Sample Formal Report

ENSURING DONATIONS TO *** ORPHANAGE REACH THE CHILDREN

(*** denotes the name of the orphanage, which will remain private since this is on the worldwide web)

This research contains information concerning how other non-profit organizations have curtailed ethical dilemmas such as corruption when much of the “business end” is completed in an unstable, foreign country, offering valuable insight into the management and monitoring of donations and their disbursement. This will result in the orphans at this particular location receiving what is intended for them- lifesaving food and formula, medicine, even mosquito netting- and greatly reduce the mortality rate in this orphanage. The benefits of this report can be life changing. This is not about cutting corners, or saving a few dollars- this is about saving lives!

As an organization whose primary goal is to have compassion on and assist all orphans in need, without discrimination, ABC often finds itself rescuing children from the infamous *** orphanage, whose ethics have always been questionable at best. Since post-adoption donations to the orphanage are required by the [country's] government (as with every registered orphanage), we are often conflicted to give, knowing the funds are not being utilized for the benefit of the children. This paper addresses the following research problem: How can ABC ensure that donations to *** Orphanage reach the children? The next sections of this introduction discuss the scope, limitations, sources and methods of data collection, as well as the organization of the report.

Scope of the Report

This report discusses potential solutions to the ethical dilemma that presents when working with ***. It investigates methods that have been successful with other non-profits in Africa, including: implementation of accountability systems, incentive programs, and education of staff. The report presents a preliminary look at these possibilities, without providing all the information necessary to immediately put them into operation.

Limitations of the Report

Due to time constraints, the researcher was not able to cover all potential solutions to the ethics problem at ***. Also, the researcher encountered some serious challenges in finding printed data concerning statistics at orphanages (most likely because they simply aren’t kept) and other studies addressing this issue. It appears to be a topic that has not received much attention.

Sources and Methods of Data Collection

The report used both primary and secondary data resources. The researcher conducted interviews via email with an orphanage director, non-profit director, and a pastor working directly with the orphanage. Additionally, information was sought from the Internet from various non-profits working in Africa and from Ashford University's online database.

Report Organization

The report has three major sections. The first section discusses the possibility of developing an accountability system within *** and provides an example of how this method has been effective with another non-profit.

ACCOUNTABILITY SYSTEM

Perhaps the greatest apparent need when evaluating ABC’s relationship with *** is a comprehensive accountability system. Currently, it is nearly impossible to track the money and goods that are being donated to ***, and it has become obvious to anyone who visits the facility that they are not being used to the benefit of the children living in the orphanage. An effective accountability system needs to be implemented that will monitor and document the distribution and management of aid.

This task may be difficult, as the orphanage is not run by ABC and is not required to be accountable to ABC, or to any entity really for that matter, but there is still motivation for the director and staff to cooperate. Their refusal would simply result in our organization’s refusal to facilitate adoptions from the orphanage, and put an end to any and all donations and the incentives that will be offered (to be discussed in next point).

One non-profit, Orphanages for Africa, has found success in this area: “We require original receipts for all purchases made from grants to partners in order to safeguard against misuse of our funds. Regular updates and annual field reports are also required from our partners. We draft program evaluation reports to conduct cost-benefit analyses of all of our programs” (Orphanages for Africa website). If the cost is not resulting in a benefit, in this case, to the children, the partnership in ended.

In addition to achieving accountability with finances and goods, it is dually important that the orphanage keep up-to-date, accurate records on all the children under its care and their health and progress. Currently, information is greatly lacking in this area. A study by Subbarao & Coury proposes:

"If the current sources of data are inadequate or imperfect measures of orphan welfare, a sample survey should be launched to get orphan-specific information. Such a sample survey will produce quantitative information on orphans. It is strongly recommended that such a quantitative approach be supplemented with a participatory approach, because it would present an opportunity to bring key stakeholders together and increase their ownership in and commitment to any intended program intervention. Moreover, the participatory approach would strengthen the sustainability of any intervention” (Subbarao & Coury, p.102)

By requiring receipts for all purchases, record-keeping of finances, regular updates concerning the children and annual reports from the orphanage if they want to continue receiving aid, misuse of funds and goods is greatly discouraged. Also, where data is lacking, surveys must be completed to gather quantitative information on the orphans, and this should be supplemented with a participatory approach.

An accountability system that includes regular evaluation of the programs, ideally via a hands-on, participatory approach is most effective and necessary for sustainability of the program.

INCENTIVE PROGRAM

Another method to ensure that the orphanage is being managed ethically, in addition to and to supplement accountability, is an incentive program. In a poverty-stricken nation such as [country], where money is scarce and corruption abounds, ethics are rarely rewarded. There is an “every man for himself” mentality, and nice guys finish last. Also, when children under one’s care are not flesh and blood, it is easy to look after one’s own interests above the children. The pay is minimal, and donated goods or funds can take care of one’s own family. Offering incentives for proper accounting of aid and good health of the children creates a desire to “play by the rules” that was previously non-existent.

In a Ugandan orphanage, one non-profit director found great success concerning the overall care of the children by offering the caretakers bonuses if children met certain standards. Sandy Lydo, director of the orphanage Welcome Home Children says “When we began offering bonuses to the mum [orphanage caretaker] who had the best behaved children, the mums were motivated to take their jobs more seriously, and we saw a definite improvement in the care being given to the kids” (personal communication, December 19, 2010).

Incentives can be monetary or non-monetary, and are proven by numerous studies to increase motivation and productivity among workers in a variety of fields. Set goals tend to drive employees, and rewards offered for attaining set goals are doubly motivating. Because we are a non-profit organization, it would be wise to offer non-monetary incentives which could include: flexible work hours, valuable job training, sabbaticals, professional development, tangible rewards, and praise and attention (Ballentine, McKenzie, Wysocki & Kepner, 2003). Specific examples would be to offer nurse training to a caretaker demonstrating superb initiative, or start a “Caretaker of the Month” program accompanied with a tangible gift.

Offering some sort of incentive program to the orphanage staff, most likely utilizing non-monetary incentives including opportunities, recognition, and tangible rewards, will increase their motivation to manage funds and the care of the children ethically.


STAFF EDUCATION

Finally, in addition to accountability and incentive programs, staff education programs must be in place to promote long-term compliance to ethical standards. The *** staff, all women, has never taken any classes about financial management, child development, or nutrition, and may have a difficult time keeping accurate records even if they wanted to.

Subbarao & Coury noted that ““Major drawbacks are said to be associated with orphanages, but few have been studied. Ethiopia’s orphanages are well documented, however. Chernet (2001) provides an extensive list of problems associated with institutional care in Ethiopia: • Inadequate funding • Shortage of trained personnel • Inadequate skills” (p.34). The mention here of a lack of trained personnel and inadequate skills is a problem in orphanages worldwide, including ***.

Donna Dushku, a non-profit director that helps raise support for various orphanages in Bulgaria, has much to say about the need for staff education, and the type of program she has created to meet that need. “Workers in the orphanages we visit are often tired and disillusioned after years of physically and emotionally draining labor. Most workers settle for orphanage jobs when they can't find any other kind of work. They receive little training and are required to care for large groups of children. The result is that the children receive only the most basic care and do not get the positive adult interaction they require to become healthy and successful adults” (personal communication, January 10, 2011).

A training program similar to the one Dushku designed would be very beneficial to ***. Not only does it develop appropriate skills and attitudes in the workers, it also helps them understand the importance of their position as a role model, someone who is shaping the future of the [country]. “Training covers such topics as child development, the rights of children, positive behavior management, social skills development, and understanding the needs of children with disabilities” (Dushku, 2011). For ***, financial management and accountability will also be a topic covered in the program.

The program will require *** to commit to sending each member of their staff to at least one training session a quarter and the orphanage director will also be required to attend all trainings. The orphanage will receive a small grant at the end of the training cycle, part of which is earmarked to fund training-related initiatives: the purchase of books, educational supplies for the children, equipment, child development resources for the staff, etc.

To make this program a success, ABC should send trained volunteer staff to *** for a considerable amount of time (at least a month) to get the staff education program up and running. Not only will the trainers be educating the orphanage staff, but will simultaneously be educating a new training staff under the leadership of Pastor Lolo and the *** Church, who can take over the training program in our absence.

CONCLUSION AND RECOMMENDATIONS

The visuals below contain statistics collected from four different orphanages in [country] and Uganda. The chart clearly demonstrates that the orphanage that is implementing all three methods suggested- the accountability system, incentive program, and staff education- has the lowest mortality rates and most nourished children. This is in stark comparison to ***, which, with no programs implemented, loses 1 in 5 children to preventable deaths, and is not meeting the nutritional needs of its children.

The care of the [country's] orphans is ABC’s utmost priority, and changes need to be implemented to ensure that all aid, whether financial or material, is reaching the children, and that all operations involving the orphanage or ethical. The findings of this report suggest that this is not a hopeless cause, and that other organizations are finding success with this undertaking. Therefore, the following recommendations are made:

1. Our organization must create a system of accountability for all donations and require the strictest adherence by *** director and staff.

2. Our organization must provide motivation via non-monetary incentives for orphanage staff.

3. Our organization must require quarterly participation from orphanage director and staff in classes concerning financial management and child welfare and nutrition.


References

Aid Effectiveness Portal: Together Making Aid Work. (2009). Retrieved December 12, 2010 from http://www.aideffectiveness.org/index.html.

Ballentine, A., McKenzie, N., Wysocki A, & Kepner, K. (April 2003). “The Role of Monetary and Non-Monetary Incentives in the Workplace as Influenced by Career Stage.” Florida Cooperative Extension Service Department of food and Resource Economics, Institute of Food and Agricultural Sciences, University of Florida.

Orphanages for Africa website. About Us. (2005-2010). Retrieved December 13, 2010 from http://www.orphanagesforafrica.org/usa/story.php.

Subbarao, K. and Coury, Diane. (2004). Reaching Out to Africa's Orphans: A Framework for Public Action. Washington, DC, World Bank Publications. Retrieved December 13, 2010 from http://site.ebrary.com/lib/ashford/Doc?id=10064342&ppg=52.

Sample Proposal

A Proposal for Mandatory Office Hours & Classroom Chat Program

INTRODUCTION

Statement of Problem

Since 1918, Ashford University has been evolving, growing, and changing to accommodate its similarly changing student body. Our mission statement declares, “The mission of Ashford University is to provide accessible, affordable, innovative, high-quality learning opportunities…” (AU website). In regards to the online learning environment, it is time to call on the promise of accessibility through the process of innovation. Currently, there is a lack of immediate interaction opportunities in the student/teacher relationship, and as a student, I urge that this issue be addressed for the ultimate success of the online degree programs.

Sources

Numerous studies have shown that one of the major complaints from students in online degree programs is the lack of simultaneous communication. The studies referenced in this proposal include:

• Online Lectures: Benefits for the Virtual Classroom, a 2001 article in The Journal by Dr. Alvin Wang detailing his research and experience in the field of online learning and the benefits of virtual classroom chat.

• Improving online learning: Student perceptions of useful and challenging characteristics, a 2003 University of Georgia study by Song, Singleton, Hill, and Koh providing useful insight on a learner’s perceived challenges with online learning.

*Full references to these sources may be found at the end of this proposal.

Details of Problem

On our physical campus, students have a face-to-face opportunity to ask a question during class, immediately following, or during an instructor’s posted office hours. This is currently not possible in the online learning environment at Ashford. Responses to discussion postings, assignment feedback, and inquiries to instructors are inevitably delayed. There is no guaranteed time an instructor can be reached, and generally the only contact means is via email.

Communication in our online learning environment is asynchronous, meaning it does not occur simultaneously. Although it is policy that instructors respond to students’ emails or questions posted in the “Ask the Instructor” segment of the class website within 48 hours, there is no opportunity for immediate response. This can lead to students feeling disconnected from their teacher and the class, and dissatisfied with the online learning experience. In the UGA study, 71% of participants were challenged by “a lack of community”, and 60% had difficulty understanding goals and objectives in the online learning environment (Song, et al, p.8). As a result, this lack of instant accessibility can lead to poorer grades if comprehension of an assignment or class material is not reached by grading time.

Scope

The proposed plan includes a detailed assessment of methods to increase interaction opportunities between students and teachers, personnel requirements, costs, possible opposition, and expected results and ultimate benefits of the plan.

BODY

Phases of Plan

Immediate interaction opportunities can be made available for students in two phases: (1) Creating mandatory office hours for all instructors, and (2) Implementing a chat program for all virtual classrooms.

Creating mandatory office hours.

• Immediately make it Ashford policy for all instructors to set aside 2 hours each day that they are guaranteed to be accessible to students, by email and phone.

• Require for all instructors to post their new office hours, including contact information, (to include email and phone numbers) on their class websites.

• Additionally, instructors should send out an initial email to all students with their office hours and contact information. If an instructor needs to change their hours for any reason, updated hours should be emailed to students, as well as posted on the Course Home.

• Guarantee that all staff members are aware of the new policy change by releasing a staff-wide memo via email, detailing the new requirements.

Implementing chat program.

• Purchase 123 Flash Chat Pro© server software or similar and install in each virtual classroom. Installing initially in a few “trial” classes to test effectiveness is also an option.

• Require instructors to implement mandatory weekly chat rooms at a set time each week for 90 minutes of live lecture, discussion, and question addressing.

• Inform instructors of new requirements and request that they be implemented and passed on to students at the beginning of the next class. Likewise, inform students via email from their academic advisor, and a posting on their Course Home.

• Provide tutorials for teachers and students on utilizing the new software, and make tech support available as necessary.

Costs

• Implementing mandatory office hours would cost virtually nothing, except a few hours of time adding it to policy and notifying instructors. Notification via email eliminates any paper cost.

• 123 Flash Chat Pro©’s moderated chat modules can be purchased for $99/class. A description of educational chat room services and benefits can be reviewed at: http://www.123flashchat.com/index.php?page=elearning-chat-software.

Opposition

• Some instructors may have chosen the online environment seeking the flexibility of their schedule. Mandatory office hours slightly limit this flexibility and may not be welcomed by all instructors. Also, for those instructors who appreciate the “distance” in “distance learning”, talking to students by phone may be uncomfortable.

• Depending upon the number of classes receiving the chat program, overall cost might be a deterrent for some, who believe the asynchronous discussion boards, albeit with delays, are sufficient enough for communication.

Benefits

Upon implementation of these proposed actions, you will see the following changes:

• Improved student satisfaction, as demonstrated by end of course surveys.

• Higher retention rate of students due to the elimination of frustration and isolation.

• Improved teacher satisfaction with being able to monitor their students’ progress and understanding better

• Improved grades resulting from great accessibility to instructors.

• Finally, as stated by Wang (2001), “Instructors can lecture to the students and questions can be answered immediately. Follow-up questions can also be addressed immediately at an appropriate level of detail. Moreover, the instructor can inquire as to whether the students are clear on aspects of the course material. The immediate responses ensure that all class participants understand necessary information, thus making students feel connected to the instructor and the course.”

CONCLUSION

Recommendations

Ashford University is renowned for its history of excellence in the classroom, and this tradition must be carried over into the virtual classroom, as popularity of our online degree programs continue to grow. To ensure the continuing success of the students and the program, it is crucial to implement changes that will create immediate interaction opportunities between instructors and students. By requiring mandatory office hours for instructors and adding chat room software to all classrooms, the administration will be making leaps and bounds in assuring accessibility to faculty and a sense of community to current and prospective students alike.


References

Song, L., Singleton, E. S., Hill, J. R., & Koh, M. H. (2004). Improving online learning: Student perceptions of useful and challenging characteristics. Internet and Higher Education, 7, 59-70.

Wang, A.Y. (2001). Online Lectures: Benefits for the Virtual Classroom. T.H.E. Journal online. Retrieved May 20, 2010 from http://thejournal.com/articles/2001/08/01/online-lectures-benefits-for-the-virtual-classroom.aspx

Sample Press Release

Kristin Regans
123 Public Relations St. Suite 7
Ashford, IA 43535
(555)321-1234
Fax (555)321-1235
Email: KRegans@prfirm.net

For Immediate Release


MERCK & CO. ANNOUNCES FIRST BIRTH CONTROL SHOT FOR MEN

Whitehouse Station, New Jersey: August 6, 2010

While birth control has long been the burden of the woman, a groundbreaking announcement from researchers at Merck & Co. paves the way for men to start taking the matter into their own hands (or arms, more specifically). The first and only birth control shot for men, Semexal, has been approved by the FDA and is now available for prescription use.

The monthly injection works by releasing testosterone undecanoate (TU), which drastically lowers sperm levels. According to head researcher Dr. John Amory, “Although testosterone usually triggers sperm production, too much testosterone can shut down the testes. With Semexal injections, the brain sees the hormones and thinks, 'Oh, we're making plenty of that,' and shuts off [sperm] production."

The Semexal shot, which has been 98% effective at preventing pregnancy in a 2 year study of over 1,000 men, has little to no side effects, and is comparable in price to women’s monthly birth control pills at $30/month.

-- more --

Merck’s Birth Control for Men p. 2

Researchers at Merck have taken eight years experimenting with the timing and application of testosterone before achieving success with the development of Semexal, and believe they will have continued success as it hits the market. “We don't have a lot of trouble recruiting men for our studies; Semexal is an attractive option for numerous reasons. There are many couples where the woman can't use the pill for a variety of reasons, or just doesn't want the pill. For them, it is a great alternative”, says Merck Spokesman Bob Fletcher.

Merck & Co., Inc. (NYSE: MRK), established in 1891 and headquartered out of Whitehouse Station, New Jersey, is currently one of the seven largest pharmaceutical companies in the world both by market capitalization and revenue. Merck & Co. is a global research-driven pharmaceutical company. Merck discovers, develops, manufactures and markets a broad range of innovative products to improve human and animal health, directly and through its joint ventures.

Evaluation of a Health-Related Website

I have chosen to evaluate a homeopathic medicine website, www.nativeremedies.com. According to the ATA guidelines provided and the recent readings from our Lannon text, there are a few improvements that could be made as far as technical communication goes.

Problem: According to Lannon (p.31), “Laypersons are impatient with abstract theories but they want enough background to help them make the right decision or take the right action. They are bored or confused by excessive detail, but frustrated by raw facts left unexplained or uninterpreted.” The Native Remedies website pretends to offer adequate information with testimonials and vague descriptions of how products work, but actually does little to educate the consumer.

Solution: Lessen frustration by explaining how the product achieves the desired effect. Instead of simply stating, for example, “AdrenoBoost contains a selection of herbs known for their supportive function in maintaining hormonal balance”, the technical communicator should expound by listing the herbs in the product, and describing in layman’s terms how they support the adrenal system, possibly supported by some visual drawings demonstrating the process.

Problem: Information stated on the site as fact is not cited; there is no source for statistics. For example, promotional information for one homeopathic medicine on the site claims, “As a matter of interest, clinical research has demonstrated that the ingredients used in MindSoothe are at least as effective as major anti-depressant drugs, without the same risk of side effects.” This is a rather significant claim.

Solution: ATA guidelines state that it’s important that “each information source is clearly documented.” The Native Remedies site makes a lot of claims for all of their natural products, often boasting that they are equal to or better than prescription drugs, but without the negative side effects. If they are going to make such strong claims, a reference needs to be provided to the official study or clinical research report that supports their statements.

Problem: The ATA guidelines also suggest that health-related websites should be endorsed by a reputable healthcare organization. If a legitimate, well-known, trusted organization (American Pediatric Association, for example) puts their name on a site to vouch for them, it gives the content credibility, which homeopathic medications are often lacking.

Solution: The solution to this particular problem would be to acquire an endorsement from a professional, reputable organization, which may be very difficult. Natural solutions to health concerns (including chiropractic) are often not taken seriously by contemporary medical doctors. This site, to its credit, did the next best thing—they had numerous testimonials posted by M.D.s praising the effectiveness of the natural remedies in their personal situations.


References
Lannon, J. M. (2008). Technical Communication (11th ed.) Ashford Custom. New York: Pearson Longman.

First Post!

I wasn't sure what to put here, but I had to put something!

I love writing- about everything- and have plans to be a freelance writer when I wrap up this degree. I can't wait to see the culmination of all my work over the past year as this page blooms over the next several weeks! Can't wait to see all of yours, as well!

I'll only be in beautiful Guam a couple more weeks, so I'll attach a little picture of the glorious scenery I get to experience daily on this heavenly little island. I have a great new camera, a Canon Rebel T2i, that I have had a lot of fun with over the past couple months. This image is unedited. One I "fix" it, I'll attach the "After" image.