned to control. Fig 1. Typical peer-to-peer controller network [1] 2 With a few exceptions, each DDC or building automation controller holds their own programs and has the ability to communicate to other DDC building automation controllers. It is important for the DDC or building automation controllers to communicate to each other. If the network fails for whatever reason then the system may still function (because the DDC controllers in a BMS system are stand-alone) but it will not function as efficiently as designed. The DDC/BMS system can be configured as independent (localized) closed-system, or DDC open-system based on accessibility options required by a group of buildings managed by a single company or property management firm (centralized), or a single property to be monitored and controlled by its own (localized) Fig 2. Fig 2. DDC/BMS LAN/WAN configuration [2] 3 3.1 BACnet compatibility BACnet is the term commonly used to refer to the ANSI/ASHRAE Standard 135- 1995, adopted and supported by the American National Standards Institute (ANSI) and the American Society of Heating Refrigeration and Air-Conditioning Engineers (ASHRAE). BACnet stands for Building Automation and Control network. BACnet is a true, non-proprietary open protocol communication standard conceived by a consortium of building management, system users and manufacturers [3]. A closed protocol is a proprietary protocol used by a specific equipment manufacturer. An open protocol system uses a protocol available to anyone, but not published by a standards organization. A standard protocol system uses a protocol available to anyone. It is created by a standards organization. Open Systems: An open system is defined as a system that allows components from different manufacturers to co-exist on the same network. These components would not need a gateway to communicate with one another and would not require a manufacturer specific workstation to visualize data. This would allow more than one vendors product to meet a specific application requirement. The DDC/BMS BACnet based LANs and Sub-LANs can be accessed, controlled and monitored from remote locations via the Internet trough a centralized data management system which is capable of collecting data from multiple sites. This is accomplished by connecting with a gateway for collecting data from the lighting and air-conditioning control systems installed in each building or factory, and the center server for providing data collection, database and web server functions along with security measures applied to all transmitted data. Based on the capability of real-time monitoring and analysis of actual energy consumption such as electricity and gas from a remote location by using a web browser, this system is able to achieve the maximum level of energy saving in buildings and factories which in turn, reduce the emissions and the environmental impacts by taking advantage of its cost effectiveness and by limiting the required energy for a specific application or function. 4 Fig 3, Integrated BACnet based WEB Browser BMS Control System Layout [4] 5 4. DDC/BMS integrated features, application and functions 4.1 Energy saving DDC/BMS allows the owner to set up schedules of operation for the equipment and lighting systems so that energy savings can be realized when the building or spaces in the building are unoccupied. Have algorithms as reset schedules for heating plants, static pressure control, and other systems where energy savings can be realized through these predictive programs. 4.2 Human comfort (thermal Comfort) DDC/BMS system allows the equipment optimal start with pre-scheduled program. Optimal start is allowing the equipment to be brought on in an ordered and sequential manner automatically on a schedule before the building is reoccupied so that space set points can be realized before occupation. Event sequence programming features allow the system to compare space temperature, outside air conditions, and equipment capabilities so that the equipment can be turned on at an appropriate time to ensure space set points are achieved before occupation. Have trim and respond capabilities. Based on zone demand the set point for various heating and cooling sources will change according to demand from the zones. For instance, in a Variable Air Volume system, all the VAV boxes are served from a central air handling unit. If all the zones are at set point then the supply air temperature set point of the air handler is automatically changed to prevent mechanical cooling from occurring when it is unnecessary. When the zones grow warmer the supply air temperature set point is automatically lowered to allow mechanical cooling to satisfy demand. In conjunction with the appropriate mechanical system set-up, offer economizing based on enthalpy calculations and/or CO2 set point control. 4.3 Long-term rebound effects Offer load shedding when power companies are at peak demand and need business and industry to cut-back on power usage to prevent black outs. Building Management systems for instance, allow the owner to cycle various things off like water heaters or drinking fountains where use of these things- 6 -will not be noticed even though they are off. Management companies who acquire a good DDC/BMS can set up the system to bill tenants for energy usage (fewer employees required). 4.4 Proactive Ability to send alarms via email, pager, or telephone to alert building managers and/or technicians of the developing problems, and system failures. 4.5 Other applications and compatibilities Have the ability to monitor energy usage including the ability to meter electric, gas, water, steam, hot water, chilled water, and fuel oil services. Have the communications abilities to be integrated with other buildings via WAN setup using the standardized TCP/IP family of protocols. It is BACnet base web browser compatible and other open source communication protocol which allows the system to be accessed via the web browser from remote locations. (Refer to 4.2) 5. High-performance Low-energy HVAC design Recall the Introduction, In addition to BMS/DDC System application for energy saving and high HVAC system performance, a green HVAC system design will achieve all aspects of comfort, energy saving, low initial and operational capital costs, and adds more efficient performance in conjunction with the DDC system, an example of such green HVAC system would be an Optimal Air System [5]. Optimal Air System concept, idea and example are taken from McQuay Air Conditionning/2002 McQuay International/Application Guide AG 31-005 as an example to illustrate its benefits for energy saving, human comfort, lower initial cost and long term rebound effects. Optimal Air systems uses less energy than conventional systems on an annual basis, for example, In a conventional system, supply air temperatures run between 54Â °F -57Â °F from the air handling unit. With duct heat gain, the supply air ranges from approximately 56Â °F-59Â °F out of the air diffuser. 7 In Optimal Air System, supply air temperature run between 45-52Â °F from the air handling unit to optimize energy consumption, reduce first capital cost and improve humidity control. Optimal Air has for years been extensively used in grocery stores and is gaining increasing popularity in comfort cooling applications such as offices and schools. 5.1 Advantages There are several benefits of Optimal Air that make it an attractive system for use in a wide variety of applications. It Saves Space and Reduces Energy and Construction Costs, increases the amount of sensible heat that each CFM delivered to a zone can absorb. While 50Â °F air may not seem much colder than 55Â °F air, the delta T rises from 20Â °F to 25Â °F. That is an increase of 25%. This affects the sizing of the ducts, air handling units and fan motors, all of which will be smaller and results in a system that requires less space and uses less power. In many applications, fans can use more power annually than refrigeration (chillers, condensing units, pumps, and compressors). An example of annual 10-story building energy usage of 200,000 square-feet of HVAC components, the fan energy use is high because the fans operate every hour the building is occupied providing minimum air movement, ventilation air, heating, etc. In this case, an Optimal Air system would have a very real impact on overall energy costs. Fig 4, Annual HVAC Energy Usage [6] 8 5.2 Less Humidity, more comfort Optimal Air systems take more moisture out of the return and ventilation air mixture as it passes over the cooling coil. The lower moisture content in the supply air reduces the Psychrometric balance point humidity level in the conditioned space. This allows the space temperature to be set higher while achieving the same comfort level for occupants and further reduces the supply air quantity and fan power requirement. 5.3 Quieter and Improve Indoor Air Quality (IAQ) The lower air volume required for Optimal Air systems makes them quieter than conventional systems. Fan sound generation is a function of fan type, static pressure and air volume. By reducing air volume (and often the total fan static pressure) Optimal Air systems generate lower fan sound which can result in more desirable space conditions. This reduced sound generation can also be used to reduce the cost of any required noise attenuation in critical applications. The lower required air volume can also be used to reduce filter face velocities, allowing more efficient filters to be used without high energy cost penalties. The lower air temperature and resultant humidity levels also reduce the chance of mold growth in the air handling units, ducts or the occupied space. The example of the building above requires a supply air of 26,667 CFM. The HVAC system is floor by floor VAV air handling units with a two chiller primary secondary system, Optimal air works equally well with applied rooftop units or indoor vertical self-contained units. Table 1, HVAC system performance with optimal air system [7] 9 Table 1 shows the HVAC system performance as the supply air temperature, to the duct, is lowered. It is important to differentiate between supply air temperature off the cooling coil and supply air temperature into the duct. To accommodate the lower supply air temperature, the chilled water supply temperature (CWST) was gradually lowered, the air handling unit coils deepened to allow for closer approaches, and chiller performance was adjusted to deal will the increased lift. Because of their basic operating differences, DX rooftop and self-contained systems may have a different Optimal Air temperature than a chilled water system. When considering multiple system options, it is important to use Energy Analyzer for each in order to identify the best option. 5.4 Optimal Air Balance Point Reduced fan energy must be traded off against increased refrigeration energy. This trade off varies with the type of building, the type temperature control system, the type air conditioning system and geographic locale. Therefore, the optimal supply air temperature is different for every job. When only energy costs are a factor and no thermal storage is involved, this optimal supply air temperature generally falls in the 47Â °F -52Â °F range. It can be determined by comparing total system energy consumption with varying supply air temperatures using an energy analysis program. 5.5 Space Design Temperature and Related Comfort Temperature, humidity, air velocity and mean radiant temperature directly influence occupant comfort. Conventional designs are usually based on maintaining 75Â °F and 50% RH (Relative Humidity) in the occupied space. Figure 5 shows the ASHRAE comfort zone where 80% of the people engaged in light office work are satisfied. As the relative humidity is lowered, the space air temperature can be raised and still provide occupant comfort. The leaving air condition from the air handling unit is the primarily control of the relative humidity in the occupied space. The internal moisture gains from people, kitchens, etc, as well as infiltration also play a part. 10 Fig 5, Equivalent comfort chart [8] In most climates, the lower the supply air temperature, the lower the humidity ratio and the drier the space. Figure 5 shows sensible heat ratio lines for conventional, Optimal and low supply air temperatures. As the space relative humidity is lowered, the space temperature set-point rises from 74Â °F to 78Â °F. 5.6 ASHRAE Compliance The 1999 and 2001 version of ASHRAE Standard 90.1, Energy Standard for Buildings except Low Rise Residential Buildings [9], has mandatory requirements for refrigeration equipment and prescriptive requirements for fan work. The Standard recognizes that Optimal Air systems improve fan work significantly and provides credits to account for improved fan performance. In addition, refrigeration system performance is rated at conventional conditions or special tables are provided to account for non-standard operating conditions (as is the case with centrifugal chillers). In either case, ASHRAE Standard 90.1 does not penalize Optimal Air systems. 11 5.7 Design Considerations Design of refrigeration and air handling equipment for an Optimal Air system is similar to the design of a conventional air temperature system. Attention must be paid, however, to air distribution, controls and duct design. Conventional diffusers, when properly applied, will work with Optimal Air. Controls also require only minor changes from conventional systems. In particular, programming of economizer controls and supply air temperature reset. Finally, the ducting system must be sized for the reduced air volume to take full advantage of the potential capital savings. Duct insulation and sweating should also be reviewed to provide a trouble free system. Not every building type is a good candidate for Optimal Air. When air volumes are dictated by air turnover rates, such as some health care applications, Optimal Air offers no advantage. In fact, there would be increased reheat costs. Office buildings are a strong candidate for Optimal Air. They have high sensible heat ratios and typically less than 20% ventilation loads. Schools can also be a possibility. Generally speaking, as the percentage ventilation load increases, Optimal Air becomes less attractive. Location and climate also impact whether or not Optimal Air is a good candidate. Locations where weather provides significant economizer hours between 45 and 55Â °F will limit the savings. Ultimately, each project must be checked by performing the applicable specific calculations. The following should be considered: Load and Balance Point calculations, Space Temperature Set-point evaluation, Design Load Calculation, Primary and Secondary System Selection, Parallel, mixing or series VAV-Fan powered boxes, Perimeter Heating, Air Distribution, Diffusers (based on air flow and the throw distance calculation), Duct design (considering duct heat gain, sweating and insulation). 5.8 System Life-Cycle Analysis Evaluating different engineering solutions is always part of a good proposal. Optimal Air systems are no different. 12 In the case of Optimal Air, there may be no need to do any calculations because Optimal Air systems cost less to build (lower capital cost) and have the same operating cost as conventional systems (assuming the balance point was used for the design). Duct sizing will decrease almost linearly with reduction in air volume. The installed cost will not change linearly because of the labor portion. A 20% reduction in air volume can result in 80% savings of the 20% reduction or 16% overall savings in sheet metal cost. On the plus side, there are less pounds of steel and fewer man-hours to install it. On the minus side there is more insulation. Terminal boxes and diffusers will be a wash since there are fewer of them but the equipment cost will be higher than conventional equipment. HVAC equipment will cost about the same. This is conservative because the air handling equipment will cost less and refrigeration equipment will be slightly more. There is typically more capital invested in air handling than refrigeration. Building envelope should be the same for new construction. In the case of retrofit applications, it will depend on the quality of the existing building. The cost of space may also need to be evaluated. Not accounting for space savings is conservative. There will be space savings but they may be difficult to realize. If enough plenum height savings can be realized to add another floor within the same building envelope, then that rentable space should be accounted for. Simple payback calculations do not take into account the cost of money, taxes and depreciation, inflation, maintenance or increases in the cost of energy. A more complete analysis should include Internal Rate of Return (IRR) and net present value (NPV). In the HVAC industry, many projects fail simple back (they are in the 5-year range) while passing IRR (they offer a 25% rate of return). Software analysis tools can be used to perform both energy and life-cycle analysis that include simple payback, IRR and NPV. 13 6. Conclusion Building owners and designers faced with increased concerns for energy saving and environmental stewardship search for cost effective system options for their projects. The DDC, integrated with a high-performance low-energy HVAC system as the Optimal Air system can deliver both low first costs and reduced energy costs in a new construction and retrofit applications. This integrated system will not only meet the efficiency and sustainability of its performance at the desired set-parameters, but when designed with advanced selection tools, installed with the most advanced DDC/BMS system, and supported by trained operators, will achieve both energy saving and long term rebound effect (pay-back), maximum human thermal comfort, in addition, it allows building owners to compare predicted energy use to actual performance, this leads to a flexible budgeting, further future system adjustment and energy consumption cut-back. The whole integrated DDC/BMS HVAC system function will also contribute in the environmental impacts reduction. In todays challenging energy efficiency, building owners need proven system that delivers the necessary performance to meet their integrated environmental sustainability and business goals [10].