Peabody Trust Essay Example for Free

Peabody Trust Essay In 1862 George Peabody, an American from Philadelphia who moved to London in 1837, founded the most famous society providing homes for the skilled artisan classes. With ? 150,000 0f initial capital at his disposal, Peabody had several buildings constructed in the inner city Spitalfields district of London by early 1864, in later years; Peabody built dwellings in Bermondsey, Chelsea, Islington, and Shadwell. His goal was to house the working poor in healthy dwellings as long as they were of good character, conducted themselves responsibly, and paid their rent on time (Journal of the Royal Statistical Society 93). The Peabody Trust is a non-profit organization that builds and manages high quality social housing for people on low incomes. Their fund had its greatest impact on the London housing market during the first fifteen years after its founder’s death in 1869; unfortunately, no major projects were undertaken between 1885 and 1900, the worst years of the housing crisis, as the Peabody Trust had at that time to pay down the huge loans taken out during the first twenty years of its existence (Tarn 10). Peabody Trust’s approach is truly innovative. Taking a long-term view of regeneration, the organization works closely with its customer (the tenants of its homes) and suppliers to alleviate homeless and provide opportunities for quality accommodation and employment. Core to the organization’s work is the design, construction and ongoing maintenance of urban development. An outstanding commitment to empowering staff, suppliers and customers has created a culture of creativity in which growth is almost inevitable. In the last decade, the number of properties owned by Peabody has nearly doubled. A similarly innovative approach to raising funds ensures that finances pose no barrier to this substantial growth. In fact, the Trust is one leading raisers of private finance in the housing association field, raising ? 80 million through Business Expansion Schemes and ? 200 million through debenture stock issue. Peabody Trust has one major advantage over most organizations; most of its employees have bought into the Trust’s ethos and work before they walk in through the door. The management, however, is far from complacent. In addition to the culture of openness that permeates, employees are genuinely empowered. Peabody’s innovative approach to fundraising means that they find it fairly straight forward; finances have not represented a barrier to development as an active developer at all. Key to the success of the scheme was the creative approach of the financial director, who shares Peabody’s commitment to innovation. The financial regime is unusually free, enabling the organization to act innovatively. On the other hand, in 1883 the Peabody Trust was severely criticized for housing only the aristocracy of the working classes, it is clear that wherever the Trustees built they provided rooms at rents lower than those generally prevailing in the immediate neighborhood. It is significant that in an area of Westminster where there were only ninety-six one-roomed tenements available, the Peabody Trust added sixty two, but just as important is the fact that in a congested part of central London they were able to offer three rooms for about the price of two in neighboring streets. No wonder that the Peabody superintendent wrote that in his twenty-eight years of managing various model dwellings, he had never experienced so great a rush for places. If the buildings had been six times as large, he declared, â€Å"I would have no difficulty in letting the rooms†. (Medical officer of Health’s Report 58). The Peabody Trust, of all the mode dwelling companies, appeared to have had the greatest and most continuous demand for its rooms. The rent structure and activities of the Peabody Trust were bitterly attacked by several of the model dwelling companies. In part this stemmed from the definition by the other companies of Peabody’s original intentions, in part from jealousy and rivalry. Many felt the Trustees should concentrate on building in the most run-down areas of London (FRSS 103). The other companies feared that the activities of the Trust would jeopardize the entire working-class housing movement by thwarting the principles of five percent philanthropy. Meanwhile, one of the representatives of the Peabody Trust admitted before the same committee that the Trust’s policy of letting at well under market rates might discourage commercial and semi-philanthropic builders, but he suggested, perhaps not too seriously, that the only solution then was for the Trust to buy up its competitors and reduce their rent levels, a solution which would certainly have made the Trust a public body. There even existed a widespread feeling that at the rate the Trust was accumulating money and property it might one day become the sole builder of working-class housing in central London. Like the other companies, the Peabody Trust was very careful in its selection of tenants. The Trust often turned down applicants whom it considered able to afford other accommodation, and it was very strict in its determination to obey Peabody’s injunctions concerning moral character. One can only hazard a guess that the Peabody Trust and the model dwelling companies which cooperated with the Board under the Cross Act attracted to their model dwelling well paid labourers and artisans from nearby streets, and thus, through the leveling-up process, made it easier for those displaced under clearance schemes to find vacant lodgings in the immediate vicinity. Hardship and dislocations inevitably occurred, but without the willingness of the Peabody Trust to assume the duties of a semi-public body and build on a scale matching the demolition work of the central London government, the first large attempts at slum clearance would either have been totally abortive or would have even more harmful effects. Of all the agencies erecting model dwellings, the Peabody Trust excited the most interest and stimulated most controversy. It did more than any other model dwelling society to draw attention to the peculiar difficulties involved in constructing dwellings in central London. They are actively involved in a number of urban regeneration initiatives, their approach is a holistic one, embracing social, economic and community development issues as well as physical improvements. In 1999 Peabody joined forces with South work Housing and appointed ECD Architect s to prepare a master plan for the redevelopment of the Coopers Road Estate. Shortly afterwards they acquired an adjoining site, fronting the Old Kent Road, known as â€Å"Success House† and invited proposals from ECD for a mixed-use high-rise building. Concurrent with these activities, Peabody have been carrying out a ‘community mapping’ exercise, liaising with a developer to redevelop the site of neighbouring redundant pub and planning improvements to Ken House, an existing Peabody estate that abuts both sites. The redevelopment of these sites will act as an important catalyst for regeneration of the wider area. Planning approval for the Coopers Road site was obtained in November 2001 and a start on site is programmed for January 2003.

Physics of Downhill Ski Racing Essay -- physics sport sports skiing

Gliding is the art of maintaining the flattest ski in order to achieve the lowest possible friction. The forces associated with gliding are fairly straightforward: gravity, friction, and air resistance. Air resistance has several inputs that add to the total resistive force. Friction is caused by the lack of a perfectly smooth surface between the skis and snow on a microscopic level. Think of it as the Rocky Mountain range trying to slide over the Himalayas. On a microscopic level this is what friction is. Two factors contribute to the resistive frictional force; a normal force and the friction coefficient. The normal force is the force holding the person up keeping them from falling towards the center of the earth. On level ground the normal force acts straight up against the acceleration of gravity. On a slope, the normal force is equal to the force of gravity proportional to the cosine of the angle of the slope to horizontal. This portion of gravity attempts to accelerate the person toward the center of the earth, the normal force resists this acceleration. The remaining component of gravity accelerates the body down the hill parallel to the slope, a linear acceleration. It is the coefficient of friction that speed skiers and racers try to reduce to a minimum. The normal force is a constant since it is related to their body weight, which does not change during the course of the race. The coefficient of friction is already reduced from everyday levels because of the snow, but it is the goal of racers to reduce this to an absolute minimum to maximize speed. The coefficient of friction is a unit less ratio of the force of friction to the normal force. The real value for the coefficient is often determined experimentally.... ...and the force normal to the shear plane. These two forces again result in the same resultant force but are rotated into the shear plane. The angle of rotation into the shear plane is phi in above second diagram. Phi is the edge angle minus the angle in the triangle of the normal force(N) and the friction force(F) on the ski divided by 2. This can be seen in the first diagram. The centripetal force can be found using the above equations in the second diagram: Fc=Fs*cos(phi)+Fn*sin(phi) Fn=Fs/tan(O-b-F) The Fc is the failing point at which the racer begins to slide the ski and lose speed. When a racer does balance the speed, radius, and other factors to maximize the centripetal force and acceleration, up to 2.5 Gs of acceleration can be achieved. Downhill ski racing is a ballet and balancing act of the laws of physics to be the fastest person down the hill.

Employee Retention and Interviewing Essay

When Southwest Airlines wants to hire employees, they tend to have 142,000 applicants. They obviously want to choose the person who will suit their organizational culture the best. To achieve this objective they need to ask the right questions when interviewing the applicants. These questions should be such that they provide a clear picture as to which applicant will be best for the job and the organization as a whole. You can use behavioral-based job interview questions to help you select superior candidates. Ask interview questions that help you identify whether the candidate has the behaviors, skills, and experience needed for the job you are filling. (Top job interview questions to help you select the Best, Susan M. Heathfield) Before starting the interview the interviewer should describe the essential functions of the job and ask the interviewee if he can perform those functions with or without accommodations. (http://www. alllaw. com/articles/employment/article13. asp) The first competency question should be related to the ability to recruit and interview applicants, ‘how often during your last job did you need to interview applicants and describe a situation in which the first impression of the applicant could have altered your judgment. ’ Through this question the interviewer may get an idea of the prejudices the person might or might not hold. Southwest Airlines need to make sure that their employees do not discriminate against certain races and are able to handle all sorts of situations hands on. The second question is related to the employee’s ability to perform reference checks on potential employees. ‘When a former employer was not willing to provide information about a potential employee, how did you handle the situation and perform the necessary reference check? ’ this question will help the Airlines figure out if the employee is responsible enough to go through the necessary procedure or would overlook some things and carry on. The third question is about the employee’s ability to plan and conduct regularly scheduled organizational orientation programs. Tell me about an incidence where last minute changes were made in the orientation plan, these changes were not known to you. How did you cope with these lat minute changes? ’ this question will help identify the employee’s capabilities in a chaotic situation. For airlines these situations are quite common and such a characteristic will be beneficial for the organization. The fourth question is connected with the employee’s ability to prepare and explain HR policies and procedures. ‘Tell me about a situation where there was a revision in the company policy and the employees did not take the change well. What did you do? This will help the employer or interviewer for Southwest Airlines find out the opinion of the employee about some policies and procedures that may be adopted by the company or already exist within the company. The fifth question is about the employee’s ability to develop and maintain up-to-date job descriptions. ‘How many job descriptions have you developed in your time as an employee here at Southwest and what were some of the major difficulties you faced while carrying out your work? ’ this question will help understand if the employee will be able to assess the applicant’s capabilities and send him to the department that suits him best. The sixth question for the employee should be based on his ability to administer a compensation program and monitor salary increase recommendations to ensure compliance with merit increase guidelines. The question here will be, ‘what is your view on performance appraisals, are they necessary or not, do they motivate employees to do better on the job? ’ This question will help understand what the employee’s are expecting and what benefits they want for the jobs they perform on a weekly or daily basis. By asking these questions from the existing employees, the top management at Southwest Airlines will know the sort of employees who will be screened out from the 142,000 applicants. The number of employees they actually need is 4000, thus the company needs to be careful as to who they hire and retain. By interviewing the interviewers beforehand the organization is making sure they hire the right people. Also, when your interview questions ask the applicant to tell you about behaviors and actions she has actually demonstrated in the past, your selection process will improve.

Hippocratic Oath And The Engineering Code Of Ethics

Compare and Contrast: Hippocratic Oath and the Engineering Code of Ethics The Hippocratic Oath and Engineering code of ethics have both been regarded as the standard for medical and engineering professionals to conduct themselves morally, and professionally to assure that the decisions and activities made are guided by certain principles and values. (Hendon and French, 2016) Both the Hippocratic Oath and Engineering code of ethics emphasize the importance of the duties and responsibilities of professionals in regards to the safety and health of humans, providing services within areas of expertise, being truthful, hold confidential information, and being accountable for professional services provided. The Hippocratic Oath states and emphasizes from the latin â€Å"primum non nocere†, or â€Å"do no harm† towards patients.(Tyson, 2001) The oath is a statement that all medical practitioners quote that they will provide, contribute, and comply with the safety systems in pla ce to protect and reduce the risk posed by adverse health situations. The oath also requires the practicing medical physician to protect the lives of the majority, by means of disease prevention. (Tyson, 2001) Providing medical services to patience requires an enormous amount of training and diligence to provide the best possible outcome for the safety and health of patience. (Ketterer, 2016) In order to fulfil obligations Medical practitioners may only practice in areas that they can deliver service according toShow MoreRelatedMedical Ethics: an Inclusice History2719 Words   |  11 PagesMedical Ethics: An Inclusive History As long as there has been some form of medical treatment in the world, there has been someone who has voiced their ethical viewpoints on the treatment of patients. It is difficult to trace back the very first ethical thinking in medicine, but Islamic and Muslim traditions have left their footprints in Medical and Bioethics since before the medieval and early modern period. The first piece of literature ever dedicated to the field of medical ethics was writtenRead MoreEthics3106 Words   |  13 PagesEthics can be defined as a set of principles of right conduct, or a theory or system of moral values. High ethical values are very important to have as individuals, and even more important to have within a corporation. Yet ethics do not always seem to get the focus that they deserve. All one has to do is turn their attention to high-profile scandals [that] cast a shadow, reminding us about the consequences of unethical behavior and shady business practices to realize that high mora l ethics are notRead MoreNurse And Health Care Worker Protection Act Of 2015 Essay3946 Words   |  16 PagesFinally, there will be annual evaluation by the employer on safe patient mobilization and handling. These will be documented in a written evaluation and include any new procedures by the healthcare facility and what new technologies, equipment, and engineering was implemented by the facility. This annual evaluation must involve the participation of nurses and other healthcare workers (H.R. 4266, 2015). The bill also states that the Secretary of Labor may conduct unscheduled inspections to make sure thatRead MoreMarketing and Customer Survey Score17523 Words   |  71 Pages1 1.1 The Industry Conditions Report 1 1.2 Management Tools 1 1.3 Company Departments 2 1.4 Inter-Department Coordination 3 1.5 Practice and Competition Rounds 3 1.6 Company Success 3 8 Plug-Ins 21 8.1 Corporate Responsibility and Ethics 21 9 Situation Analysis 21 10 Forecasting 22 10.1 10.2 10.3 10.4 Basic Forecasting Method 22 Qualitative Assessment 22 Forecasts, Proformas and the Worst Case / Best Case 23 2 Industry Conditions 3 2.1 Buying Criteria 3 2.2 BuyingRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagespractices raise many concerns. The deï ¬ nition of workers’ rights, not by the workers themselves, but by the owners or managers as a result of the introduction of the new management practices, raised an ethical issue, which we examine in the following â€Å"Ethics in Action.† Fordism in Practice From 1908 to 1914, through trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the