Marisa Williams runs a retail grocery store and purchases items for resale to her customers. She is facing an ordering decision about how much of a particular item to purchase at one time.. in order t take advantage of supplier discounts (if it makes sense to do so).

Demand = 36,000 units per year

order cost = $25 per order

Carrying cost = $0.45 per unit

purchasing price = $0.85

Discount price= $0.82 (if buy a minimun of 6,000 units per order)

Should she takediscount (show your work)

What other aspectsa bout the purchase decision forthis item should she consider?

If this item were highly perishable and had a carrying cost of $0.65/unit, would it still make sense?

Helena Lorimer runs a set of ice cream cafes that sell mainly three flavors of ice cream: vanilla, chocolate, and strawberry. Hot weather and high demand have caused her to run short of the main ingredients: milk, sugar, and cream. She has decided to make the best assortment of ice cream quantities in these three flavors and ration out the deliveries to the cafes.

She has collected data on the profitability of the various flavors, availability of supplies, and the amounts of ingredients required for each flavor.

She wants to determine the optimal product mix for the Lorimer ice cream.

Let       x₁ = the # of gallons of Chocolate ice cream made

            x₂ = the # of gallons of Vanilla ice cream made

            x₃ = the # of gallons of Strawberry ice cream made

Max Z =    $1.00x₁ + $0.90x₂ + $0.95x₃   

Subject To:

Use your Excel spreadsheet model to answer the following question. Select the answer that best fits what you got. The answer options are not in any particular order.

What is the value of the X2 decision variable at the optimal solution?

Select one:

a. X₂ = 275 gallons

b. X₂ = 220

c. X₂ = 275

d. X₂ = 220 gallons

e. X₂ = 120

f. X₂ = 300 gallons

g. X₂ = 200

h. X₂ = 300

i. X₂ = 200 gallons

j. X₂ = 120 gallons

Case Study:

Regional Gardens Case study Regional Gardens Ltd is a company that runs a few related gardening enterprises. It has a large display garden that it opens for public inspection several times a year. These enterprises include the Regional Gardens Nursery which sells plants and garden supplies to the public, and Regional Garden Planners which provides garden advice, design and consultancy services. Regional Gardens Ltd has a small data centre at its main site in Bathurst where the company’s servers and data storage is located. The company has the following server infrastructure: • 2 x Active Directory domain controllers on Windows Server 2008 R2, (2 x Xeon 3.6GHZ, 8GB RAM, 140GB HDD); • 3 x SQL Server 2003 database servers on Windows Server 2003 (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-5 array); • 1 x Exchange 2007 email server on Windows Server 2008 R2 (2 x Xeon 3.6GHZ, 8GB RAM, 250GB RAID-1 array); • 4 x Windows Server 2003 File and Print servers (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-1 array); • 2 x Windows Server 2008 R2 running Microsoft SharePoint 2013 (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-5 array); • 2 x Red Hat Enterprise 5 Linux servers running Apache and TomCat (2 x Xeon 2.8GHZ, 16GB RAM, 140GB HDD). This infrastructure has not been updated for some time and the Regional Gardens Board is concerned that a full upgrade may now cost them more than it is worth. The Board is now considering moving some, or all, of their current infrastructure into the Cloud. The Board sees this as a strategic move to future-proof the company and is looking to a move to the cloud to ensure that its services are: • Readily available and always accessible, • Capable of handling heavy loads in times of peak demand, • Capable of serving downloads to users as required, • Secure from attacks, • Capable of providing detailed reports on usage. Regional Gardens is considering the following strategic proposal: • They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure in the Bathurst Data Centre and moving all other infrastructure into the Cloud. • They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees. Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat • They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring). All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials. • They also plan to migrate their Garden Design LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Garden Design LoB application suite will require: o several IaaS instances running Windows Server 2019 o several PaaS instances for Microsoft SharePoint 2019 Enterprise • Regional Gardens would like to keep their gardening data sets in Australia. The Regional Gardens Board is contemplating this strategy to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for: • Their existing ICT staff so that they can manage the new Cloud based infrastructure, • Their development staff so that they can start to develop using a Microservices model. Regional Gardens have some 70 garden design, horticultural and support staff that work on different projects for clients in New South Wales. The Board has been looking at the steady increase in workload in garden design and consulting and want to expand this business unit into an Australiawide enterprise. They have been advised that a move to using a Cloud based infrastructure would be an advantage to them. Currently the designers use a locally installed Dynascape software suite on each of their PCs (the Dynascape system requirements are an i7 processor, a minimum of 4GB RAM and a minimum 2GB HDDR6 video card) on each PC. But Dynascape now offers it’s software on an SaaS basis (see https://www.dynascape.com/ and https://www.capterra.com.au/software/5930/dynascape#about). The Board is particularly concerned about the security of their garden design process and their intellectual property for garden design. They are also concerned to keep their client data secure. Accordingly, they are looking for a solution that keeps their design and client data on the company’s own servers in its Bathurst data centre.

You must read the Regional Gardens Case Study in Interact before attempting this assignment

The Regional Gardens Board is considering the following strategic proposal:

• They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
• They plan to implement a multi-cloud strategy to prevent vendor lock-in and provide the ability to take advantage of price differentials.
• They have now moved all their existing Web Services to a IaaS instance in the Cloud that has been designed to provide HA (High Availability) and a better degree of flexibility in supplying data to their customers and employees. This IaaS instance uses a number of Red Hat Enterprise Linux servers using Apache Tomcat.
• They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring). All Microservices are to be designed so that they can be easily moved from one cloud to another to suit their changing requirements.
• They also plan to migrate their Garden Design LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Garden Design LoB application suite will require:
  • A number of IaaS instances running Windows Server 2019
  • A number of PaaS instances for Microsoft SharePoint 2019 Enterprise
• Regional Gardens would like to keep their gardening data sets in Australia.

The Regional Gardens Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for:

• Their existing ICT staff so that they can manage the new Cloud based infrastructure,
• Their development staff so that they can start to develop using a Microservices model.

Regional Gardens has again approached you to advise them on this strategy. The Board is also concerned about how this strategy will affect their BCP (Business Continuity Plan) and their backup and disaster recovery strategies.

1. Describe the Cloud architectures you would employ to assist Regional Gardens to meet the Board’s cloud strategy?
   1. Should Regional Gardens adopt a hybrid Cloud approach, particularly for its data sets? What are the benefits and issues that would arise from this approach?
   2. Describe each of the architectures that you would use to meet the Board’s hybrid cloud strategy, along with your reasons for deploying them.
   3. Describe the benefits, critical points and issues that would be the likely result of the deployment of these architectures.

Case Study:

Regional Gardens Case study Regional Gardens Ltd is a company that runs a few related gardening enterprises. It has a large display garden that it opens for public inspection several times a year. These enterprises include the Regional Gardens Nursery which sells plants and garden supplies to the public, and Regional Garden Planners which provides garden advice, design and consultancy services. Regional Gardens Ltd has a small data centre at its main site in Bathurst where the company’s servers and data storage is located. The company has the following server infrastructure: • 2 x Active Directory domain controllers on Windows Server 2008 R2, (2 x Xeon 3.6GHZ, 8GB RAM, 140GB HDD); • 3 x SQL Server 2003 database servers on Windows Server 2003 (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-5 array); • 1 x Exchange 2007 email server on Windows Server 2008 R2 (2 x Xeon 3.6GHZ, 8GB RAM, 250GB RAID-1 array); • 4 x Windows Server 2003 File and Print servers (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-1 array); • 2 x Windows Server 2008 R2 running Microsoft SharePoint 2013 (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-5 array); • 2 x Red Hat Enterprise 5 Linux servers running Apache and TomCat (2 x Xeon 2.8GHZ, 16GB RAM, 140GB HDD). This infrastructure has not been updated for some time and the Regional Gardens Board is concerned that a full upgrade may now cost them more than it is worth. The Board is now considering moving some, or all, of their current infrastructure into the Cloud. The Board sees this as a strategic move to future-proof the company and is looking to a move to the cloud to ensure that its services are: • Readily available and always accessible, • Capable of handling heavy loads in times of peak demand, • Capable of serving downloads to users as required, • Secure from attacks, • Capable of providing detailed reports on usage. Regional Gardens is considering the following strategic proposal: • They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure in the Bathurst Data Centre and moving all other infrastructure into the Cloud. • They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees. Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat • They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring). All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials. • They also plan to migrate their Garden Design LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Garden Design LoB application suite will require: o several IaaS instances running Windows Server 2019 o several PaaS instances for Microsoft SharePoint 2019 Enterprise • Regional Gardens would like to keep their gardening data sets in Australia. The Regional Gardens Board is contemplating this strategy to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for: • Their existing ICT staff so that they can manage the new Cloud based infrastructure, • Their development staff so that they can start to develop using a Microservices model. Regional Gardens have some 70 garden design, horticultural and support staff that work on different projects for clients in New South Wales. The Board has been looking at the steady increase in workload in garden design and consulting and want to expand this business unit into an Australiawide enterprise. They have been advised that a move to using a Cloud based infrastructure would be an advantage to them. Currently the designers use a locally installed Dynascape software suite on each of their PCs (the Dynascape system requirements are an i7 processor, a minimum of 4GB RAM and a minimum 2GB HDDR6 video card) on each PC. But Dynascape now offers it’s software on an SaaS basis (see https://www.dynascape.com/ and https://www.capterra.com.au/software/5930/dynascape#about). The Board is particularly concerned about the security of their garden design process and their intellectual property for garden design. They are also concerned to keep their client data secure. Accordingly, they are looking for a solution that keeps their design and client data on the company’s own servers in its Bathurst data centre.

You must read the Regional Gardens Case Study in Interact before attempting this assignment

The Regional Gardens Board is considering the following strategic proposal:

• They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
• They plan to implement a multi-cloud strategy to prevent vendor lock-in and provide the ability to take advantage of price differentials.
• They have now moved all their existing Web Services to a IaaS instance in the Cloud that has been designed to provide HA (High Availability) and a better degree of flexibility in supplying data to their customers and employees. This IaaS instance uses a number of Red Hat Enterprise Linux servers using Apache Tomcat.
• They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring). All Microservices are to be designed so that they can be easily moved from one cloud to another to suit their changing requirements.
• They also plan to migrate their Garden Design LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Garden Design LoB application suite will require:
  • A number of IaaS instances running Windows Server 2019
  • A number of PaaS instances for Microsoft SharePoint 2019 Enterprise
• Regional Gardens would like to keep their gardening data sets in Australia.

The Regional Gardens Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for:

• Their existing ICT staff so that they can manage the new Cloud based infrastructure,
• Their development staff so that they can start to develop using a Microservices model.

Regional Gardens has again approached you to advise them on this strategy. The Board is also concerned about how this strategy will affect their BCP (Business Continuity Plan) and their backup and disaster recovery strategies.

3. Discuss what you would recommend should be included in Regional Gardens' BCP as a result of their adoption of a Cloud and Microservices approach. You will need to consider, as a minimum, the issues of application resilience, backup and disaster recovery in a Hybrid Cloud environment.

Case Study:

Regional Gardens Case study Regional Gardens Ltd is a company that runs a few related gardening enterprises. It has a large display garden that it opens for public inspection several times a year. These enterprises include the Regional Gardens Nursery which sells plants and garden supplies to the public, and Regional Garden Planners which provides garden advice, design and consultancy services. Regional Gardens Ltd has a small data centre at its main site in Bathurst where the company’s servers and data storage is located. The company has the following server infrastructure: • 2 x Active Directory domain controllers on Windows Server 2008 R2, (2 x Xeon 3.6GHZ, 8GB RAM, 140GB HDD); • 3 x SQL Server 2003 database servers on Windows Server 2003 (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-5 array); • 1 x Exchange 2007 email server on Windows Server 2008 R2 (2 x Xeon 3.6GHZ, 8GB RAM, 250GB RAID-1 array); • 4 x Windows Server 2003 File and Print servers (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-1 array); • 2 x Windows Server 2008 R2 running Microsoft SharePoint 2013 (2 x Xeon 2.8GHZ, 4GB RAM, 250GB RAID-5 array); • 2 x Red Hat Enterprise 5 Linux servers running Apache and TomCat (2 x Xeon 2.8GHZ, 16GB RAM, 140GB HDD). This infrastructure has not been updated for some time and the Regional Gardens Board is concerned that a full upgrade may now cost them more than it is worth. The Board is now considering moving some, or all, of their current infrastructure into the Cloud. The Board sees this as a strategic move to future-proof the company and is looking to a move to the cloud to ensure that its services are: • Readily available and always accessible, • Capable of handling heavy loads in times of peak demand, • Capable of serving downloads to users as required, • Secure from attacks, • Capable of providing detailed reports on usage. Regional Gardens is considering the following strategic proposal: • They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure in the Bathurst Data Centre and moving all other infrastructure into the Cloud. • They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees. Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat • They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring). All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials. • They also plan to migrate their Garden Design LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Garden Design LoB application suite will require: o several IaaS instances running Windows Server 2019 o several PaaS instances for Microsoft SharePoint 2019 Enterprise • Regional Gardens would like to keep their gardening data sets in Australia. The Regional Gardens Board is contemplating this strategy to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for: • Their existing ICT staff so that they can manage the new Cloud based infrastructure, • Their development staff so that they can start to develop using a Microservices model. Regional Gardens have some 70 garden design, horticultural and support staff that work on different projects for clients in New South Wales. The Board has been looking at the steady increase in workload in garden design and consulting and want to expand this business unit into an Australiawide enterprise. They have been advised that a move to using a Cloud based infrastructure would be an advantage to them. Currently the designers use a locally installed Dynascape software suite on each of their PCs (the Dynascape system requirements are an i7 processor, a minimum of 4GB RAM and a minimum 2GB HDDR6 video card) on each PC. But Dynascape now offers it’s software on an SaaS basis (see https://www.dynascape.com/ and https://www.capterra.com.au/software/5930/dynascape#about). The Board is particularly concerned about the security of their garden design process and their intellectual property for garden design. They are also concerned to keep their client data secure. Accordingly, they are looking for a solution that keeps their design and client data on the company’s own servers in its Bathurst data centre.

You must read the Regional Gardens Case Study in Interact before attempting this assignment

The Regional Gardens Board is considering the following strategic proposal:

• They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
• They plan to implement a multi-cloud strategy to prevent vendor lock-in and provide the ability to take advantage of price differentials.
• They have now moved all their existing Web Services to a IaaS instance in the Cloud that has been designed to provide HA (High Availability) and a better degree of flexibility in supplying data to their customers and employees. This IaaS instance uses a number of Red Hat Enterprise Linux servers using Apache Tomcat.
• They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring). All Microservices are to be designed so that they can be easily moved from one cloud to another to suit their changing requirements.
• They also plan to migrate their Garden Design LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Garden Design LoB application suite will require:
  • A number of IaaS instances running Windows Server 2019
  • A number of PaaS instances for Microsoft SharePoint 2019 Enterprise
• Regional Gardens would like to keep their gardening data sets in Australia.

The Regional Gardens Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud-based ICT infrastructure. They appreciate that this would entail retraining for:

• Their existing ICT staff so that they can manage the new Cloud-based infrastructure,
• Their development staff so that they can start to develop using a Microservices model.

Regional Gardens has again approached you to advise them on this strategy. The Board is also concerned about how this strategy will affect their BCP (Business Continuity Plan) and their backup and disaster recovery strategies.

2. Describe the major Information Security risks that you see associated with the move to this Microservices strategy for Web Services. You should name and describe each risk that you identify, estimate its likelihood and consequence and then describe a possible control for the risk. This should be presented in a tabular form.

problem 3-1

You are going to build a C++ program which runs a single game of Rock, Paper, Scissors. Two players (a human player and a computer player) will compete and individually choose Rock, Paper, or Scissors. They will then simultaneously declare their choices and the winner is determined by comparing the players’ choices. Rock beats Scissors. Scissors beats Paper. Paper beats Rock.

The learning objectives of this task is to help develop your understanding of abstract classes, inheritance, and polymorphism.

Your task is to produce a set of classes that will allow a human player to type instructions from the keyboard and interact with a computer player.

Your submission needs to contain the following files, along with their header files:

• main-3-1.cpp
• Player.cpp
• Person.cpp
• Computer.cpp

Part 1: Abstract Classes

Define and implement an abstract class named Player that has the following behaviours:

void move();
string getMoves();
char getMove(); //returns the most recent move made
bool win(Player * opponent); //compares players’ moves to see who wins

Declare the move() and getMoves() functions as pure virtual and set proper access modifiers for the attributes and methods.

If no one wins, the game should output “draw! go again”, and the game continues until a winner is determined.

Part 2: Polymorphism

Computer Class:

Define and implement a class named Computer that inherits from Player. By default, Computer will use Rock for every turn. If it is constructed with another value (Paper or Scissors), it will instead make that move every turn.

The Computer class has the following constructor and behaviours:

Computer(string letter); //set what move the computer will
//make (rock, paper, or scissors)
//if the input is not r, R, p, P, s, S or
//a string starting with one of these letters,
//set the move to the default ‘r’

string getMoves(); //returns all moves stored in a string

void move(); //increments number of moves made

To explain, if the computer was constructed with Computer(‘s’), and it made 3 moves, getMoves() should return:

sss
For advice about testing, please use the debugging manual (Links to an external site.).

Person Class:

Define and implement a class named Person that inherits from Player. The Person can choose Rock, Paper, or Scissors based on the user’s input.

The Player class has the following behaviours:

void move(); //allow user to type in a single character to
//represent their move. If a move is impossible,
//“Move unavailable” is outputted and the user is
//asked to input a character again.
//Otherwise, their input is stored

string getMoves();   //returns all moves stored in a string

Write a main function that uses Computer and Person to play Rock, Paper, Scissors. The Computer can be made with either constructors, but should set the default move to ‘r’. The player should be asked to input a move which is then compared against the computer’s move to determine who wins.

All the Player’s previous moves should be outputted, followed by all the Computer’s moves outputted on a new line.

Example Test Cases

program runs but does not compute the average. Here is what I have. Thank you

#include <iostream>
#include<iomanip>
#include"Average.h"
using namespace std;

int main() {
   cout<<"Enter 3 integers, seperated by spaces, on a single line: ";
   int number1, number2, number3;
   cin>>number1>>number2>>number3;
   int average;
   double avg;
//   average = computeAverage(number1, number2, number3);
   cout<<"Average of "<<number1<<" and "<<number2 <<" and "<<number3 <<" is "
   <<average<<endl;
  
  
   cout<<"Enter 2 integers, seperated by a space, on a single line: ";
//   int number1, number2;
   cin>>number1>>number2;
  
   cout<<"Average of "<<number1<<" and "<<number2<<" is "
   <<average<<endl;
  
   cout<<"Enter 3 doubles, seperated by a space, on a single line: ";
   double num1, num2, num3;
   cin>>num1>>num2>>num3;
  
   cout<<"Average of " <<num1<<" and "<<num2<<" and "<<num3<<" is "
   <<average<<endl;
  
   cout<<"Enter 2 doubles, seperated by a space, on a single line: ";
//   double num1, num2;
   cin>>num1>>num2;
  
   cout<<"Average of "<<num1<<" and "<<num2<<" is "
   <<average<<endl;
}

#include<iostream>
#include<iomanip>

class Average{
   private:
       int number1;
       int number2;
       int number3;
       int average;
       double num1;
       double num2;
       double num3;
       double avg;
      
int computeAverage(int x, int y, int z){
   int averageValue = (x + y + z)/3;
  
   return averageValue;
}
   int computeAverage(int x, int y){
       int averageValue = (x + y)/2;
  
   return averageValue;
}
   double computeAverage(double x, double y, double z){
       double averageValue = (x + y + z)/3;
  
   return averageValue;
}
   double computeAverage(double x, double y){
       double averageValue = (x + y)/2;
  
   return averageValue;
}
};

Peter runs his own bricklaying business and is considering hiring a full time worker. He will pay his employee a gross wage of $48,500 p.a. His employee is also entitled to 4 weeks paid annual leave and 10 public holidays (2 weeks total). He knows that he has to pay PAYG withholding tax out of the gross wage figure (calculation not required), and has been advised that he has to pay 1.85% in WorkSafe insurance.

a. If this will be Peter’s only employee, does he have to pay payroll tax?

b. Are there any other costs Peter needs to factor in? List and briefly explain.

c. Calculate (showing workings) the full cost to Peter of hiring the above worker.

d. If Peter gives his worker the work vehicle and allows him to use it for personal travel, does this get taxed as well? If so, who pays the tax? (2.5 marks)

Saint Mary’s University jointly runs a dual degree program with the Beijing Normal University at Zhuhai. In order to do so, Saint Mary’s provides faculty to instruct in China. For the spring session scheduled to run from April 22^nd to May 31^st, 2019 Saint Mary’s had an individual prepared to instruct this course. This person entered into a contract with SMU which stated in part that the individual would instruct in China during the entirety of the spring session, but said nothing about cancellation by either party. At some point on or about late February, this individual advised Saint Mary’s that they would not be able to come to Zhuhai. Assume for the purposes of this assignment that the individual had been diagnosed with cancer, and was unable to travel.

In or about early March Professor Scott had been offered and had accepted a position as the new instructor by Saint Mary’s. A contract was entered into that included, among other things, clear instructions that he would need to secure the appropriate Visa that would allow him to travel to Zhuhai. As time was tight (in legal terms we say that time was of the essence) Scott was encouraged to go ahead and book flights and make the necessary arrangements in order to be in China to start classes on April 22.

In Canada, the Chinese embassy is responsible for issuing appropriate Visas for travel to China. In order to facilitate the processing of applications, the embassy utilizes an independent company known as the Chinese Visa Processing Centre Limited…this company is a separate entity from the government and operates at arm’s length from the embassy. Applications are filled out online, and when complete, the applicant must print the application form and attend in person at the offices of the Chinese Visa Processing Centre where they pay a fee and also provide biometric scans that enable the embassy to conduct their work. The Chinese Visa Processing Centre essentially pre screens visa applications to ensure conformity with the established decision parameters. If there are readily apparent issues, for example an expired passport or things of an administrative nature, then the Chinese Visa Processing Centre will hold an application pending the correction of the issue by the applicant. The Processing Centre also states that applicants who cannot pick up their passport in person must provide a prepaid pre-addressed return envelope so that the passport containing the Visa can be returned to the applicant.

Scott prepared the online application form as advised. Given the type of Visa required, Scott needed a letter, known as the Foreign Expert Invitation Letter issued by the provincial government in Guangdong, China. Although this letter was not mentioned in the contract, Saint Mary’s represented verbally that they would secure the letter for Scott. Saint Mary’s did, in fact secure the letter, which was advanced to Scott via email on March 19. Having completed the application, and with the letter in hand, Scott flew to Ottawa to deliver the visa application.

Before that however, Scott had booked flights from Halifax to Zhuhai that would have him arrive in China on April 19 in time to begin classes on the 22^nd. Scott was instructed to secure cancellation insurance on all flights. Scott did, in fact, pay for and receive a policy of insurance that clearly stated that it would cover the cost of flights cancelled due to medical emergencies or death, including medical emergencies or death to immediate family members of the insured party.

While sitting in the departure lounge awaiting his return flight to Halifax, having attended at the Visa Processing Centre as required Scott received a telephone call from the Chinese Visa Processing Centre and was told that the embassy has already had a look at the Foreign Expert Invitation Letter. Scott was advised that the letter would not suffice because it lacked certain information, and also because it needed to be issued by the appropriate government authorities in the Guangdong Province. The letter had actually been issued by the University, in accordance with past practice This issue had not been raised for previous applications.

As a result of this problem, it became impossible to travel as planned and Scott advised his travel agent that the flights would need to be cancelled or changed. Further, Scott and officials at Saint Mary’s decided that he should not rebook any travel until it was absolutely certain that the new letter could be obtained.

On April 19, Scott received a different Foreign Expert Invitation Letter and forwarded it to the Chinese Visa Processing Centre. They acknowledged receipt on April 22 and indicated that he should receive confirmation that the Visa had been processed by April 26.

With this new knowledge, Saint Mary’s and Beijing Normal University at Zhuhai amended the start date of the course to May 6.

On April 26, Scott received word that his Visa had been processed and his passport had been placed in the provided pre-paid, pre-addressed envelope and put in the mail. The expected delivery date was April 29. Unfortunately, on April 29 it was discovered that the passport had been delivered to any entirely different address, not in Halifax Nova Scotia, but in Mississauga Ontario, 2000 kilometres away. The address label on the envelope that had been purchased from Canada Post had been tampered with before it was sold. When it was placed in the postal system by the Chinese Visa Processing Centre, it had two different addresses, and Canada Post picked one but they picked the wrong one. When contacted by Scott, Canada Post officials advised that once the envelope had been placed in the mailbox of the receiver, it became the receiver’s property, and Canada Post could not recover it because this would constitute theft. They took no responsibility for the envelope, saying it was the buyer’s problem.

Fortunately the passport was located. The individual that had the passport said that he would return it if Scott came to get it at his home. When Scott travelled to the home, the gentleman said he would only return it if Scott paid a significant reward. At first Scott declined, but the gentleman indicated that he would call the police and state that Scott was trespassing on his property. Scott felt he had no choice, and so he complied and made the payment.

When Scott returned to his hotel with the passport, the rain started to fall heavily. The stone walkway at the front of the hotel was quite slippery, and unfortunately Scott fell and injured his shoulder. Hotel staff would take no responsibility for the injury, stating Scott should have been more careful as it was raining. A sign on the wall of the hotel indicated that the paving stones could become slippery when wet, and patrons of the hotel were cautioned that the hotel accepted no responsibility for injuries. Unfortunately, the hotel concierge had left a luggage cart in front of the sign such that it was not visible.

1. IDENTIFY ALL THE POTENTIAL LEGAL ISSUES WITH REFERENCE TO THE MATERIALS COVERED IN THE COURSE. YOU MAY PREPARE YOUR ANSWER IN POINT FORM. NOTE ALSO THAT YOU ARE ASKED ONLY TO IDENTIFY THE POTENTIAL LEGAL ISSUES, SO A COMPLETE ANALYSIS IS NOT REQUIRED. (50 points)

2. ASSUME YOU ARE A LAWYER RETAINED BY SAINT MARY’S. ADVISE SAINT MARY’S OF ALL OF THEIR RIGHTS AND OBLIGATIONS IF SCOTT HAD NOT BEEN ABLE TO SECURE THE VISA. (10 points)

3. IDENTIFY, WITH REFERENCE TO RISK MANAGEMENT STRATEGIES, AREAS WHERE RISK WAS ENCOUNTERED AND HOW THE PARTIES DEALT WITH THE RISK. SPECIFY THE PARTICULAR RISK MANAGEMENT STRATEGY. (35 points)

4. WOULD IT MAKE ANY DIFFERENCE TO YOUR ANALYSIS IF SCOTT WAS PAID OR IF HE WAS A VOLUNTEER? WHY OR WHY NOT? (5 points)

Wally runs a fruit & vege stall Wally’s VegeRama -at the local Sunday market. He can buy watermelons from his supplier for $5 each. He can sell watermelons for $10 Each. On any particular Sunday, demand for watermelons follows a Poisson distribution with mean 5. Any watermelons that are not sold on Sunday go bad before the next weekend. Wally’s current policy is to stock 6 watermelons.

2. How many watermelons should Wally stock to maximise his expected profit? expected profit is 3.0800