Friday, May 22, 2020

Case1 - 10038 Words

For the exclusive use of X. LI, 2015. HKS751 Case Number 1989.0 Budget Woes and Worse Ahead†¦ Pine Street Inn, Boston’s Iconic Homeless Shelter, Re-Thinks its Strategy In the early 2000s—after a 15-year push to create emergency shelters for the burgeoning homeless population in U.S. cities—shelter funding began to decline, nationwide. For Pine Street Inn, Boston’s foremost homeless shelter, with 715 beds in five facilities, the first sign of trouble came in the form of several consecutive years of level funding. But in 2004, the situation worsened; Pine Street’s revenue dropped from $29.6 to $26.9 million. In alarm, Pine Street Inn Director Lyndia Downie and the Pine Street Board of Directors commissioned†¦show more content†¦For the exclusive use of X. LI, 2015. While other shelters might screen out the intoxicated, the active drug users, the ex-offenders, or those with unmedicated psychiatric disorders, Pine Street prided itself on turning no one away. If all the beds were full, as they often were in winter, Pine Street made room on the floor. 2 To sleep in a shelter was unpleasant, but it was generally safer and—in Boston’s frigid winters—certainly warmer than sleeping rough, on a park bench, in a doorway, or atop a heating grate. By the early 2000s, Pine 3 Street’s five shelters collectively held 715 beds—more than a third of Boston’s shelter capacity. Some 12,000 homeless people were served at Pine Street each year. Pine Street was unwavering in its commitment to provide all guests—and they were always called guests, as a matter of policy—with respect and an unconditional welcome. The only rule was that they not harm themselves or anyone else. Pine Street’s distinctive and unstinting commitment to providing shelter with no conditions, no judgment and no strings dated back to the organization’s creation in 1968 and its first director, Paul Sullivan, appointed the following year. Sullivan had left an indelible imprint; two decades after his 1983 death, he was still routinely referenced at Pine Street. A man of local renown, Sullivan’s zeal and personal devotion toShow MoreRelatedCase16488 Words   |  26 PagesUniversity of Arizona Accounting 554 Case #1: Dow Chemical Company Goals: †¢ †¢ †¢ Become familiar with a set of financial statements including auditor opinion and significant accounting policy footnote, Perform basic analysis and interpretation of the financial statements, including common size analysis, Recognize the role of estimates in the measurement of financial statement amounts. Refer to the Dow Chemical financial statements for 2008 in answering the following: 1. 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Thus, we can get our conclusion that the COP s model is better. ewpage egin{thebibliography}{9} ibitem{U.S.Treasury} U.S. DEPARTMENT OF THE TREASURY\ url {www.treasury.gov/resource-center/data-chart-center/interest-rates/Pages/TextView.aspx?data=longtermrateYearyear=2008 } ibitem{case} The Congressional Oversight Panel s Valuation of the TARP Warrants (A)\ FIN 522 case packet ibitem{case1} The Congressional Oversight Panel s ValuationRead MoreExplain Object Oriented Computer Program Development Techniques Essay969 Words   |  4 PagesCoutdeposit; Balance=balance+deposit; } Void withdraw_currbal() { Float penalty, withdraw; Coutwithdraw; Balance=balance-withdraw; If(balancedeposit; Savbal=savbal+deposit; } Objects Case1:s1.deposit_savbal() Case2:s1.withdraw_savbal(); Case3:s1.disp_savbal(); Case4:s1.display_accinfo(); Case1:c1.deposit_curbal(); Case2:c1.withdraw_curbal(); Case3:c1.disp_curbal(); Case4:c1.disp_accinfo(); Question 3: Write an object-oriented computer program. 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By applying for the above results we get, For test case1 (112,125) Ï =1-((6*((114.811-125)2+(120.376-112)2))/(2*(4-1))) Ï  = -172.973 For test case2 (167,170) Ï =1-(((6*(167-166.87)2+(170-169.261)2))/(2*(4-1))) Ï  =0.436979 so from the obtained results test case1 is considered as noise or outlier and test case2 belong to the data set. Conclusion The goal of work presented in this paper is to improve the

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