Pragmatic Accounting Essay

There is no generally accepted theory of accounting. There are a number of accounting theories (though a systematic attempt has been made by Financial Accounting Board (FASB) of USA and IASC and other to formulate a comprehensive theory of accounting). The definition of Accounting Theory given by Hendriksen as â€Å"a set of broad principles that (i) provide a general frame of reference by which accounting practice can be evaluated, and (ii) guide the development of new practices and procedures† lead us to perceive accounting theory as a basis of explanation and prediction. The primary objective of accounting theory, as it follows from this definition, is to provide a coherent set of logically derived principles that serve as a frame of reference for explanation/prediction of accounting events and behavior. Classification of Accounting Theories There are several ways of classifying accounting theories. They may be classified, for example, according to time e. g. steward accounting, decision usefulness accounting, and accountability or societal responsibility accounting. Other ways of classifying theories can be (i) Inductive versus deductive, and (ii) normative versus positive. Glautier and Underdown are of the view that the roots of accounting theory are decision theory, measurement theory, and informational theory. Hendirksen says that â€Å"a useful frame of reference is to classify theories according to prediction levels† there are, according to him, three main levels of theory. The levels are as follows: 1) Structural or syntactical theories. 2) Interpretational or semantical theories. 3) Behavioural or pragmatic theories. Behavioral or pragmatic theories: These theories emphasize the behavioural or decision-oriented effects of accounting reports and statements. It has been noted that accounting is now regarded as a process of measurement and reporting information to the users- internal and external. Since 1945 onwards it is being realized that accounting is useful not merely to assess the result of past performance but also that it can be more useful in decision making by the management , shareholder, creditor, present and potential investors, government and others. The objective of accounting now is not only to provide information to management for decision making. Outsider interested individual and groups of individuals are also supplied necessary and timely information for making rational decisions. The focus is on relevance of information being communicated to decision makers and the behavior of different users as a result of presenting of accounting information, e. g. an effort to and be made to find out the extent to which security prices reflect fully and promptly all available information or what is the impact of providing price-adjusted accounting information during inflation on decision makers. It can thus, be seen that in recent times communication-decision orientation has been emphasized in the development of accounting theories. Behavioural theories attempt to measure and evaluate the economic, psychological and sociological effect of alternative accounting procedures and reporting media. ACCOUNTING is utilitarian. It represents a response to needs. The measure of its achievements at any point in time and in any particular context is the extent of this response to the needs of that particular time in that particular context. Underlying accounting standards represent the concept of usefulness. The truth of this is evident in the decision-oriented accounting which forms such a large part of the accounting task. The accounting required to satisfy the demands of stewardship, law and regulation, and reporting minima, forms only a minor part of modern data processing and information systems. The detailed classifications and task-oriented analyses which are a feature of the modern system are justified only by their capacity to provide at the margin a value in excess of the incremental cost. Management needs information to use as a basis for decision-making. The value we are concerned with is value to management  An accounting system accumulating, classifying, analyzing and relating both financial and statistical data is the major source of managerial information. In the first place there is the value of the record itself. It is necessary to have ready access to facts, and reliable evidence of facts. For example, detailed and verifiable records of debtors’ current accounts are essential. In the second place, there is value in the analysis of the results of past activity and past decisions, particularly if this can be related to standards and to individual responsibilities. Finally, there is value in data classified and accumulated for the purposes of projection. There is truth in the criticism that we are a long way from using the economic potential of electronic computers in the business sphere, and that the future will see an increasing use of computers in the scientific projection of past data to provide a constantly updated guide for managerial planning. Administrative accounting is a response to managerial needs. It is economic only insofar as it provides, at the margin, value at least equal to cost. It follows that, in the rapidly changing scene which is typical of today, there is a need for a continual reassessment of needs, of responses, and of economics. It follows too that the administrative accountant is concerned not just with meeting general needs typical of the particular type of enterprise, but also the particular needs of those responsible for administering the particular enterprise. Finally, the administrative accounting that is done in a specific enterprise is the concern of the management of that enterprise rather than of the accountancy profession. Accounting is a system-centered activity carried out to meet particular needs. But a study through time, and a study of systems in widely varying enterprises, reveal the existence of some broad needs and the development of some common methods and generally accepted standards in the meeting of those needs. In their valuable study of accounting continuity,’ Littleton and Zimmerman have traced three general and continuing needs which have been and continue to be the concern of accounting: 1. The need to record in order to report. This is the concept of stewardship; but is concerned too with the need for dependable facts. . The need to audit in order to trust. This is the concept of verification, ex-pressed in the modern context in the auditing function. 3. The need to analyze in order to understand. The need to interpret, they suggest, is the greatest of these needs, and by corollary the most important of the accounting tasks. Its systematic implementation is through classification, analysis, and comparison. Common needs might well be expected to stimulate common responses, though environmental factors will lead to differences in these responses. Double entry accounting has been one such response, and its value is evidenced by its continuity after some six hundred years of experience. The social need for reliability and comparability of accounting reports has led to the concepts of â€Å"general acceptance† and â€Å"the true and fair view. † But both methods and concepts require continuing’ review to determine, in a changing world, the extent to which they are meeting both broad needs and particular needs. Many accountants would maintain that the time honored double entry system, fundamentally based on flows of historic costs, is in-adequate to meet the needs of the modern era. The Accounting: The Survival of Satisfactory The accounting bequeathed to us today as a gift from yesterday exemplified a response to past needs; but not necessarily of the â€Å"a survival satisfactory. One must ask the questions â€Å"Satisfactory to whom? † and â€Å"Satisfactory for what purpose? If standards are to have a sharp cutting edge, then they need to be concerned with the particular needs of particular individuals or groups. The broader the group, and the more diverse the needs, the less incisive and useful are the standards. â€Å"Fairness to all† and â€Å"general acceptance† tend to reflect custom and com-promise. Such concepts are not without value-the same value as Common Law has in our legal system. But where there is a potential towards bias, where there are vested interests, social interests, and interests requiring the protection of society the law tends to be more specific. And this is the situation in the external reporting field which is the particular concern of the accountancy profession. One result is that professional pronouncements on controversial matters have tended to lack clear definition and to give tacit acceptance to what Leonard Spacek has called â€Å"double standards. Another result is that the reaction of accounting practice in re-porting to changing needs has tended to be very slow, and to receive its main stimulation from disaster rather than from the evolutionary process envisaged by Little-ton and Zimmerman. Let us assume that we have overcome the problem of definition of â€Å"the satisfactory. † What conditions are necessary for the timely emergence of the satisfactory? I suggest that it requires a regular critical examination of current needs, objectives, standards, compromises, methods and rules, with an adequate testing of new concepts and methods. The basis for testing should be the closeness of approach to the revised objectives, and the practicality and economics of the change (considered in the very broad sense). In fact our re-examination have tented to be spasmodic and uncritical. That testing is inadequate is clearly by the evidence negative reaction to the suggestion that supplementary statements be published, incorporating price level changes. Firm objectives to use as a basis for judgment are at least not clearly expressed-if they are expressed at all.

Test

TABLE OF CONTENTS1. PURPOSE22. SCOPE23. REFERENCES24. TERMS, DEFINITIONS & ABBREVIATIONS35. RESPONSIBILITY AND AUTHORITY36. RECORD & DATA KEEPING37. DOCUMENT CHANGE HISTORY38. ASSET MANAGEMENT DEFINITION49. STAKEHOLDERS410. STATUTORY REQUIREMENTS411. ASSET MANAGEMENT QUALITY FRAMEWORK512. ASSET MANAGEMENT STRUCTURE ROLES AND RESPONSIBILITIES513. ASSET MANAGEMENT IMPROVEMENT PROCESS1014. ASSET MANAGEMENT STRATEGY DEVELOPMENT1115. ASSET MANAGEMENT SYSTEM COMPONENTS1116.CONCLUSION18| LIST OF FIGURES Figure 21: Scope of Asset Management Framework (PAS55)2 Figure 121: Rand Water Supply and Purification Systems6 Figure 122: Asset Management Plans7 Figure 123: Asset Management Planning and Management Structure8 Figure 124: Organogram9 Figure 151: Asset Management System Components12 1. PURPOSE The purpose of this document is to provide a framework for the adoption and implementation of asset management for Rand Water’s physical asset portfolio. 2. SCOPEThis framework applies to physi cal assets associated with production infrastructure under the jurisdiction of Rand Water. Assets consist of buildings and property, pipelines, civil structures, mechanical equipment, electrical equipment water treatment process plants, and automation equipment. It excludes human assets, financial assets, information assets, intangible assets, and movable equipment. Figure 21: Scope of Asset Management Framework (PAS55) 3. REFERENCES The following documents must be read in conjunction with this Framework. Document Title| Document No. Location| Quality Management System Requirements| ISO 9001:2000 | RW Library| Environmental Management System Requirements| ISO14001:2004| RW Library| Occupational Health and Safety Act and Regulations| OHS Act (85 of 1993)| RW Library| Occupational Health and Safety Assessment Series| OHSAS 18001:2007| RW Library| International Infrastructure Management Manual – South Africa Edition 2006 | ISBN No:0-473-10685-X| RW Library| Asset Management Part 1: Specification for the optimized management of Assets| BSI PAS 55-1:2008| RW Library| Asset Management Part 2: Guidelines for the application of PAS 55-1| BSI PAS 55-2:2008| RW Library| Rand Water – Strategic Asset Management Process Guides – Know Your Assets| RW SAM 60001 BPM SIS| RW Library| 4. TERMS, DEFINITIONS & ABBREVIATIONS These are terms used in the organization & are unique to the company terminology, business and culture. AMAsset ManagementAMFAsset Management Framework AMPAsset Management Plan KPIKey Performance Indicators O&MOperations and Maintenance R&DResearch and Development RWRand Water SAMStrategic Asset Management 5. RESPONSIBILITY AND AUTHORITY The Chief Executive is accountable and Portfolio Heads are responsible for the implementation of Asset Management in RW. The General Manager: Strategic Asset Management is responsible for the implementation of Strategic Asset Management with regards to production infrastructure under the jurisdiction of Ra nd Water. 6. RECORD & DATA KEEPING Record Document| Form/Doc Number| Location | Retention Period| | | | | | | | | 7. DOCUMENT CHANGE HISTORYThe following table contains the history of this document with a description of each revision. Date| Previous revision number| New revision number| Description of each revision| 23 Sep 2010| N/A| 0| First draft| 17 Nov 2010| 0| A| Second draft| 10 Dec 2010| a| B| Third draft| 17 Feb 2011| b| C| Fourth draft| 9 Mar 2011| c| D| Fifth draft| 8. ASSET MANAGEMENT DEFINITION The following definition for asset management is adopted, based on PAS 55: Asset Management is the systematic and coordinated activities and practices through which Rand Water optimally manages its assets, their associated performance, risks and expenditures over their lifecycle for the purpose of achieving its organizational strategic plan. 9. STAKEHOLDERSThe following stakeholders are relevant to asset management: * Customers who purchase water from Rand Water; * Suppliers and s ervice providers; * Government; * Standards authorities; and * Auditor General of South Africa. 10. STATUTORY REQUIREMENTS The following legislation and regulation are relevant: Annual Financial Statements are required to be prepared in compliance with the South African Statements of Generally Accepted Accounting Practice (SA GAAP), the Water Services Act No 108 of 1997, Companies Act No 61 of 1973, and the Public Finance Management Act No 1 of 1999 as amended. The Constitution (and its amendments) secures the right of every Citizen to sufficient water;The Water Act ensures that everyone has access to water, water resources are conserved, protected and managed, proper water resource planning takes place, the costs of managing and developing the resource is addressed and that water resource institutions are established. The Water Services Act defines the rights to basic water supply, the setting of national standards and norms, water services planning, regulation of water services, e stablishment of water boards, the monitoring of water service provision and the promotion of effective water resource management and conservation. The Water Services Act is supported by the Strategic Framework for Water Services which sets out an implementation framework for the Act and gives effect to the regulation of water services delivery.The principle objectives of the PFMA are to secure transparency, accountability, and sound management of the revenue, expenditure, assets and liabilities of the institutions to which this Act applies. In terms of this Act, from an asset management perspective Rand Water is: * responsible for the effective, efficient, economical and transparent use of the resources of the department, trading entity or constitutional institution; * responsible for the management, including the safe-guarding and the maintenance of the assets, and for the management of the liabilities; The Occupational Health and Safety Act (OHSA) (85 of 1993, Construction Regulat ions) state that: the owner of any â€Å"structure† (incl. nfrastructure such as waterworks, buildings, drainage works and roads) to maintain such structure in a manner that the structure remains safe for continued use and such maintenance records shall be kept and made available to an inspector for continued use. 11. ASSET MANAGEMENT QUALITY FRAMEWORK The development of an ISO Standard for Asset Management is currently in progress. The ISO Standard development is being led by the British Standards Institute (BSI) as secretariat and there are 22 countries participating and 14 countries observing. South Africa is participating with representation from the SABS. The ISO standard is expected to be launched in late 2011. The final ISO standard is expected to be substantially aligned with the current PAS55 specification for asset management, which has widespread adoption around the world by both public and private enterprises.Rand Water will adopt the PAS55 specification as an int erim framework for the implementation of asset management until the launch of the ISO Quality Standard for Asset Management. Once the ISO Quality Standard has been launched, Rand Water can evaluate the formal adoption of the Quality Standard within the organization. 12. ASSET MANAGEMENT STRUCTURE ROLES AND RESPONSIBILITIES The strategic assets of Rand Water work together as one large system, for which custodianship is assigned to the Senior Manager Assets. However, the Rand Water assets can currently be split into 4 main supply systems and 2 main purification systems, on the basis of geography and function.The systems are the following: * Eikenhof Supply System * Zwartkopjies Supply System * Palmiet Supply System * Mapleton Supply System * Vereeniging Purification System * Zuikerbosch Purification System These systems are shown in the figure below. Figure 121: Rand Water Supply and Purification Systems The management objectives of the Supply Systems are somewhat different from the m anagement objectives of the Purification Systems. The management objectives of the Supply Systems are focused on satisfying commercial customer service levels, managing current and future user demand, and managing water delivery including water conveyance, pumping, storing, and end user delivery control.The Purification System management objectives revolve around managing the purification of raw water to agreed quantity and quality service levels. Given the vast magnitude of the assets under Rand Water control and the different management objectives, it is prudent to split the asset management planning responsibility according to the different supply systems and then roll these plans up into a consolidated Asset Management Plan (AMP) for the entire organization. This is shown schematically below. Eikenhof Supply System AMP Zwartkopjies Supply System AMP Palmiet Supply System AMP Mapleton Supply System AMP Vereeniging Purification System AMP Zuikerbosch Purification System AMP Rand W ater Consolidated AMP Figure 122: Asset Management PlansAlthough the management objectives and the planning are logically split according to the functional areas above, the technical expertise is asset type specific and cuts across the different functional areas. Seven areas of technical expertise have been identified below and a detailed breakdown of assets is provided in Annexure A. : 1. Buildings and Property; 2. Civil Structures; 3. Pipelines; 4. Electrical Equipment; 5. Mechanical Equipment; 6. Process Plant; and 7. Automation Equipment. In order to effectively manage the asset portfolio, planning should done by functional area, with each functional area being assigned to one Asset Management Planner.The technical expertise of managing the assets is best arranged by asset group and should be headed by an Asset Manager. The Asset Management Planner should have expertise in planning and the primary management responsibility of developing and implementing Asset Management Plans fo r each Supply System. This includes defining service levels, forecasting demand, integration, optimised decision making, and developing long term financial plans. The Asset Manager should have a strong technical background in design, rehabilitation, and maintenance of the asset group and the primary management responsibility of optimally managing the lifecycle of the asset group, bearing in mind the priorities and constraints of each Supply System.This includes managing condition data collection, assessing asset risk, setting standards, and the development of maintenance and rehabilitation strategies. These two groups will interact in a matrix structure as shown below. Figure 123: Asset Management Planning and Management Structure It should be noted that the Asset Managers help the Asset Management Planners develop the best asset management strategies to achieve the specific objectives of the Supply System. For example, the strategy to manage pumps in a Supply System may be differen t from the strategy to manage pumps in a Purification System as the pumps pose different risks to the achievement of the management outcomes.Even between two different Supply Systems, similar pumps may have different strategies as they may pose different risks to each particular Supply System. The organogram under the Senior Manager Assets is shown below. Figure 124: Organogram There is substantial integration required between all the units under the Senior Manager: Assets to implement effective asset management practices. These interfaces will mature with the implementation of a structured asset management improvement process. 13. 14. ASSET MANAGEMENT IMPROVEMENT PROCESS Rand Water is at the initiation stage of the implementation of asset management as a holistic practice across its structure.A new structure has been formed under a strategic asset manager and the mandate has been given for the structure to implement asset management best practice. The strategic asset manager now ne eds to proceed with the implementation process. The process for the adoption of asset management within Rand Water follows the approach advocated by PAS55 with additional guidance from the IIMM. The process starts with the development of an asset management policy that is aligned with the strategic objectives of the organization. The policy then guides the development of an asset management strategy, which is a set of actions, to enable asset management within the organization.The strategy needs to be implemented in a manner that develops internal capacity in the organization to execute the asset management practices as a part of everyday business. A process of improvement management then needs to be adopted to ensure that the asset management capabilities are further developed and refined with time. The asset management strategy implementation will require substantial change management to raise the capability from awareness through to integration. The process is shown in the table below. | Asset Management Policy| Asset Management Strategy| Strategy Implementation| Improvement Management| What is it? | Broadly outlines how and why AM will be undertaken across the organisation as a whole. | Specifies actions to be undertaken to improve AM capability to achieve specific objectives. Implementation of the identified actions . | Continuous refinement of the strategy and implementation of revised actions. | Objective| Provides the organisational foundation and mandate to undertake AM in a structured and coordinated manner. | Develops a structured set of actions aimed at enabling AM within the organisation. | Develops internal capability to implement and sustain AM practices. | Refines AM capabilities through continuous structured improvement management. | Description| * Organizational context, importance of AM * Organizational vision and goals and AM vision and goals * AM policies underpinning AM goals * Key performance measures for policies incl. imeframes * AM re sponsibilities and relationships * AM integration with business processes| * Description of current practices * Description of required practices to achieve AM vision and goals * Identification of the gap between current practices and future vision * Identification and description of strategies to close the gaps in a structured manner| * Raising of awareness across the organization * Developing of technical understanding * Embedding of AM practices through application * Integration of AM practices to achieve multi-disciplinary AM benefits| * Optimisation of AM practices through refinement and enhancement * Innovation of new and best practices that deliver step changes rather than incremental change| 15. ASSET MANAGEMENT STRATEGY DEVELOPMENT The asset management strategy specifies the actions that need to be undertaken to develop, improve and embed asset management capacity within the organization in order to achieve the corporate objectives.The process of strategy development is to assess the organization’s asset management system by means of an asset management practices audit, which compares the organization's current asset management practices against the requirements of PAS 55 and international best practice. The audit is made against the asset management system components that comprise asset management within the organization. The identified best practice â€Å"gaps† are prioritized and programmed in an asset management strategy to drive improvement. Furthermore, the audit provides a benchmark to measure organizational improvement and maturity annually. 16. ASSET MANAGEMENT SYSTEM COMPONENTS The asset management system is a whole of life asset management framework that reflects the management and control level in the organization as well as the different stages of the asset lifecycle i. e. he system addresses the strategic, tactical and operational management of the organization as well as the planning, implementation and asset care phases o f the asset lifecycle. Note that the disposal stage is included under the asset care phase. The asset management system components illustrated below provide a high level structure for the strategy development. Each component should be reviewed in detail to determine the level of maturity of current practices, the best appropriate maturity level, and to define the actions required to achieve best practice. The components are shown in the figure below and described in greater detail in the text that follows.FIGURE PROVIDED SEPARATELY Figure 151: Asset Management System Components Strategic Management Components Asset Management Policy and Strategy An Asset Management Policy is a description of an organisation’s approach to Asset Management. It provides both the link between the overall organisational strategic plan and an effective Asset Management Plan, and also provides the start of the rationale that ultimately justifies every Asset Management activity the organisation under takes. An Asset Management Strategy documents the organisation’s overall approach to managing physical assets. It describes how the Asset Management Policy is to be implemented.As such it needs to be closely aligned with that policy as well as linking to other associated higher level strategies (e. g. operational strategic plans etc. ) Risk Management Policy A Risk Management Policy is a description of an organisation’s approach to Risk Management. It addresses the management of risk between the strategic, tactical and operational level of management and the linkages between these levels. It is closely aligned to the Asset Management Policy. Statutory Compliance Organisations must be fully aware of the duties imposed under legal instruments for all of their activities and must ensure its systems and procedures fully comply with the requirements.The organisation should have a system for identifying the laws and regulations applying to all activities involved with physic al assets and to ensure its systems and procedures comply with the requirements. Organisational Alignment and Commitment Organizational alignment and commitment across the organization is essential for the successful implementation of asset management. The Asset Management Policy, Strategy, and Plans should be aligned with corporate objectives. The asset management strategy implementation should be overseen by a steering committee with representation by departments including finance, corporate, planning, maintenance, operations, and project management. Asset management information and plans should be widely available and used across the organization to inform strategic and tactical plans across the organization.A strong commitment to an asset management improvement process by senior executive management, backed by the availing of adequate resources to implement the process, has proved to be a significant determinant of asset management success and lead to the realisation of asset ma nagement benefits. Asset Management Structure and Responsibilities The definition of roles and responsibilities for the implementation of the Asset Management Strategy is necessary to ensure clarity of purpose and to manage interfaces between line functions. Asset management KPIs should strengthen the accountability towards the implementation of the strategy. Customer Service Level ManagementThe setting and management of Customer Service Levels have substantial influence on the Asset Management Plans, which have the objective of providing the desired level of service in the most cost-effective manner (IIMM). The setting of Customer Service Levels should be undertaken in a consultative basis with customers and should reflect customer expectations. Improvement Actions and Management of Change Improvement actions and management of change are the combined processes, systems and procedures in place in an organisation to specifically deal with corrective actions, preventive actions and co ntinuous improvement actions. Financing StrategyThe financing strategy should quantify the total cost of asset ownership and the funding needs for additional capacity, level of service changes, asset renewal, and maintenance and operations over a long term planning period (20 years). The impact on funding sources and tariff setting should be determined to manage the surplus/deficit and to maintain financial sustainability over the long term. Investment decision making should incorporate organizational risk and triple-bottom-line consequences in the analysis framework. Skills Enhancement and Management Skills Enhancement and Management refers to the processes utilised to manage personnel training and development, along with staff retention systems. Tactical Management Components Subgroup: Planning Demand ForecastingDemand forecasting is the estimation of the change in demand based on population and land use change within a long term planning horizon (20 years). Demand forecasts incor porate several demand influences including service level changes, pricing, customer types, and consumption trends. Several demand forecast scenarios are developed and associated risks are quantified. Failure Prediction (capacity) Capacity failure prediction is the evaluation of capacity against forecast demand to predict failure time and the associate risks thereof. Failure Prediction (condition) Condition failure prediction is the prediction of asset decay and the associated risks of asset deterioration over time along with the dentification of appropriate asset strategies to manage the risks. Strategic Maintenance Planning The Strategic Maintenance Plan documents the continuing suitability, adequacy, effectiveness and efficiency of the Asset Care function by addressing formal compliance audits results, performance against KPIs, incident results, progress against previous management reviews, and plans for improvement. Reliability Engineering ; RAM analysis Reliability, Availability , Maintainability (RAM) Analysis provides organisational risk based assessments to highlight which assets are providing optimised return on investment and are being administered effectively at lowest cost.It involves understanding the concept of the three critical factors and how each affects the other. RAM can be applied at any point in the project lifecycle from concept to operation. However, it is most cost-effective at the early detailed design stage when the required operating parameters are known, equipment designs/vendors have been selected and engineering feedback from the RAM study can still be effectively and efficiently incorporated into the overall design. Asset Lifecycle Analysis Life cycle analysis involves the analysis of all costs associated with owning an asset. It is the sum of all recurring and non-recurring costs over the full life span of an asset or system.It includes the purchase price, installation cost, operating costs, maintenance and upgrade costs and the salvage value at the end of ownership or its useful life. Optimised Decision Making Optimised Decision Making is the process of identifying and prioritising projects/interventions required to manage risks at optimal timing, along with multi-criteria prioritisation based on lifecycle cost and triple-bottom-line based consequence analysis. The decision making is integrated across service disciplines and functional areas to derive the optimal project/intervention program that results in the best investment for the organization. Investment AnalysisInvestment Analysis refers to the evaluation framework and financial analysis used to evaluate the viability of the investments and to inform investment decision making. Investment analysis includes financial modelling and the quantification of net present value, benefit-cost ratios, risk reduction benefits, societal benefits, etc. Asset Management Plan The Asset Management Plan informs the organization of how the assets will be managed over t he long term (20 years) along with a short term implementation plan (5 years). The Asset Management Plan highlights the changes in demand, service levels, and asset condition along with the risks that these pose to the organization.It quantifies the long term funding needs and constraints and explains how the funding will be prioritised between the competing needs. It provides a prioritised short term (5 year) project/intervention program for implementation. It also incorporates the asset management improvement plan, which guides the organization on the practices to improve over the short term. Subgroup: Implementation Lifecycle Design Optimisation Lifecycle Design Optimisation is the process of incorporating lifecycle analysis, maintenance strategy, and maintenance constraints into the design phase to ensure that infrastructure is designed in a manner that minimises the long term lifecycle cost of asset ownership. Operational Readiness and CommissioningOperational Readiness is a st ructured systemic process that is used to prepare for the project operational phase. It is used to ensure that new or modified assets or systems are able to commence operation in the desired and expected manner. It is an integrated, proactive, considered approach to projects that ensures that people are operationally ready, systems are operationally ready, and assets are operationally ready. Commissioning is an integral part of the Operational Readiness process that refers to the execution of the testing, dynamic verification and acceptance plans for the assets to ensure the asset has been delivered to the required quality and performance criteria. Equipment StandardisationEquipment Standardisation describes the continual improvement method of reducing the cost of inventory and maintenance, by reducing instances of machinery, materials or spare parts that are one-off or stand-alone compared to others in use at a site. When equipment is standardised, one suite of spare parts can be u sed, and training for personnel is reduced, which in turn reduces overall maintenance cost. Subgroup: Asset Care Maintenance Performance Management (KPIs) Performance metrics (KPIs) are measures of an organisation's activities and performance and enable maintenance performance to be monitored against specific targets. Asset StrategiesAsset Strategy Development is the process to ensure that appropriate maintenance activities are performed with optimum effectiveness and efficiency to allow an organisation to achieve its business objectives at the lowest asset lifecycle cost. Failure Analysis and Root Cause Mitigation Failure Analysis and Root Cause Mitigation is the identification of potential costly failures and mitigation of all possible root causes of such failures. â€Å"Apollo Root Cause Analysis† is an event-based problem solving technique widely used as a leading practice to identify failure modes and effects on the process. Failure Modes and Effects Analysis (FMEA) and Failure Modes, Effects and Criticality Analysis (FMECA) are reliability based techniques and products that can be used to solve a wide range of reliability problems. Reliability Centred MaintenanceReliability Centred Maintenance (RCM) is a process that is used to determine what sort of maintenance needs to be carried out on any physical asset with a focus on preserving its system functions, rather than preserving the equipment. RCM is a logical, structured framework for determining the optimum mix of applicable and effective maintenance activities needed to sustain the desired level of operational reliability of systems and equipment while ensuring their safe and economical operation and support. External benchmarking Benchmarking is a continuous improvement tool that is used to achieve improved performance by measuring the organisation against other organisations that are identified as exhibiting leading practice worldwide. SustainabilitySustainability is the evaluation of the envi ronmental, economic and social impact of the assets and the extent to which the triple-bottom-line elements are incorporated in the organisation’s practices. Loss Mapping and Analysis All organisations are working to get competitive returns from their investments in assets. The complexity in plants and equipment through process automation and technology has substantially increased the number of problems that can cause production problems. To identify the source of the problems which contribute to major losses is a very important criterion to prioritise the process improvement projects. Maintenance/Operations Integration Maintenance/Operations Integration is a management principle with derivative actions, and is designed to combine the organisational functions of theOperations and Maintenance groups in order to become more effective and efficient. Integration ensures that the human resources of both departments have a clear, common and collective purpose to improve the equipme nt performance, and subsequently the benefits to the business. Operational Risk Analysis (compliance, contingency plan, risk management) The Operational Risk Management (ORM) process is undertaken to identify and quantify risk exposure and then develop suitable strategies, plans and procedures to maximise its upside and minimise its downside exposures. Operational Management Components Subgroup: Planning Planning Data Collection (condition, usage, risk)Planning data collection refers to the collection of information for planning purposes, which usually includes condition, usage, and risk data amongst other data. This information typically covers the entire asset group and is used to identify projects/interventions that need to be implemented over the planning horizon. Planning Information Management (condition, usage, risk, GIS) Planning Information Management refers to application of systems to manage planning information. Due to the different nature of planning and maintenance dat a, planning data typically does not reside is a CMMS, but rather resides within a GIS and planning database. Linkages between systems are important to allow the transfer of data for planning and analysis. Subgroup: ImplementationMaterial and Contract Management (vendor reliability, material management) Vendor Reliability refers to the capacity and capability of a vendor (or group of vendors) to consistently supply goods and services to the client in a timely manner as per defined specifications and standards. Materials Management is the complete set of processes and procedures that are used to ensure that resources other than personnel, tools and equipment are readily available to support all maintenance activities. Subgroup: Asset Care Maintenance Information Mgmt (CMMS) Maintenance Information Management entails acquiring, organising, maintaining and retrieving maintenance information.A Computerised Maintenance Management System (CMMS) is a system to assist with the effective and efficient management of maintenance activities through the application of computer technology. It generally includes elements such as a Work Order system, as well as facilities for scheduling Routine Maintenance Tasks, and recording and storing Standard Jobs, Bills of Materials and Applications Parts Lists, and other associated features. Maintenance Identification and Prioritisation Maintenance Identification is the process of defining what needs to be done to an existing asset to either ensure it remains in a state whereby it can perform its stated function, or can be efficiently returned to such a state.Maintenance Prioritisation is the process of determining a ranking or rating for a defined amount of work, based on an objective assessment of the importance of the work, in terms of the impact failure of the asset would have. Asset Criticality can be incorporated during this prioritisation process. Preventative Maintenance (inspections, work management) Preventive Maintenance is t he systematic care, servicing and inspection of equipment for the purpose of maintaining it in serviceable condition and detecting and eliminating failure modes. The ultimate goal of doing preventive maintenance is to keep the equipment running to its required function and operational standard. Work management covers all procedures that are followed to ensure that maintenance work is carried out in an efficient and effective manner.Work execution procedures are usually enacted by maintenance supervisors or coordinators and apply to work being done under the authority of properly planned and scheduled work orders. Planning and Scheduling (budgeting, short and medium-term planning, scheduling) Maintenance planning and scheduling includes the budgeting, planning and scheduling of equipment maintenance strategies to ensure that activities are performed with optimum effectiveness and efficiency. Health, Safety and Environment Health Safety and Environmental (HSE) management encompasses t he systems and procedures that are adopted to reduce the risk of causing harm to people and the environment that may be associated with the way in which maintenance activities are carried out. Condition Based MaintenanceCondition Based Maintenance is an equipment maintenance strategy based on measuring the condition of equipment in order to assess whether it will fail during some future period, and then taking appropriate action to avoid the consequences of that failure. The condition of equipment could be monitored using Condition Monitoring, Statistical Process Control techniques, by monitoring equipment performance, or through the use of the Human Senses. The terms Condition Based Maintenance, On-Condition Maintenance and Predictive Maintenance can be used interchangeably. Autonomous Maintenance Autonomous Maintenance refers to the management routine and minor maintenance of equipment without the need or requirement for intervention from a dedicated maintenance team. It is the ru nning repairs and adjustments that can be performed by the operators, before, after and during the use of the machinery.To enable these tasks to be completed effectively, operators need to be trained in the types of adjustments and repairs they are expected to perform, and given a degree of ownership of the equipment. Autonomous maintenance relies heavily on training and education to be able to identify the difference between normal and abnormal operation of the equipment they are operating. Organizational Support Components Information Architecture and Business Process Information Architecture is the flow of information and defines where and whom will be updating various data fields to ensure accurate information and accountability as it flows through various systems (GIS, CMMS, etc. ) Information flow mapping and allocating responsibility for data management increases the quality of the information.Business Process mapping identifies the process of tasks and responsibilities for t he implementation of key processes in the business. 17. CONCLUSION This document provides a framework for the adoption of a structured approach to implement asset management best practice within Rand Water. The document clarifies the scope of asset management, identifies a quality framework to adopt, describes the high level structure and responsibilities, defines an improvement process, and defines the asset management system components that should be developed in the improvement process to implement a whole of life asset management approach within the organisation.The implementation process required to adopt and embed asset management practices in a structured manner is described in this document and is the recommended way forward for Rand Water. Annexure A:ASSET PORTFOLIOS The following table lists a comprehensive collection of Rand Water’s Strategic Assets. The Assets of Rand Water can broadly be grouped into the following portfolios (in alphabetical order): Buildings and Property| Civil Structures| Pipelines and Servitudes| Electrical Equipment| Mechanical Equipment| Process Plants| Automation Equipment| Access control Air conditioning CarportsCCTVElectricsEngine Rooms Estates Farms Fencing Fire protection Furniture GardensHostels Houses Interior decorationIntruder detectionLandOffices Passive SecurityPavingPlant uildings SewageStoresWorkshops Encroachment | Balancing TanksBarrage structureBridgesCarbonation baysConditioning baysControl WorksCanal Engine RoomsFiltersForebayFlocculators OverflowsPlant structuresRailway sidingsReservoirsRoadsSediment tanksSumps| Air valvesBreak pressure tanksConnectionsCulvertsDeviationsElectrolysisFlow controlIn-line filtersInner liningsIsolation valvesJunctionsMeter chambersNon-return valvesOuter coatingsPipe manufacture plantPipelinesPipeline protectionPressure controlProtectionScour chambersScour valvesServitudesSurveyTunnelsValve chambersWater hammer systemsWater lossesEncroachment| BatteriesBattery chargersCabl ingControl desksControl panelsDistribution boardsEarthingElectricity supplyEmergency generatorsEnergy meteringEnergy managementHarmonic filtersHydro power LightingLightning protectionLV switchgearMimicsMinisubsMotor control centresMotorsMV switchgearPower factor correctionProtectionReticulationRing main unitsSubstationsTransformersUPS’sVSD’s / soft starters| ActuatorsBlowersCompressorsConveyorsCranesCrushersDesludge bridgesDust extractionGatesPipeworkPressure vesselsPumpsValvesNon return valvesSteelworkThickenersSump pumpsVehiclesEarth moving| AmmoniaCarbonationChlorineFerric ChlorideGAC filtrationLime burningLime slakingMembraneMilk of lime dosingOzonePoly ElectrolyteRWW treatmentSand filtrationSodium hypochloriteUltra violet lightChemical supplyChemical quality| ArchestraCommunicationControl CentresControl schemesFlood controlFlow meteringHuman Machine InterfacesInstrumentation PLCScadaInsql data historiansIndustrial networks Industrial serversIndustrial softwareSW c onfiguration controlTelemetryIntelligent control|

Psychology Department of Indiana University

Brought up with an old fashioned nature, Skinner was a celebrated American psychologist. He was born to a family wherein he has a lawyer for a father and a rather intelligent and strong willed mother. He was born on the 20th of March in the year 1904. He was a very active child who loved school a lot. One of his interests was to build things outdoors. However, there were depressing instances in his childhood as well. One of these instances involved the death of his brother at the age of 16. B. F. Skinner was born in Pennsylvania, Susquehana.He was raised to be an American, but sources say he has a trace of English in his ancestral line. He studied in New York at the Hamilton College, and attained his degree in English. He participated in a lot of extra curricular activities in school. But what could be remembered about him in that academic instituion is to have been required to attend church every day as an Atheist. One of his dreams was to become a good writer, and he tried to achie ve that by sending copies of his stories and poetry. He tried to focus on building his craft, but in the end, he finally realized that writing would no be the career for him.With this in mind, he instead hesitated with his writing lifestyle and took his masters and doctorate degrees on pschology in Harvard. He led the Psychology Department of Indiana University as the chairperson in the year 1945. He was invited to be at Harvard, where he stayed until he passed. He achieved a lot of research and application about his theories and studiies. But one remained highly significant. When he failed to become the writer he hoped himself to be, he became the scholar that will forever be remembered for his contributions to the society and to the acedeme.He was considered as the most celebrated psychologist, after Freud. He remains to be remembered to today because his passing was not yet that long ago. With that said, the impact he had on the country was well remembered and creditted for. Some of his significant sttudies was on the theory of Operant Condition. As the basis of the theories that followed this one, his theory became of the most memorable theories. This theory involves how people are merely bouncing in their own world, doing what it was doing when he was seen.He also called this operating due to the nature that it involves reaction, brought about a certain stimulus. In other terms, a person does one thing and experiences consequences. The next time he experiences a similar stimulus, he would try to evade the consequences that follows it—either by rejecting the possibility or changing certain elements. This theory began the line of other theories established under his name and study. By this, he was made famous. A lot of people got curious about his discoveries, and these in turn, were shared to a lot of other people.His knowledge is perhaps his greatest asset, without it, he would not have been able to establish himself in the manner that his theories are well taken in academic institutions. His life was not only introduced to a wide array of possibilities when he began to study psychology, but he was able to establish his mark in the history of man. He began by dreaming of becoming a writer. However, in the end, he got himself into psychology, and discovered that this would be much preferable. Reference Boeree, C. G. (2006). B. F. Skinner. Retrieved April 11, 2008 from http://webspace. ship. edu/cgboer/skinner. html.

Franz Joseph Haydn Classical Composers Speech or Presentation

Franz Joseph Haydn Classical Composers - Speech or Presentation Example At the age of 8, Haydn moved away from his parents to live with Johann, his uncle, in Hainburg. His parents wanted Haydn to become a priest. In addition, his father knew that Haydn would acquire exceptional musical skills through Hainburg’s education system. Hainburg was a society which embraced music talent and had established systems of learning music. The society had well established choirs in churches and academic institutions. Entrance of Haydn met the introduction of Reutter, a music director who lectured music concepts at St. Stephen’s Cathedral in Hainburg. Reutter recommended Haydn for the community choir, and later to the Vienna’s St Stephen’s Cathedral (Michael, 2009). At the Cathedral, Haydn demonstrated exceptional talent and was promoted to become the lead soloist in the teenage choir. The instrumental skills he acquired during the period in the choir bolstered his confidence in pursuing the career. However, Haydn’s stay at the Cathedr al was aborted when his voiced broke at puberty. Upon dismissal from the church, Haydn started employing the instrumental skills to earn a living in the streets (Greene, 2010). He started giving street lessons on musical instruments like keyboard and violin. Apart from the street lessons, Haydn worked as a freelance performer in many social and cultural functions around the social places of Vienna. Haydn used his time in the street to learn composing skills. He was hired by Pietro, a composer, to train a certain young girl on instruments. Haydn approached Porpora, a composer, with a request to serve in the composer’s factotum. In return, Propora was supposed to give Haydn composing instructions. Haydn took advantage of this opportunity to learn concrete composing skills (Greene, 2010). Haydn’s association with Propora lasted for three months. After this period, Haydn had acquired substantial composing skills. He started writing his own works and administering instrumen t lessons to the interested parties. Haydn’s written works started spreading in Vienna and around other influential parts of Austria. It was during this time when the classical composer met the Esterhazy family. The countess, Aloysia, liked some of his works and adopted him as her own trainer in instruments. Provision of music lesson services to the royal family member made the composer famous (Michael, 2009). Demonstration of professionalism and competence as an instrumental instructor and a composer earned him high status in the society. This is when Haydn was integrated into the music house owned by Karl von Morzin. Haydn was made the director of music at the house. He was charged with the responsibility of composing all the music writings for the musicians in the house. All the music performed by the musicians under his directorship was his original works (Greene, 2010). In Karl’s music house, the musicians were occupied with regular performance in count occasions for the royal family and other highly esteemed persons in Vienna society. Presence of Haydn in the house resulted on credible demonstration of musical and instrumental prowess by the musicians. Karl recommended regular practice of music lessons by his students. Therefore, the musicians did regular exercises on music instruments, composition and performance. At this time, Karl recognized the significance of Haydn in the practice programs of the subordinate musicians. This is when Hay

1 Thessalonians 5 Essay Example | Topics and Well Written Essays - 500 words

1 Thessalonians 5 - Essay Example This directly relates to modern day life in a sense that it is important to continue to thank God for his word even after thousands of years. Chapter four in 1 Thessalonians goes on to further explain living to please God. This is very important and the apostle Paul urges the Thessalonians to stand strong in their faith. Paul urges the Thessalonians to continue to do more in more in the name of God’s son Jesus. Doing so is pleasing to God. Chapter four also brings up sexual morality. This was a trouble for the Thessalonians as it is trouble for modern day. Sexual morality has become to be something that is tolerated by society but almost forgot that it is not tolerated by God. God wants his people to respect their bodies and treat them holy. If these same values could be implemented into modern day world there would be less sexual acts before marriage and also less prostitution. Loving each other is another way that 1 Thessalonians encourages everyone to live to please God. Loving each other is very important as loving each other as God had intended would allow for a better more pure way of life. This pertains to the modern world in ways that loving each other would reduce crime, lying, deceit, divorce, and violence to almost none. Chapter five goes on to explain waiting for the coming of Gods son Jesus. It is said that Jesus will come without warning like a thief in the night. Those who are obedient to him shall receive salvation. Modern day may tend to forget that this has been written by God. Those who are pleasing to God and live life as a follower of Jesus are able to seek this salvation. It is important to remember that God says that we are all people of the day. Becoming people of the day helps to keep away wrong doings and drunkenness. God wants his people to be awake in the day and sleep at night. Those sleeping in the day are getting drunk at night and not living out God’s will. Modern day struggles with this in

Summarizing Essay Example | Topics and Well Written Essays - 1250 words

Summarizing - Essay Example His mother did everything to ensure that he gained education that would give him a bureaucratic career, and Kemal excelled in school where he was nicknamed as such, to mean the perfect one, since he was bright and excellent in mathematics (Kemal, 3). After his school, he joined the military training college in 1899 and starting 1919, he embarked on a mission to save his country from the European invasion. He was selected as a loyal and professional officer of the Turkish army and he headed to Anatolia on May 19, 1919, where he offered a famous speech against the European invasion (Kemal, 4). Having got no ample support due to opposition from the Sultan, Kumal resigned from the military on July 7 1919 only to join another wing of the military that allowed him to gain an official status. This position he applied to his advantage and fought for the independence of Turkey from the Greeks who had occupied their territory, and eventually Turkey gained independence after a series of battles. Although money can buy many things, Saudi Arabia is one of the countries in the world with immense wealth, yet its people, even the very rich ones are not happy (The Economist, n.p.). While they may have as much money, which can be reflected in the enormous country’s GDP which runs into $745 billion, the structure of the society, in form of the social, political and religious structures have remained one of the most stifling (The Economist, n.p.). This means that the people in Saudi Arabia, whose population is approximately 30 million, have less freedom to enjoy their wealth. The government stifles this freedom either with money or threats. The influence of the Saudi regime has also been extended to its neighboring countries, where the country has become erratic and assertive in supporting its perceived friendly regimes, while opposing the regimes it finds threatening (The Economist,

Challenges and Responses to Improving Geriatric Nursing Care Essay - 1

Challenges and Responses to Improving Geriatric Nursing Care - Essay Example The number of old-aged people seeking health care facilities is rising with no or minimal changes in the number of nurses specialized in the field. According to Hickman, University of Western Sydney and Newton (2007), most of the nurses attending to the old people have no special training. Therefore, apart from the shortage of nurses trained in dealing with the old, the already practicing nurses are offering substandard services to the old aged. This is because they lack professional competence in that area. Various reasons have contributed to reduced number of people training in gerontological studies, (Vincent, 2012). For instance, education institutions are faced with the challenge of handling large numbers of students. This leads to difficult in the institution offering the required facilities to the learners, hence leading to inadequate education. As such, nurses graduating from such institutions are not fully prepared to handle the elderly. Additionally, students find it diffic ult to pursue education program on care giving to the old age due to complexity of research projects undertaken in the field.The number of old-aged people seeking health care facilities is rising. According to Hickman, University of Western Sydney and Newton (2007), most of the nurses attending to the old people have no special training. Therefore, apart from the shortage of nurses trained in dealing with the old, the already practicing nurses are offering substandard services to the old aged.

Conflict management system design (resolution system design) Research Paper

Conflict management system design (resolution system design) - Research Paper Example Following this, many agencies have developed approaches and models of effective complaint handling system. The stage approach provides a conflict resolution system in stages. It brings together what the customer wants and what the organisation or agency needs. That is, the interests of the organisation and the rights of the customers. However, it gives first preference to the organisation’s interests and focuses on the fulfilment of its objectives in a smooth manner. The first stage in the approach is, frontline complaint handling where the staff resolves the complaint where possible, at first contact with the customer. The members of staff then log the complaint details for later analysis. The second stage is the internal review or investigation. This is where a more senior staff or designated complaint officer reviews the complaints and resolves them informally. He then investigates the unresolved complaints with the interest of the organisation at heart. The last stage is the independent review where the unresolved complaints are referred externally. Alternate dispute resolutions are tried, for example, mediation. Complaints may also be referred to external agency or the complainant is informed of a legal procedure or another legal remedy (NSW Ombudsman, 2010). All this is done in favour of the organization’s interests. This model provides the guidelines for developing and implementing the consumer complaints management initiatives, emphasizing the interest of the organisation but still taking into account the rights of the customers. It involves eight steps that help in managing and resolving the complaints for the better performance and realisation of the agency’s objectives. The first step involves defining the problem and gathering information. Finding common ground on the problems being addressed is essential to moving ahead with solutions. All the people and organisations involved are

Are law enforcement cameras an invasion of privacy Essay

Are law enforcement cameras an invasion of privacy - Essay Example I think that these concerns are valid because the installation of law enforcement cameras has led to the loss of personal privacy as the citizens are constantly watched by other individuals. Some people also believe that the law enforcement cameras do not discourage criminal activities since they act as informants or reporters of an ongoing crime (Richards 42). This paper will illustrate why law enforcement cameras should not be used as they infringe on individuals’ privacy. Firstly, the privacy laws that have been set in the United Kingdom are ambiguous and they cannot be used to protect the citizens against the infringement of certain privacy laws (Raab and Goold 1). This is because the privacy laws allow for the installation of law enforcement cameras in every public place without the consideration of an individual’s privacy. David Barrett, a home affairs correspondent for the Telegraph states that: â€Å"An estimated six million closed-circuit television cameras are in Britain, with seven hundred and fifty thousand cameras overlooking ‘sensitive locations’ for example, care homes, hospitals, and schools† (Barrett). Barrett continues to state that there is a law enforcement camera for every eleven people in Britain. This clearly shows that the citizens are being observed. People are afraid of their privacy since the government can observe everything that they do in the public areas. Some people are afraid of taking walks in the parks as they figure out that there can be a hidden camera being used by another person to observe them. Many people cannot enjoy their alone time as they feel that they are being watched (Raab and Goold 4). These illustrations demonstrate some of the effects that law enforcement cameras have on people and the different concerns about their right to privacy. Law enforcement cameras put unnecessary fear in

Fast food Research Paper Example | Topics and Well Written Essays - 1750 words

Fast food - Research Paper Example They are usually served in package form that is ready to be taken and brought out of the store, which is also known as takeout or takeaway. Fast food have gone a long way, since their start and rise to popularity in the early 1900s. According to the article entitled the History of Fast Food written by Tracy Wilson in TLC Cooking, their beginning goes a long way back since the time of the ancient Greek and Romans, as well as the people from the Middle East, India and in East Asia, which was usually served and provided to travelers and traders as well as the local people in the towns and villages. All over the ancient world, the fast food industry was just beginning. In Wikipedia, it can be observed that in the pre-modern city of Rome, there were several stands that sold various types of bread and wine to the local people. At the same time, in the East Asian parts of the world such as in China, Japan and Korea, there were shops and small stores that sold noodles. India also had fast fo od like restaurants and shops, which sold a lot of the Indian favorites such as Vada pav, a popular vegetarian dish that is still eaten widely, panipuri, a bite size crisp dipped in sauce and dahi vada, a yogurt like dish. Other parts of Europe also started serving these types of food that were served quickly such as in France and London. As the popularity of fast food started to rise in the eighteenth century, the drives in restaurants were introduced after the First World War. Based on the article from TLC Cooking, the first hamburger chain was not created until the early 90s when the very first meat grinder was invented to make burgers. White Castle, which is considered to be the second fast food restaurant and the very first hamburger chain, was first created in 1921 in the United States of America. However, at that time, people thought of fast food as street dishes that were dirty and of low quality so the creators and the founders of White Castle came up with different ways in order to change the mindset and the thinking of the people at that time. They changed the way the restaurant prepared and served their food, by making the preparation process of the different fast food dishes such as burgers seen by the customers themselves. This was to show how the food was being prepared and cooked for the different people who bought from their place. In addition to that, they painted the whole building white and even chose a name that would suggest cleanliness. Since the hamburger was White Castle’s main dish to serve, it became more and more popular in some parts of America, particularly in the Midwest and the East. After this breakthrough of the fast food industry, McDonalds, a very popular and famous fast food restaurant today, was created two decades later, in 1948. After this, more fast food chains that are widely known and loved today, also made their first opening. Some of these fast food restaurants that began their business in serving fast food d ishes were Taco Bell, Wendy’s and Burger King. From then on, fast food became increasingly popular throughout the country and then, after making several branches worldwide including Europe, Asia and the rest of the world, the popularity skyrocketed and the industry made hundreds of billions, attracting teenagers and adults, but most especially to kids and little children. These fast food chains such as

Case study Example | Topics and Well Written Essays - 750 words - 4

Case Study Example Jessica presented case 7 titled ‘It’s not our fault. The case is about two couples who share four children. The family had some unexpressed conflicts and communication problems. Circular questioning, Formula first session talk, scaling and deconstruction were applied before and during the therapy. The therapy was successful and one of the two couples was further referred for couple’s counseling. The case presentation evoked many opinions in the group. Jessica, Teresa, Richard and Keri although were in favor of the therapy applied and the way the case was handled, but they had some differential views when it came to minute details of therapeutic application. Jessica would have added some object relations therapy to improve the relationship of the children with their biological mother. Keri and Teresa agreed with the therapy applied but suggested that Douglas could have been helped with some individual sessions using CBT for reducing his unreasonable and complainant behavior. Richard was of the view that Diane needed more individual therapy regarding the abuse. Matt thought that a strong communication approach would have been helpful since the communication process of whole family was faulty and inadequate. This case is about a two year old boy named Joshua who had constipation due to his parent’s antagonism. The parents, Donna and Nick both lawyers, were not happy with each other and the atmosphere of the home was always tense. After this case was presented, Teresa, Keri and Richard agreed that individual CBT given to both partners would have helped since they refused joint marital therapy sessions, therapeutic work on the personality aspects of each would have been helpful in improving the relationship in an indirect way. Jessica was in a favor of the applied systems approach fully and thought that the case would not have been handled so nicely had the therapist used another approach. Matt believed that play therapy could have

Economics Commentary Essay Example for Free

Economics Commentary Essay BRUSSELS: The European Commission on Thursday announced 5.5 million euros (7.5 million dollars) of emergency humanitarian aid for hundreds of thousands of civilians in conflict-ridden northwest Pakistan. More than 834,000 civilians have now fled a military assault on Taliban fighters holed up in Pakistans rugged northwest, where artillery pounded rebel bastions Thursday. As a result of the intensified fighting in Swat and other parts of the country, Pakistan is facing not only a security threat but also a humanitarian threat, said European Humanitarian Aid Commissioner Louis Michel. Pakistani authorities are doing their utmost but their relief capacities are now overstretched, he said, announcing the release of 5.5 million euros while adding that more could be provided if necessary. The EUs executive arm stressed that its aid was provided on a neutral basis to provide basic humanitarian needs such as shelter, food, clothes, and medical support. In some places, it will also provide clean drinking water and sanitation. All the funds will be channeled to projects by non-governmental relief organizations, specialized UN agencies and the Red Cross/Red Crescent movement. The European Union plans to hold its first ever summit with Pakistan in June to help strengthen the civilian government there. Among subjects mooted for the summit, provisionally planned for June 17, are the fight against terrorism including in neighboring Afghanistan as well as cooperation in the field of the rule of law and trade issues, according to a Czech EU presidency source. The EU has sent some 500 million Euros in aid to Pakistan since 1976, according to the European Commission, and has quadrupled its funding for the 2007-2010 period, with 50 million euros (65 million dollars) earmarked so far. Powered by Indiatimes About Us | Advertise with Us | Terms of Use | Privacy Policy | Feedback | Sitemap Copyright (c) 2009 Bennett Coleman Co. Ltd. All rights reserved. For reprint rights: Times Syndication Service This site is best viewed with Internet Explorer 6.0 or higher; Firefox 2.0 or higher at a minimum screen resolution of 1024768 The European Commission announced 5.5 million euros (7.5 million dollars) of emergency humanitarian aid for hundreds of thousands of civilians in conflict-ridden northwest Pakistan. This article is about the European Union (EU), which also plays an important role in regional development, deciding to provide an aid for Pakistan. Many parts of Pakistan had been taken over by terrorists, Taliban, which resulted in some citizens to move to the northern part of the country. The EU is providing à ¯Ã‚ ¿Ã‚ ½5.5 million and more if necessary. It will be used for basic necessities of life, food, shelter, and clothing; medical support, sanitation, and drinking water would also be provided. The type of which is provided by the EU is an official aid or also known as official development assistance (ODA); it is a mix of bilateral and multilateral aid. Multilateral aid is when organizations allocate funds provided by the countries and bilateral aid is when the aid is given directly to the country in need in the form of for example money support, machinery, tools, food, and medicine. In order to develop, Pakistan needs money and the EU is supplying them with the official aid through the organization of the Red Cross. This aid will result in developing not just the basic needs of the people there, which is proper sanitation and basic necessities of life, but also help strengthen the government, the civilian government. In order for development to take place, a few factors need to be kept in mind: Human factors, natural factors, physical capital and technological factors, and also institutional factors. In this case, the human factors and the institutional factors are kept in mind for Pakistans development. Human factors are the quality and/or quantity of human resources. The consequences of providing the civilians with better sanitation and food, shelter, medicine etc would be that they would have a better standard of living; lesser amount of people would fall ill and that would mean more amount of labor, which is an economic benefit. This would add to the potential output due to the increase in productivity as more people would be there to produce for the economy of Pakistan. In Graph 1 it shows the potential output of Pakistan at point B and point A represents the current output of the economy. In Graph 2, the potential output of Pakistan increased to point C due to the aid provided. These graphs show that the result of aid could increase the current output to point B because of increase in resources due to development, and potential output to point C. The amount of labor does not jus increase by proper food and health facilities but also by education and infrastructure, which is the internal skeletal of the economy, for which there has to be political stability, which are the institutional factors of an economy. The EU has also included aid for improving the civilian government. The civilian government, once recovered, can help in improving infrastructure and education systems by implementing new laws, policies and goals. This could also help increase the amount of security for the people in economy and also help recover land from the areas which are taken over by terrorists. Infrastructure provides the basis for an economy. It includes things such as road networks, sewage system, health, education. Enhancing the infrastructure would make the people in the economy better and more advanced labor. Education would help increase the amount of skilled labor which would, again, help develop the economy by helping increase the amount of physical capital and technological factors; these are social benefits to the economy. Better health would result in longer life span, more productivity and an increase in literacy rate would provide the economy with better skilled workers, increase productivity, and awareness. Poor sanitation, sewage system, can result in many deaths, which would be a negative impact on the economy as there will be a decrease in labor. In conclusion, the official aid given to Pakistan will help the economy towards progression. I will help by improving the economys human and institutional factors. By improving the civilian government, it would also make it a safer place for the normal citizens especially from the terrorist attacks. There will also be an impact on the law and order in the economy of Pakistan due to the aid given. The political stability can also improve. These would result in the overall development of the economy.

Structural Impediments In Social Mobility: Pakistan

Structural Impediments In Social Mobility: Pakistan Social Mobility is an all-encompassing concept that includes but is not limited to economic prosperity. Social mobility is concerned with a relocation of individuals and groups to a class they aspire to be in. Economics is a big but not the only determinant of moving to the aspiring class. The state is dependent upon its structural development to promote the wellbeing of its population. The structure of the state is then determines the policy formulation and most importantly its implementation. A state not only requires strong structures but adequate ones too. Apart from formal state structures, the Pakistani society also includes informal social structures such as cast, creed, and political influence, connection to power bases (military and bureaucracy). In this case then, structures both formal and informal interact to ultimately determine and influence policies that determine the wellbeing of the masses. Structures do not survive in vacuum and are therefore dependent upon politica l and policy stability. Structures should also be designed to maximize autonomy and decentralization for people to make choices in how the state should best meet their needs .Social mobility in Pakistan is subject to the states policies that promote it such as education, health, housing, spending taxes effectively. Lastly social mobility as a state policy can only be achieved if both formal and informal structures form a conducive atmosphere for the policies. 1. Introduction There is no dearth of literature and research on poverty alleviation and improving governance in Pakistan. While there is no doubt about the excellent quality and in-depth research, there is however not enough attention being given to determining what are the impediments in the way of implementing these programs. These specific constraints that emerge as structural issues that discourage social mobility are a topic of new interest amongst various social scientists. The purpose of this research is then to describe these impediments in hope that policy makers can understand the problems properly and draft policies that tackle these issues and eventually ease the implementation of their programs. While there can be little or no argument against the merits of tackling these issues, it is however still questionable as to what prevent policies designed specifically to address these issues, to actually overcome these. The term social mobility has seen to been a great interest amongst sociologists and other scholars. Various definitions and meanings have been giving while the concept itself has evolved throughout the years. However this paper describes social mobility as the movement of individuals from one class or status group to another. Horizontal social mobility corresponds to the social status changes of individuals, having no influence on their material welfare, employment. Absolute social mobility occurs when the majority of the individuals in the class move from one social status to another. While various academics have studied various facilitators for social mobility this paper will mainly focus around issues that fall under governmental and public sector structural purview such as rapid economic growth, performance of public sector institutions and effective policy design and implementation. Cheema and Sial (2012) record the incidence of poverty as high as 23% of the total population in Pakistan. Various reports on the poverty conducted show that the poverty is double in rural area than that in urban Pakistan. The World Bank defines governance in terms of how power is exercised in the management of a countrys economic and social development. However the term governance is often interchangeable and carries different meanings in different contexts. Under most contexts governance is the rules and the subsequent practice of directing public affairs. In simpler terms governance can then be seen as the art of conducting matters that affect the state of the public. Governance is only made possible through institutional structures that implement the decisions. According to (Haq Zia 2009) governance is then determined by the quality of institutions and how decisions are executed. It is with this view that defines governance as the formation and stewardship of the formal and informal rules that regulate the public realm, the arena in which state as well as economic and soci al actors interact to make decisions (Hyden, Court Mease 2003). Governance is highly subjected and dependent upon public sector institutions and structures. The public sector institutions works with other societal organizations to develop public policies and programs that bring about peoples welfare and more specifically reduce poverty. Policies that increase welfare and realize other positive public and societal goals are the intended function of governance. 2. Research Methodology Purpose of research This study will be undertaken to ascertain how government functioning and structures discourage social mobility in the economically poor class of Pakistan. This research will help all stake holders identify how and what parts of government are responsible for increasing poverty levels and how difficult it is for people to get out of the poverty trap. 3. Method of research Research Design: Philosophy The philosophical approach to this research is the critical approach. The reason for selecting this approach is that this philosophy studies society in terms of a conflict of different groups and how tensions of one group eventually lead to a confrontation and a change in society. Although positivism would also be suitable for studying this topic, but it is the feeling of the researcher that it may ignore to explain why such structures might behave the way they do. Here the conflict approach will examine the structural imbalances and explain how status quo keeps the Pakistani society in a state of monopolised resources. Approach adopted An inductive approach is then suitable to study how these structures impose themselves upon society. This approach also leaves room to develop alternative explanations and meanings as to why the structures discourage social mobility. Strategies This research study falls under the broad category of descriptive research further narrowing down in to case study research; one of the many available qualitative strategies. This study looks in to how formal and informal structures have hindered the marginalized populations effort to step out of their class. It means to pronounce no judgments or one-sided definite conclusions aiming at becoming an interpretive case study led endeavour. Choices Research choices being present in much variety gave way to purely mono method standards being chosen for this study, namely qualitative befitting the genre of the topic. A mixture of methods or only a quantitative methodology was deemed unfit because of the wide array of opportunities to create a logical understanding, space and flexibility qualitative research provides. Time Horizon: Cross-sectional in form, this exercise was a onetime investigative effort in to the subject of the study conducted over a brief period of time although a longitudinal study covering more aspects depending on the interest of the researcher is possible. Techniques procedures: Data collection techniques involve at first existing secondary sources that point in the direction of the themes selected for investigation. Procedures used for analysing secondary data in this case, include coding, sorting and sifting at first that leads to a typological stage which requires a taxonomic or hierarchical depiction of the typological categories established to better ensure clarity of the concepts and themes of research. Also because the definitions of what constitutes good structures and bad structures is not universally acknowledged , it must be created in the context of Pakistani society and whether the said structures promote equal opportunity for all . It must be noted that analysis of secondary data is treated similarly to that of primary data within the qualitative paradigm. With this comes the next step, and the qualitative technique used to comprehend and convert all collected data into a whole being logical analysis, allows the development of an all-encompassing analysis and discussion. With respect to the genre of this study, discourse analysis could have been selected as a qualitative procedure of analysis but that would have required expertise in the selected area as a pre-set condition and a further in depth study of available discourse requiring more time along with the establishment of other philosophical and historical parameters which would have expanded the scope of this project. However, no choice of procedure is better than the other and logical analysis if anything, allows the development of a more cohesive interpretation and understanding of the topic at hand. Measurement/ Instrument selection Data will be collected from secondary sources such books and research papers which will aid the analysis of this paper based on accurate and established constructs and themes. Primary data collection would involve a longer amount of time and require greater expertise to extract information. Variables Qualitative research allows one the space and flexibility to not have variables to start with and this being a case study can do without propositions also. However, the former will remain absent not the latter because the idea behind this research project is to look in to what define formal and informal structures, and what elements govern them in the context of Pakistani society. Variables, if identified will further narrow down the focus of research by placing the study of structures the background and isolated variables in the foreground making them the subject of study , thus a disconnect will be avoided . In this descriptive case study, the idea is to identify and then describe the structural functioning in Pakistani society to highlight their role in social mobility in an effort to better understand them. Thus there is no need to use variables. Definitions for structures and social mobility used Structures, which are also known as institutions are a very subjective concept. However scholars tend to generally define structures as the development of an organised action that seeks to establish norms, enforce rules and guide practices in society. Structures can then be classified into formal or informal. The formal structures come together by the effect of laws promulgated, contractual agreement, or other codified artefacts (Prell et al. 2010). Prell et. al furtherises his argument by stating structures that are informal refer to practices that have become conventional in a society and produce groups of people in an organized collective. Beliefs, social networks, cultures and norms are responsible for developing these informal structures. These informal structures than exist side by side, challenge or sometimes even reinforce formal structures. In the case of Pakistan the clan system, bridari, connections with power bases such as military, bureaucracy or politicians, jobs in state institutions and family connections are some of the informal structures that are a focus of this research. Informal structures are not organizations, as they are not backed and recognized by the state. Moreover there authority has no bases in law and are not a separate identity than their patrons. Meaning that without its members, informal structures cannot exist. Formal structures are known as organizations because they are not dependent on their members to survive. They are recognized by the state as separate entities that can be run by different people. There by continuity and membership are the two distinguishing characteristics of formal structures (Prell et al. 2010). Secondly informal structures manifest in social relations and rather social networks. Social networks a then the ultimate regulatory tool in the functioning of these structures . There is no law backing the functioning of informal structures. But where both cases converge is the constraints and incentives for individuals to think and/or act a particular way is provided. Social mobility measures the equality of life opportunities for groups in a society. These opportunities allow groups equal access to areas through which they can climb economic and subsequent social ladder. Thus social mobility is the fluidity afforded to marginalised groups to move vertically in the class system. While there is a sociological and an economic definition for social mobility, in this research paper the researcher will be using social mobility in the economic sense. The debate of social mobility and its relationship with inequality and economic growth is of great interest to scholars. Research undertaken by Nunn et al. (2007) shows that high levels of inequality of resource distribution constrain the potential for movement within the social hierarchy, leading to a double-bind of high income inequality and low mobility. On the other, high levels of inequality and mobility might be thought to be good bedfellows, suggesting that sufficient incentives are built into the so cial structure to allow the economy to make the best use of its resources, allocating talented labour to high value jobs (Nunn et al. 2007). However most evidence favour the cyclic nature of high income inequality leads to low mobility which closes access to resources to climb out of the poverty trap. The States role is widely acknowledged to maximize access to resources to all segments and provide avenues of social mobility. The state and its structures are then fundamentally responsible for correcting an imbalance of access to resources. For this reason, the structures of the state are empowered to make policies and decisions that provide maximum benefit to the marginalized. It is in this paradigm, the study of the structures of Pakistan and their role in social mobility will be undertaken. 4. Data analysis The data gathered from secondary sources would be categorized using axial coding and then divided in to groups according to the categories recognized in the discussion of structures and social mobility. Once sorted, the data during this initial process has been sifted, edited and tailored to match the research objectives. The data will be analysed in categories in a hierarchy. This will then help to show demonstrate level by level the relationships between various structures and their role in promoting or discouraging social mobility. This will provide for the flow, interconnectivity and congruence of the data collected. Lastly this will be backed by scholarly research on similar topics. Research Ethics During the course of the research, utmost care was taken to treat the study as ethically as possible. In order to properly follow the pre-set code of conduct and ethics for any research process, several measures were taken. At the developmental stage of this research it was ensured that all prior literature reviewed and referred to at any instance in the research report, be properly acknowledged with citations and full-length references. Furthermore, proper attention was also given to the fact that most of the literature and resources used for this study derived from the internet, or otherwise came from authentic sources. 5. Literature Review Shafqat (1999) undertook the study on Pakistans bureaucracy and its role in governance and institutional structures. Shafqat noted that while initially the countrys bureaucracy was seen as the instigator for the engine of growth, development and an agent of change, in the later years it was seen as a highly corrupt group striving for maintaining its grip in status quo. Shafqat credits the various movements against the authoritarian to highlight the repressive role of the bureaucratic machine. Bureaucrats were then seen as being inimical to their own vested interests (Shafqat 1999). Corruption, inefficiency, absence of accountability, and maintenance of the status quo were portrayed as the manifestations of bureaucracy (World Bank Report 1993, as cited in Shafqat 1999) Husains (1999) work on governance and institutions of Pakistan highlights problems specific to Pakistan and the local decay of state. He argues that weak institutions and the emergence of informal groups at the expense of the state authority work in a cyclic pattern in Pakistan, with weak institutions formulating inadequate policies and failing to implement them. Hussain (1999) then argues that well designed public institutions must be seen as investments for a country and help to improve resource allocation, comparative trade advantage, productivity, market allocation efficiency and distribution of benefits of growth. Husains research focuses on how power is exercised by bureaucrats in the management of the country. He argues that economic and social resources have been plundered thanks to the flexibility available to bureaucrats in pursuing arbitrary action. He then goes on to highlight the collusion between different structures both formal and informal in saving each other from accountability. Finally he maintains that accountability is not anchored in the core of the state institutions and that power remains fixed within the hierarchy of the bureaucracy and elite instead of counter checking institutions like the judiciary. He therefore argues that the power afforded to the bureaucracy and elite tilts the balance as the political process in the country has been unstable and has produced politicians and leaders that are ill equipped to deal with matters of governance. Hussains (1999) view is supported by Hussain and Hussain (1993). The authors maintain that the impediments in governing Pakistan arise from a sluggish bureaucratic system. They maintain that despite some economic growth social policy making has been fundamentally flawed. The bureaucratic strain has tilted the states favours on the side of the connected and powerful. Governance is then subservient and accommodating to only a few and ignores the wellbeing of the population. Hussain and Hussain attribute this to nonprofessional training of the bureaucrats as the main reason why governance and institutions remain inadequate for pursuing pro poor policies with current resources available. Hussain and Hussain clarify that state policies and institutions are limited in providing relief to the already well to do and operate on patronage and favours. The authors conclude that social mobility is highly restricted for people who cannot access power through personal connections. Haq and Zia (2009) studied the ability of governance structures to effectively formulate and implement sound policies that promoted welfare for the poorer segments of society. The focus of their research is on the poor input given by the bureaucracy at various stages required for the government to be able to produce and implement good policies. They also noted the failure or deliberate inadequacy of the bureaucracy particularly in the role of regulatory bodies that developed and implemented market friendly policies such as price control and adequate public funds supervision, excessive regulation in area such as foreign trade and business development. Haq and Zia further studied the structural dimension of governance. They found many instances where exercise of public power was curtailed in favour of private gains by top officials. They also found instances of bureaucracy colluding with politicians to control corruption measures and in some cases limit charges under anti-corruption laws. The aspects of corruption in the structure ranged from the occurrence of additional payment to get things done to grand corruption in the electoral arena and the capture of state resources. Haq and Zia conclude that since lawmakers and law implementers colluded with each other it was a simple case of a lack of respect on the part of both the corruptor and the corrupted for the rules that govern their interaction, thus representing a failure of governance (pp.39). Ghani et. als (2006) study found that people across the third world aspire of gaining access to the lifestyle enjoyed by citizens in developed countries. It found that their exclusion from these benefits by the powerful fuel the resentment of the population. A structurally weak and flawed governance state, instead of providing resources and mobility out of poverty, becomes an instrument for repressing the many by the few. States like Pakistan then by comparison fail to acquire the range of functions routinely associated with state-capacity (Ghani et. al 2006). The monopoly on state resources and power then are seen as the failure of governance and structures of Pakistan. Pasha (2002) undertook the study focusing on the segments that benefited the most during Pakistans economic growth periods. His study found that despite periods of good economic performance the lack of social security policy framework prevented most of the poorer segments of society from climbing up the economic mobility level. Pasha found that countries who focused on the development of social safety nets together with growth managed to sustain social mobility. Pasha emphasized that even if one was missing the other would not be enough to reduce poverty. Pasha concluded by stating that public policies in Pakistan can be even influenced by bureaucracy to generate and distribute income for persons in favour to them. Pashas (2002) work is supported by the findings of Hussain and Hussain (2009). They highlight the patron-client model of governance in bureaucracy in the Ayub government has somewhat still continued till today. The bureaucracy granted licenses and contracts to favoured individuals in the private sector within a highly regulated economic regime (Hussain Hussain 2009). Government postings and appointments were then made to establish a network for the patronage of bureaucrats and military ruling elite. During the 1960s, the government systematically encouraged import substitution industrial growth, and nurtured an industrial elite dependent on state patronage. 6. Research Questions What are the informal and informal structures in Pakistan? Do informal structures prevail over formal state structures? Do informal structures ultimately determine the fate of the marginalized in Pakistan? 7. Propositions (P1) The Pakistani state has inadequate structures to address the need of social mobility in the marginalized groups (P 2) The informal social structures of political influence and connections with power bases override state authority across all levels 8. Discussion The foundations of governance are built on the smooth functioning of the state structures. Pakistans governance and its structures were inherited from the British in 1947. These state structures have since then been subject to rules that have ranged from complete dictatorship to a weak hobbling democracy. Unfortunately as transition period for governments has been far removed from smooth, the structures of the state have not progressed in terms of responding to challenges. This has made the atmosphere for implementing pro poor plans very difficult. The instability of the political scene has caused various structures within the formal framework to be ill equipped to meet challenges of the country or lacking in real autonomy and transparency. The bumpy transitions have also meant that economic and social policy plans have been cut short or even in some cases reversed by the preceding government. Thus the true functioning of the state structures in equalizing resource access and pluggin g wastage has been sabotaged due to the uncertainty that prevails in the countries governance. While Pakistans governance has shifted between dictatorship and democracy, the sufferers have been the people of Pakistan. While governments come and go, a structure has worked with and facilitated governance regardless of who was at the helm of affairs. The bureaucracy and its state structures have worked with both dictators and the politicians. The bureaucracy inherited the skills that the British left them with to govern the Indian sub-continent. As the bureaucracy managed the day to day affairs, it was the British who they reported to and thus best represented their interest. Being answerable to a parliament was something that was alien to this structure. The bureaucratic formal structure is then an important and a crucial component in the state of Pakistan. The structures role has largely been facilitators of the current ruler. The structure has also the ability to then link its main and core function policy formulation directly to the personality in power rather than a system or a vision. The reason for this is has been the structures past where answering to the viceroy were the procedure. This str ucture is also crucial as it plays a major role in developing social programs and implementing them. While it has been colluded with both formal and informal structures, its role is central to understanding the problem of social mobility in Pakistan. There is a great consensus amongst Pakistani sociologists and political scientists that the military plays a great role in the functioning of the state of Pakistan. Some go as far as declaring the military structure as the final authority in Pakistan. What makes the military an important part of the state is its economic dimension. The Pakistani military has an industrial component, which includes fertilizer companies, cereal manufacturing, cement and etc. The second component is the share of the defence expenditure in Pakistans budget. The military structure has been the main player in the countrys 65 years of existence as far as the state is concerned. Dominant till the 1971 war and omnipotent from the 1980s, the military structure has a fundamental role in all aspects that govern the land of Pakistan. Its role has been more than what is defined in the constitution and laws of Pakistan. Primarily still a fighting force; it has administrative, economic, and political functioning. Th is has made it the important player in any and all affairs of other structures. The military structure then supersedes all other structures by sheer force. The political structure of Pakistan is the last of the formal structures that play a major role in drafting policies that promote social mobility. While periods of democracy puts the structure in spotlight, political organizations as they are legally known, have maintained varying amounts of influence on the state of Pakistan. The political structure has largely been a victim of unstable governance. With periods of democracy peppered on a series of dictatorships, Pakistans political structures have been weak, divided and un-evolved. Structurally weak, the politicians have then maintained ties with the aforementioned bureaucrats and military to stay relevant. While formulated by law, political setups have been always at the mercy of bureaucrats for implementing their decisions and the military for the functioning of democracy. Lastly the large business and land owning class has been a somewhat formal and an informal structure in Pakistan. This is a somewhat stable structure that consists of a heterogeneous class. The structure although is not formally recognized by the laws of the land, has made its presence felt by attaching itself to formal structures through relations, patronage and networking. This class has economic interests in the state, and therefore works across all structures to further their interest. The structural make up of this class makes it dependent on who ever best facilitate its objectives. This has led to the growth of power of this structure dependent on its relations with all formal and informal structures. What is interesting to note however is the informal structure that cuts across all the mentioned formal state structures? Largely based on personal connection, kinship, relation or belonging to clan system, the informal structures of Pakistan permeate across all structures of society. Largely still an agriculture based society, Pakistan has a population that still values these traditional structures over formal ones. The bridari system will connect army generals to politicians. Bureaucrats belonging to the same ethnicity tend to favour each other. Connections to power base i.e.: the military, bureaucracy and the political class is also a major part informal structure. The connection of this structure eventually determines the access to resources for the population. As these three bases use the power granted to them vis-Ã  -vis the formal structure to further their personal agenda. The presence of this structure is largely documented, but its role in formal structures and eventually policy making has not been explored fully. The question then remains do informal structures eventually prevail over formal state structures. Influence and personal connection play a significant role in the upward mobility in Pakistan. The informal structure through network and relation play a large role in the inadequate governance response to social mobility issues. Interest groups operate with impunity via these informal networks and are not held accountable. This is because of their client-patronage method of dealing with the very structures on which the state is built on. The interest groups serve their economic objectives through licenses and permits etc. that are easier to come by if one knows the right people. Hence groups and individuals who wield influence are able to gather wealth and move upwards in social mobility. This locks out the rest of the population from accessing resources to use in the increase of their social and economic status. Social and economic inequality is then closely linked. As a consequence of personal connection with the right structures, poverty, economic power and political dominance are then inter-connected. Control over economic resources via personal influence is then central to social dominance. Thus the informal structures ability to socially exclude groups results in social inequalities and prevents social mobility. It is due to this that even if the country passes through the period of economic growth, wealth might not trickle down because the informal structures maintain exclusive control over economic resources and political influence. The economic dependence of a tenant and agricultural laborer on their landlord, or that of a small business man on a politically connected man for license, helps to perpetuate these very informal structures. The informal structures act as monopolies and keep power and economic resources in the hands of already dominant groups and thus making social mobility for other groups a distant dream. The final question that must be answered is that do informal structures ultimately determine the fate of the marginalized in Pakistan. The Pakistani attitude towards employment in the public sector as compared to the private sector demonstrates the influence of informal structures in society. While employment in both private and public sectors of economy are perceived as an important source of upward mobility in the rest of the world, public sector employment is more prized because of the power and influence involved with holding the office. The other route to private sector employment is only accessible through education. It is no surprise then, that Education is too leads to upward mobility. The meagre spending on education in the budgets and lack of a robust education policy for 65 years in evidence that individuals in the formal structures are not connected to the marginalized. The disconnect that exists, because of the economic interests of individuals