Communications Parking Management And Solution To Parking In San Francisco PAper

My research and topic is parking management and solution to parking in San Francisco

https://work.chron.com/letter-transmittal-6249.htm…https://www.youtube.com/watch?v=tp1Nbi0pmmUhttps://www.overleaf.com/gallery/tagged/title-page

KEY RECOMMENDATIONS: You will find info in our text and here:

Recommendations:This is also arranged as a numbered, bulleted-list.Each recommendation should appear in sequence with the order of points in the list of conclusions.Each recommendation should provide a response to each problem identified in the list of conclusions.Each recommendation should be action-oriented, concise, and clear.Each recommendation should also be realistic and feasible within the social, economic, and political climate.Write each recommendation in the future tense, as appropriate.Source: http://owll.massey.ac.nz/assignment-types/business…DF #11: Long Report Check InForumBy now, you should be well into the research for your long report. Please consider and answer these questions. To earn full credit for discussions, post your initial response by Sunday and reply to at least one classmate by Thursday at class time, 6:50pm. Thank you.1) What is the most interesting thing you have learned so far about your topic and why?2) How important do you think your social issue is to society at large?3) Do you feel comfortable with where you are in the research/writing process right now? Why or why not?4) Has anything been especially challenging so far?5) Has anything been especially helpful so far? FROM:
Jane Doe, Director of Operations
John Smith, Facilities Manager
John Jones, Executive Consultant
RE:
Addition of Occupancy Sensors to Reduce Energy Costs
PURPOSE
To modify existing light fixtures with motion sensing lighting using occupancy sensors in
select offices, conference rooms, an other spaces throughout our business facility. The
purpose of these modifications is to reduce the amount of unneccesary energy that is used
during times when the rooms are unoccupied. The reduction of energy usage will result in
cost savings and help achieve our business goals related to environmental sustainability.
THE CURRENT LIGHT SWITCHING PLAN IS WASTING ENERGY
Lighting accounts for approximately 49% of XYZ’s commercial building’s energy
consumption. Turning off the lights when they are not needed can reduce the energy
usageupwards of 60%. The current lighting plan for XYZ’s offices include a manual on/off
switch only. The lights are typically switched in the ON position for upwards of 12 hours
per day. The switches are frequently left in the ON position for extended durations of nonoccupancy, including overnights and weekends. Indoor lighting currently costs $2,275
monthly and $27,299 annually, as shown in the Figure 2 on the following page.
Figure 1
XYZ’s Annual Electric Cost Table
XYZ’s Annual Electric Cost Chart
Average
Efficiency
Indoor Lighting
$27,299
Outdoor Lighting
$0
Air Conditioning
$19,861
Refrigeration
$0
Space Heating
$1,402
Cooking
$0
Water Heating
$0
Miscellaneous
$6,976
Annual Total
$55,538
Average Electric Cost
$0.3156
Average Load Factor
38.1%
Inputs Based on the Following:
Building Type: Office, 10,000 SF
Building Hours: 3,432 per year
Heat Type: Gas
Lighting (Watts/SF): 5.00
Lighting Inventory: Incadescent 100%
Windows: Double Pane
YXZ COMPANY, INC.
TO:
123 Main Street, Anytown, CA 91234  831-555-5555  www.xyzcomapny.com
11/19/2014
11/19/2014  Joshua Plunk
Figure 2
XYZ’s Monthly Electric Energy Cost Table
Date
Avg.
Indr Outdr
Water
Temp Days Cooling Heating Refrig. Lights Lights Cook Heat Misc.
Total
Oct, 14
59.7°F
31
$805
$29
$0
$2,319
$0
$0
$0
$593
$3,746
Sep, 14
69.5°F
30
$3,220
$0
$0
$2,244
$0
$0
$0
$573
$6,037
Aug, 14
73.7°F
31
$4,818
$0
$0
$2,319
$0
$0
$0
$593
$7,730
Jul, 14
75.3°F
31
$5,385
$0
$0
$2,319
$0
$0
$0
$593
$8,297
Jun, 14
71.4°F
30
$3,888
$0
$0
$2,244
$0
$0
$0
$573
$6,705
May, 14
63.5°F
31
$1,440
$6
$0
$2,319
$0
$0
$0
$593
$4,358
Apr, 14
51.6°F
30
$170
$95
$0
$2,244
$0
$0
$0
$573
$3,082
Mar, 14
37.8°F
31
$0
$246
$0
$2,319
$0
$0
$0
$593
$3,158
Feb, 14
31.5°F
28
$0
$284
$0
$2,094
$0
$0
$0
$535
$2,913
Jan, 14
28.7°F
31
$0
$345
$0
$2,319
$0
$0
$0
$593
$3,257
Dec, 13
38.8°F
31
$68
$237
$0
$2,319
$0
$0
$0
$593
$3,217
Nov, 13
45.2°F
30
$68
$160
$0
$2,244
$0
$0
$0
$573
$3,045
Oct, 13
60.0°F
31
$1,043
$33
$0
$2,319
$0
$0
$0
$593
$3,988
Annual Tot
365
$19,861
$1,402
$0
$27,299
$0
$0
$0
$6,976 $55,538
Mthly Avg
30
$1,655
$117
$0
$2,275
$0
$0
$0
$581 $4,628
Figure 3
XYZ’s Monthly Electric Energy Cost Chart
2
11/19/2014  Joshua Plunk
INSTALLING OCCUPANCY SENSORS SAVES ENERGY AND LOWERS OPERATING COSTS
The simplest way to reduce lighting costs is to turn the lights off. Using occupancy sensors will
automatically turn lights off after a defined period of inactivity. These sensors not only save energy by
shutting the lights off, but the lamp life is extended as well. The anticipated energy savings from installation
of occupancy sensors is outlined by room type in Figure 4. Utilizng a mid-range of 50%, the estimated annual
savings is $13,650.
Figure 4
The total project cost was determined by using a proposal from a qualified electrical company, and includes
all applicable project costs to provide the complete installation of 27 occupancy sensors within our facility.
The project cost is $20,250. The project payback period is 1.48 years.
CONCLUSION
Authorizing the installation of occupancy sensors in XYZ’s office facility is a cost effective solution to
achieving our energy savings goals and reducing the operating costs. Approval of this proposal will save the
company an estimated $48,000 over the next five years. If you have any further questions, I would be
pleased to review this proposal with you in person, and answer any further questions or concerns you may
have.
Thank you for your consideration.
Regards,
John Jones
John Jones
3
GoSolarSF Program
Employee Attrition Proposal
Date:
Jane Smith
To: Professor XXXX
From: Jane Smith
Date:
Re: Proposal for New Hire
Purpose: This proposal will address the impact of employee attrition on the GoSolarSF
program. Attrition is a natural evolution of any industry and the SFPUC is not immune to
this occurrence. Within two months, the GoSolarSF program will lose a key member to
retirement. Therefore, it is critical that we formulate a plan to address the adverse effect
that will take place with the loss. The impact of attrition on a business can have
devastating affects not only to the bottom line but also on morale. It is for this reason
that I propose we begin training staff immediately to ease some of the workload that will
result in this storage of staff. Our immediate concern is the continued operation of the
GoSolarSF program. We must ensure that the approval of incentives and issuance of
incentive payments will not be impacted by this change in circumstance. If my proposal
is accepted, it will ensure that the day-to-day operation of the program will continue
uninterrupted.
Current staff: The GoSolarSF team is composed of three staff – one manager who
handles policy issues; one analyst who handles the day-to-day operations of the
program and provides clerical support; and one front-line staff who provides clerical
support and assists the analyst in the day-to-day operations of the program. Once the
lead analyst retires, there will only be one staff to manage the day-to-day operation of
the program and attempt to handle the ancillary duties. The primary duties that must be
addressed will be 1) collaboration with program consultants on the technical aspects of
the program; 2) clarification on policy issues for installers; 3) following up with host
customers in the processing of applications and low-income approvals; 4) and working
with the finance department regarding incentive payments. As indicated from the chart
below, the workload generated from July to the present will be daunting. As illustrated, a
total of $1,259,762 in GoSolarSF incentives has been reserved for the first 4 months of
this fiscal year. This evidence alone confirms that unless new staff is hired immediately
and trained, the program will be fraught with delays.
Problem: A loss of key staff is at issue. A solution to this problem is to borrow one staff
person from a working group and temporarily place that staff into the vacated position
until permanent staff can be hired. Training should take place prior to the retirement of
our present staff so that the transition can be smooth and new staff can pick up where
old staff left off. This transition is necessary so that staff will be prepared to step into the
position and handle the responsibilities of the position. Training should focus on
approving incentive applications, responding to phone calls/emails, and processing
incoming mail. This will avoid delays in work being completed as well as complaints
from customers, installers, and stakeholders of the program. This will also forestall bad
publicity from installers and local stakeholders of the program.
Feasibility of new hire: The time it will take to hire permanent staff to fill the position
will take anywhere from three to six months given that there is a process that must be
followed according to the department of human resources. Hiring new staff is a very
involved process that consists of developing job specifications, posting notices, setting
up an interview panel selection, composing interview questions, scheduling interviews,
and finally the section process. After a final candidate has been made, the new
employee has to be processed. This involves employee orientation, HR appointments
for benefit enrollment, setting up new staff in the payroll system, setting up work
stations/phone for the employee, and finally employee training.
Cost: The financial cost of this temporary hire will be negligible. However, the labor that
will be expended for this temporary position will have some impact on staff given that
clerical resources will be diminished from one working group and temporarily placed in
another working group. However, it should have minimal impact on departmental staff
given that payroll and travel expense duties have been streamlined allowing each staff
person the ability to process their own travel/training forms.
Conclusion: Authorizing a new hire will resolve the imminent staff shortage and allow
the continued operation of the GoSolarSF program. If this problem is not resolved, the
program will be unable to move forward and hundreds of people will be affected by this
program loss. In addition to delays in operation, jobs will be impacted, manufacturing
companies will be unable to distribute their merchandise, and employment rates will be
impacted.
Thank you for considering my proposal. I look forward to hearing your thoughts.
Table of Contents and Figures and Tables
Reports and Proposals
A table of contents helps readers find the information that they might be looking for
in a report or proposal, and it is also referred to as just a contents page in some styles.
Note. If you have four or more visuals in a report or proposal, you may need to have
another listing called figures and tables after the table of contents page. Your order for
this listing will depend upon your documentation and manuscript guidelines. If you
have less than four figures or tables, you can list them if you wish in the table of contents.
The general categories for a report or proposal follow below, but you may not be
required to have all of these parts, so adjust the use, numbering, and listing of them.
1. Cover or Title Page—There is no true page number on it, and it is not listed in the
table of contents.
2. Letter or Memo of Transmittal—There is no true page number on it, but it is
listed with a small Roman numeral in the table of contents according to its
position in the document.
3. Table of Contents—It is usually marked with a small Roman numeral on the
actual page, but it is not listed in the table of contents.
4. Figures and Tables—(Optional)—It has a page number on it (small Roman
numeral), and it is listed by that number in the table of contents.
5. Abstract—(May be labeled Abstract, Executive Abstract, or Informative
Abstract)—It has a page number on it (small Roman numeral), and it is listed by
that number in the table of contents.
6. Introduction—It has a page number on it, and i t is usually the first page with an
Arabic numeral, and it is usually page 1. It is listed in the table of contents.
7. The body is sometimes called Findings and Conclusions or Collected Data, and it
is labeled and numbered according to its length and divisions. In the table of
contents, it may be listed by sections or the main headings of the document.
8. A Conclusions or Recommendations section is listed, and it is labeled and
numbered according to its length and divisions. In the table of contents, it may be
listed by page number in relation to the main headings of the document.
9. The References section is listed, and the page number is indicated in the table of
contents. It is called References according to APA guidelines.
10. Appendix or Appendices listed with appropriate page numbers if present.
Note. Examples of a table of contents and a figures and tables list are below.
iii
Table of Contents
Letter of Transmittal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
Figures and Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
Abstract. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Findings and Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Appendix A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Appendix B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
iv
Figures and Tables
Figure 1 The Marketing Dilemma. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Figure 2 Employment Outlooks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Table 1
Data Model for Technical Marketing. . . . . . . . . . . . . . . . . . . . . 4
Table 2
Recommended Options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5