Consider an economy in which the government employs teachers to provide education services to the public which are funded entirely by taxes. These government employees (i.e. doctors) earn salaries for this work. Assume that a pandemic starts which causes many parents not to send their children to school. Assume that enrollment drops by 50%. The number of teachers as well as their pay (i.e. salaries) stay the same during the same period. (a) Using the expenditure approach, determine how the GDP changes over time? Explain. 1 (b) Now suppose that all education services are provided by the private sector. Private schools charge each student a fee or tuition. Assume that the same pandemic hits, and half of parents choose not to send their children to school. The number of teachers as well as their pay (i.e. salaries) stay the same during the same period. Using the expenditure approach, determine how the GDP changes over time? Explain, and contrast your answer with the part (1a). (c) Consider the following additional information. Children who are not sent to school by their parents receive education from parents at home, i.e. they get homeschooled. Assume that the quality of home-schooling is as high as that of regular schools. For simplicity, assume that home-schooling does not imply a time cost to parents. What are the welfare implications of this for both (1a) and (1b)? Does the change in GDP reflect the changes in welfare accurately? Explain.

The superintendent who collected data for Assignments 1 and 2, continued to examine the district’s data. One question that concerned the superintendent’s constituencies was the difference between the school performance scores of the superintendent’s district and a neighboring district that had similar demographic and socio-economic characteristics.

The superintendent collected the following information: School performance scores for superintendent’s district:

124 113 111 96 86 107 125 116 90 91 101 82 82 99 118 87 116 99 102 89 97 124 127 89 112 122 93 113 102 86 98 105 79 123 114 91 121 102 114 110

School performance scores for comparison district:

115 114 130 129 97 94 101 127 103 121 100 110 93 126 118 101 117 88 125 96 103 101 131 122 91 128 110 111 116 107 108 98 102 135

1. What is the value of the degrees of freedom that are reported in the output (equal variances assumed)?

2. What is the reported level of significance?

3. Based on the reported level of significance, would you reject the null hypothesis?

4. Present the results as they might appear in an article. This must include a table and narrative statement that reports and interprets the results of the Independent Samples T test.

In 2002 the Supreme Court ruled that schools could require random drug tests of students participating in competitive after-school activities such as athletics. Does drug testing reduce use of illegal drugs? A study compared two similar high schools in Oregon. Wahtonka High School tested athletes at random and Warrenton High School did not. In a confidential survey, 8 of 133 athletes at Wahtonka and 27 of 115 athletes at Warrenton said they were using drugs. Regard these athletes as SRSs from the populations of athletes at similar schools with and without drug testing.

(a) You should not use the large-sample confidence interval. Why not?
Choose a reason.The sample sizes are too small.The sample sizes are not identical.The sample proportions are too small.At least one sample has too few failures.At least one sample has too few successes.

(b) The plus four method adds two observations, a success and a failure, to each sample. What are the sample sizes and the numbers of drug users after you do this?

Wahtonka sample size:     Wahtonka drug users:
Warrenton sample size:     Warrenton drug users:

(c) Give the plus four 99.5% confidence interval for the difference between the proportion of athletes using drugs at schools with and without testing.
Interval: to

please show your work and what function to use on the calculator if any. Thank you!

I am comfortable with structures that contains one item per variable. But i am struggling to manage structure that contains multiple items in one variable (within a matrix). it's in C language.

for example this structure :

   struct resume{
char *name;
char *job;
char school*;
int counter_resume;

}resume;

i want to create functions that are able to dynamically allocate memory so it can add multiple persons resume without knowing how many they are going to be in the beginning. Lets say we have Bob . Bob worked as a fireman, postman, and truck driver. So there is 3 items in the Jobs variable for Bob. let say he went to school to Marveric and Standford. We should be able to add more persons in the same structure using the functions. for example the main look like this :

nb: feel free to give more knowledge, suggestions, or any useful advices or  information needed for me to master this particular subject.

int main()
{
struct resume *Bob = malloc(sizeof(struct resume));

add_name(Bob,"Bob");

add_job(Bob, "Postman");
add_job(Bob, "Truck driver");
add_job(Bob, "fireman");

add_school(Bob, "Standford University");
add_school(Bob, "Chicago business school");

print_single_resume(Bob); // print Bob resume
print_all_resume(); // print all of the resumes

free_memory(bob); // function that free the memory allocated

free_all(); // function that free the memory allocated for all the persons
}

You are conducting a workshop on reliability for high school teachers and principals. One of the topics you are covering is reliability as it pertains to commercial published tests. You describe reliability evidence that test publishers typically present for their tests. You emphasize that, as consumers of tests, high school teachers and principals need to pay attention to that evidence and evaluate it. A principal, Mrs. Constantine, raises her hand to ask you a question: "You have made a really strong case for why we need to look carefully at the evidence for reliability that a test publisher includes in a technical manual. But what I don't understand is how high reliability needs to be for me to feel comfortable using scores from a commercial published test to make decisions about students."

How would you respond to Mrs. Constantine?

Write your one- or two-paragraph response to this question as if you were talking directly to Mrs. Constantine. Make certain that you are using teacher- and principal-friendly language as you respond to her (i.e., no measurement terminology unless you define terms).

In your response, identify two factors that high school teachers and principals need to consider when examining the degree of reliability presented in a technical manual for a commercial published test. Include at least two examples to illustrate the points you are making.

part 1.
An independent measures study has df = 48. How many total participants were in the study?
a. 24
b. 46
c. 50
d. There is not enough information

part 2.

A commonly cited standard for one-way length (duration) of school bus rides for elementary school children is 30 minutes.

A local government office in a rural area conducts a study to determine if elementary schoolers in their district have a longer average one-way commute time. If they determine that the average commute time of students in their district is significantly higher than the commonly cited standard they will invest in increasing the number of school busses to help shorten commute time. What would a Type 2 error mean in this context?

a. The local government decides that the average commute time is 30 minutes.

b. The local government decides that the data provide convincing evidence of an average commute time higher than 30 minutes, when the true average commute time is in fact 30 minutes.

c. The local government decides that the data do not provide convincing evidence of an average commute time higher than 30 minutes, when the true average commute time is in fact higher than 30 minutes.

d. The local government decides that the data do not provide convincing evidence of an average commute time different than 30 minutes, when the true average commute time is in fact 30 minutes.

2. Consider shaping and chaining procedures. You need to train a teenager to take a public bus to school every day. The teen has never taken this bus or traveled this bus route before. Describe the procedure you would use. Describe the steps that would be involved. In other words create a task analysis.
3. Consider the use of prompts and prompt fading. Given the current world events we need to teach middle school kids how to social distance while in school. The biggest problem is when they need to wait in line for things. And when they are having a conversation with others. Describe what prompts you would use to teach the kids how to keep 6 feet away from others at these times. Also describe how you would then fade the prompts.
4. Consider antecedent control procedures. Given the current situation we have many individuals that are hording items they should not be hording. I don’t mean toilet paper. Some are hording essential items for frontline medical personnel and first responders such as masks, gloves, disinfectants, etc. The reason for the hording by these individuals is so they can sell the stuff for ridiculously high prices. If you were in a position to intervene, maybe in government, what could you do to stop this using antecedent control procedures? Describe the procedure you would use and the steps involved.

In addition to treating students differently based on social class, schools also convey implicit messages about gender, sexual orientation, religion, language, country of origin, and disability. Like the messages about social class, these implicit messages are also forms of the hidden curriculum. Often these messages reinforce the status quo that is discriminatory towards non-dominant groups (females, sexual minorities, immigrants, non-Christians, low-income people, and people with disabilities). In general, the hidden curriculum helps to reinforce and reproduce the social hierarchy that is already present in the adult world. Remember: The hidden curriculum is not the “regular” academic curriculum. It is “taught” both overtly and covertly through behaviors, words, and the school structure.

The example provided by Johnson and Rhodes focuses on how schools provide differential learning environments that prepare students to remain in the social class into which they were born. Jeff Sapp (article in this module) illustrated the hidden curriculum by describing the ways his school “taught me I was poor.”

Discussion Assignment: Reflect on your K-12 education and identify the hidden curriculum in your school related to one of the following variables: gender, race or ethnicity, language, country of origin, religion, social class, or disability. In your response, be specific about what messages you received about the variable you chose and how those messages were conveyed.

Louise Wuitton (LW) is a New Zealand-based fashion label which specialises in creating luxury garments for both men and women. LW sources fabrics and other items for their garments locally, and the garments are made in a workroom in Auckland by a team of tailors and seamstresses who are paid at least the standard living wage of $22.10 per hour, depending on their experience. LW commenced operations in 2015, and since then, the company has gained a strong reputation in the marketplace for producing high-quality, fashion-forward clothing at a reasonable price. They have also been recognised as one of New Zealand’s top employers, based on their policies around safe working conditions, employee well-being, and above average hourly wages. Their strong reputation has contributed to growing revenue since 2015, and in the last financial year, the company reported its best ever earnings performance. In the last 18 months, a number of overseas competitors have entered the New Zealand marketplace. These competitors are able to produce similar clothing designs to LW at a much lower cost, given the differences in the cost of labour and materials in the overseas factories. Additionally, the impact of COVID-19 has resulted in lower than anticipated revenue for LW for the first half of the 2020 financial year, and the senior management team anticipates that the situation is likely to deteriorate further unless the company can find a way to cut their costs of production in order to remain competitive. If cost savings cannot be found, the company risks becoming insolvent in the next two years. The company’s CEO believes that the best option for LW is to outsource the manufacturing of their garments to a third-party company located in Bangladesh. This would drastically reduce the costs associated with production, as the standard wages paid in the garment industry in Bangladesh are much lower than those paid by LW in New Zealand. Additionally, the thirdparty manufacturer would be able to source cheaper fabrics from which to make the garments. There are differing views among the other members of the senior management team – some agree that this proposal seems like the best course of action for LW. However, other members of the senior management team are concerned that outsourcing production to Bangladesh would harm the company’s brand image and reputation, resulting in further deterioration of the company’s bottom line in the long-term. Among their concerns, they cite the well-known poor working conditions associated with the garment manufacturing industry in Bangladesh, the low wages paid to the workers in the factories there (who tend to be poorer women and girls with no skills or training that would enable them to obtain better employment elsewhere), and the possible negative environmental consequences of producing clothing using cheaper fabrics.

Required: Use the ethical decision-making framework discussed in lectures to evaluate the ethical dilemma in the above scenario, AND issue a recommendation to the senior management team of Louise Wuitton (LW) based on your evaluation.

Opportunity or temptation?

Journal of Case Studies

Introduction

Their facility was just too small. Steady growth had them bursting at the seams. Finally, after years of searching, they thought that a suitable location finally had been found, a location that might garner enough support to win membership approval when it came time to vote. Capacity, turmoil, turnover, a bad economy, limited budget, and aged physical plant were all constraints that had held back Hope Community Church (HCC). But there were good reasons that its name was Hope. One was that its leadership core was made up of people who were of strong faith and strong will. Leadership believed that constraints were nothing more than speed bumps that could be overcome. Turmoil and turnover had already been overcome. The bad economy was subsiding and, at least regarding monthly operations, the church budget was no longer an issue. The final constraints, capacity and structural integrity of the church building continued to be problematic and underscored the need to relocate the church.

Sometimes, things are beyond repair or are no longer suitable for their intended purpose, but facing the need for change can be a difficult challenge. HCC's church sanctuary had some serious structural problems. So, for many years, a church building committee had been in search of a better facility or building site. More than once it was thought that a suitable "new" location or facility had been found, but each time a fatal flaw had been discovered. Finally, the church building committee had found what seemed to be an affordable acreage on which they could build. Now church members had to make the decision as to whether or not to buy the new site. Still, it was not without potential problems. But hopefully, church members would not consider any of them to be major when it came time for them to vote. Should the church membership vote yes on its opportunity to purchase the land for construction of a new church, or, vote no and continue to meet in the current facility, and once again ask its building committee to start over in its quest for a new building site?

The thought of moving to a new location touched emotions on both sides of the issue. One group of church members had strong personal attachments and memories that were inextricably tied to the old sanctuary. For many of these long term members who favored remodeling and making do with the current facility, moving was out of the question. The oldest active member of the church, and perhaps the church's most loved member, was a stoic advocate for remaining with the status quo as she had been married in the old sanctuary decades ago and had no desire to move. She had a strong following, and it was no secret that she was not excited about the possibility of the church relocating. In fact, her opinions were so well known that there was concern among the church leaders that moving to a new location could so offend her and other long term members that they might leave the church.

However, other members thought that remaining in the current facility was untenable. This group, that included much of church leadership, was more concerned with adequacy and stewardship than nostalgia. They openly expressed their opinions that it was past time to abandon tradition and move on. To them, throwing more money at the small, deteriorating church sanctuary seemed an unreasonable thing to do. Would remaining in the current facilities strangle church growth? The opinions of these two groups would heavily influence the upcoming membership vote as to whether or not to buy new property.

Bursting at the Seams

Serving a farm community of about 3,000 people in beautiful southern Colorado, particularly among young families, HCC had experienced steady growth, and church attendance had doubled over the past five years. During that same time period, tithes and offerings had grown from $185,000 to $250,000 annually. Now, often with more than 80 percent of its seats occupied, HCC's current facility was both literally and figuratively bursting at the seams.

Built in the early 1900s, the church sanctuary had served many years as the center for both fellowship and spiritual gatherings. Since the pictures that had been taken that showed a hitching post where worshipers could tie their horses, the structure had been updated many times. Gone were the old coal burning stoves, as well as their old, dangerous gas replacements; they had been replaced with safer more fuel efficient gas burning furnaces. Gone were many of the old single pane windows; they had been replaced with energy-saving double pane windows. Bathroom facilities had been dramatically improved as had the kitchen facilities and furnishings.

Still, it was about a 100 year old wood and stucco structure sitting on dry rotted sill plates supported by a deteriorating rock and concrete foundation. In hindsight, the foundation had not been tall enough; the freezing and thawing that accompanied the melting snows of spring had eventually taken their toll, and little by little, the structure had slowly begun to sink. Some temporary mitigation had been provided by jacking up the building and inserting railroad ties under the floor joists, but maintenance costs continued to rise. From the steeple to its foundations, the church building had problems. Certainly if enough money were thrown at the structural problems, they could be solved. However, even if that were done, it would still just be an old building that the congregation had outgrown. And, remediation costs could be even greater than the costs of building a new structure. Rebuilding, on site, made little financial or practical sense, but some members of the congregation were still reluctant to move for sentimental reasons.

Both the city lot, 50' wide x 150' long, and the building were just too small. Membership was growing across all age groups, and finding a seat to attend church services had become problematic. Upon entering the packed facilities and surveying the lack of available seating potential, new congregants sometimes just turned around and left, never to be seen again. Hopefully, they found a church home in one of the other city churches that had excess capacity.

There were no church facilities for HCC's adult Sunday school. Classes had to be held in two rented rooms in a building half a block away, accessed by a rough graveled alley complete with mud puddles whenever it rained or snow melted. Sunday school for the church's swelling children ministry was held in yet another building. It was a too small 1960s vintage Housing and Urban Development (HUD) type house that also inadequately housed the church's administrative staff. Though needed, there was no youth ministry. There just was no place for them to meet. The church library was an old closet, and, not a very big one. There were no rooms for gatherings of the church's servant leadership team, elders, deacons, or women's ministry. There wasn't even room for the pastor to have an office. His office was in his home, about five miles from the church. In addition, what little bit of off-street parking that could be found did not come close to serving the needs of attending church members. Many members parked on the streets and in driveways of consenting owners. As the church continued to expand, these needs would not only increase but also constrain growth.

One possible partial solution that had been considered but rejected was to just increase the number of church services. Membership did not want to lose touch with other members who chose to attend the "other" service, and the small but dedicated praise and worship team did not want to commit to leading an additional weekly service. HCC was a small nondenominational church. While leadership certainly made efforts to interact with other church leaders, it was without the benefit of the organized network and knowledge base typical of larger denominations. Though there also was no evidence that they did so, had they felt the need for it, leadership might have gleaned some additional support regarding the need to relocate or build from information available through sources such as The Alban Institute (http://albiston.com).

Searching for a Solution

These problems certainly had not escaped the attention of church leadership. Eight years ago, the church had purchased highway acreage on the outskirts of town. It then slowly accumulated funds with which to build. It had made a good start and had accumulated about $110,000 when the church mission team identified an urgent need to support a TEARS (true evangelism always requires sacrifice) missionary dream in a third world country. Money was needed to provide housing, food, education, and spiritual training for impoverished single parent children including many girls who might otherwise become trapped in the horrors of human trafficking. Consistent with church goals, the membership enthusiastically voted to invest most (about $70,000) of its building fund in the effort to help save some of a third world country's young from despicable lives. The rest of the fund would be invested in a remodel of the sanctuary to address structural problems.

Several years later, after growing its building fund, the church building committee again started making plans to build on the site on the outskirts of town. Not long into the process, a problem was discovered. A government change in building codes now would require the church to fund acceleration/deceleration lanes to the adjacent highway, and that was expected to increase the cost of building by $500,000.

Five hundred thousand dollars would more than exhaust all of HCC's building funds and leave it unable to start construction. After considerable discussion, the decision was made. Church leadership recommended, and the church membership approved, that the acreage be resold. It was, and the church harvested a substantial profit of about $200,000. The profit enhanced the building fund and paved the way for a new search for a larger existing facility or a cost effective building site.

Renewed Hope

Unfortunately, such sites proved to be scarce. Church membership had a strong desire to build within the city limits, but few undeveloped parcels of adequate size remained. Those that did remain were owned by the city's school board, other government agencies, or farmers who did not want to subdivide their holdings. Time and again, over a period of years, the church's building committee investigated possible sites only to discover "show stopping" flaws. Some sites were too expensive; some were too small. Some, with existing structures, did not provide the needed space or could not be cost effectively remodeled. Others were too remote, or too far outside the city limits.

After several years of fruitless searching, in a private conversation with a public minded elderly land owner of an unlisted property, a building committee member discovered a possible site. It wasn't ideal; by now it was known that those sites either did not exist or were prohibitively priced. But the price on this parcel seemed right. At $110,000, the cost would only consume about one third of the church's building funds; there would still be money left over for construction of an economical metal building. So, after assurances that it would be a bargain purchase by a trusted realtor who had written the contract and who had long been an active church member, and one of its Sunday school teachers, church leadership acted decisively to lock in the opportunity to purchase the new parcel.

The church had lost out on other opportunities when those had become publicly known. Sometimes it had been "outbid". On one occasion, approval of a sale to the church had been nixed by regulatory board members who favored a non-church use for land over which the board had control. There was concern that this parcel also might get snatched away from the church by a higher bidder, if the owner's asking price became public knowledge. Hence; acting with approval of the church leadership team, HCC church pastor, Keith Wickman, signed a contract to buy the land and authorized $5,000 of earnest money as a down-payment towards its purchase.

One advantage of this parcel was that it was more than big enough for church needs. In total, it was about twenty acres; most of it was on a steep hillside or in a flood plain and not suitable for construction. However, about six acres were suitable for building, so space would not be a problem. The church would have more than enough land for building not only to meet its current needs but also for those of the foreseeable future. And unlike some other parcels that had been considered, where it was not clear that the church could get approval to build, on this land zoning was not a problem. So, that was another advantage of this land; there should be no problems getting necessary governmental approval to build the church. Yet another advantage was that the land had already been legally subdivided, so reselling some of the land was a possibility should the church need to raise additional funds. In fact, a one acre parcel even had commercial zoning dating back to a time when it had once been used as a meat processing plant. Besides affordable cost, among its advantages was that the acreage was within the city limits. It was in an area that so far had not yet experienced much development. But, as would be revealed in an upcoming meeting, that lack of development seemed to be destined to change.

Troubling Concerns

The contract had been carefully written to protect church members' interests (e.g. to recover its earnest money if the church voted not to complete the purchase). Before the church could close on the contract, in accordance with its bylaws, it had to obtain a two-thirds majority approval of church membership by a vote of its congregants. Prior to the vote, Pastor Wickman, mailed church members a letter that expounded upon the land's good qualities. In addition, during church services Pastor Wickman announced that following church services, the church building committee would host two weekly meetings to allow church members to raise questions regarding the possible acquisition.

The meetings were lightly attended; only a handful of church members stuck around to participate, and only a few questions were asked. One of the questions asked, was about access to the property. It was said that there was an existing 10-12' wide paved road that led to the property. Only two homes, ones that had existed for many years, were nearby; both had constructed additions that were within five feet of the pavement and probably encroached on the city right of way. Another building committee member, who was also a city school teacher, did not hesitate to add that those structures no doubt would be condemned when the city began construction of two new schools at an unspecified future date.

Asked if there was another access road, it was revealed that there was an undeveloped forty foot easement that led to the land. When questioned as to how much it would cost to improve the easement to meet government standards, a committee member responded that the committee did not know and could not find out until after the purchase was completed. When asked why that was so, it was said that the city's building department members refused to discuss the matter with the church building committee because the church was not the legal owner of the property.

When asked about utilities, building committee members revealed that electricity had already been installed but city water had not been extended to the property. Asked as to the cost to bring city water to the property lot line, again the building committee did not know; the city's building department refused to discuss such issues with the church building committee because the church was not the property owner.

Asked about the remaining, unusable land, the committee indicated that part of it was a steep hillside. The rest was in a flood plain, had a stream running through it, and had settling ponds left over from the days when the meat processing facility had discharged effluent (waste water). Might there be Environmental Protection Agency cleanup costs associated with the settling ponds? Building committee members were amused at the question and could see no reason to expect that there might be. However, to protect against the remote possibility that a child might somehow wander astray and drown in one of the ponds, the church would probably need to enclose the ponds with a chain link fence. With that question, the first meeting came to a close, and the second meeting, a week later, resulted in no questions at all.

At the conclusion of the following week's sermon, Pastor Wickman encouraged members to remain for a business meeting to vote on the possible land purchase. He briefly reiterated that the church had entered into a contract to buy acreage on which to build its new church and gave a brief description of the parcel. He then asked church members if anyone had questions regarding the land purchase. A woman asked if it was known what it would cost to pave the easement to the land. Pastor Wickman reported that an estimate of $750,000 (far more than what the church had in its building fund) had just been obtained. It was also stated that it was unknown how much of that amount would be absorbed by the new schools and other developments and how much would be the responsibility of the church or when the church might be able to build on the land if it were acquired. It was also disclosed that both the church building committee and the church's Servant Leadership Team had voted in favor of the acquisition but that neither had done so unanimously. One member of each group voted against the acquisition, but Pastor Wickman did not provide reasons for the dissenting votes and no church member asked for an explanation. With these facts in hand, the church membership was asked to vote.

1. What is the finacial analysis?

2. Based on the reading, what can we recommend?

3. What could be the risks/challeges/solutions?