Key drivers affecting health care organizations and the U.S. health care delivery system - Essay Example This paper will briefly discuss these issues, and find out how these reforms may positively affect key players in the healthcare system. One of the main drivers affecting healthcare organizations is cost. The cost of care in most healthcare organizations in the United States is considered to be the key driver affecting the manner in which most organizations operate. At the moment, countless people are not able to acquire quality medical attention due to its high cost (Garber & AHA, 2006). It is true that the cost of healthcare provision is going higher and not many people are capable of acquiring the effective and quality healthcare they desire. The second driver is the increase in need for healthcare employees. There is no question about the recent spell of reducing healthcare workers in the United States, which presents a tremendous challenge to the healthcare sector. Current and future implications of these drivers lie in the fact that patients may not get what they truly desire from the healthcare organizations or healthcare delivery systems. It is next to impossible to fully provide for a changing environment when negative progress riddles a system that is meant to cater to a large population. Furthermore, a reduction in healthcare workers means that a shortage looms in the horizon, which implies that countless other patients may receive the short end of the stick when it comes to efficient healthcare provision (Buchbinder & Shanks, 2011). One change that countless people would want enacted is the recruitment of more healthcare workers in the region. Also, a reduction in the cost of healthcare services may be a reform that most people would want to see enacted. These changes are crucial to the patient because, in the long run, they would be able to pay for the services they urgently need. Furthermore, they will not necessarily have
Explore the ideas in the poem A Different History by Sujata Bhatt. Sujata Bhatt reflects and explores on the ideas of â€˜culture, â€˜valuesâ€™, human struggle, religion combined with its beliefs and acquisition of foreign or strange language. Bhatt invites the readers and takes them through the culture of India and its religious beliefs that every life respects them there. There is enough vocabulary to understand this in the poem. She also expresses her bitterness and strong emotions towards the struggle and torture borne by the people â€˜hereâ€™ in the past.
She wonders and ponders on the issues of â€˜tongueâ€™ and â€˜languageâ€™ She shows her amazement and expresses her inability to understand how people â€˜hereâ€™ learn to love the â€˜strange languageâ€™ that put to suffer the torture and struggle for identity. The poem does not have a traditional structure in terms of stanzas or the rhyme scheme in it. The complex ideas of religion, beliefs, values, culture and loving foreign language might be the reasons for composing it with no rhyme and irregular parts. The first 18 lines run in religious and reverential tone but the poet immediately shifts to bitterness and wonder.
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The first part begins with an introduction to the Nature god, Great Pan, who assumed to be dead to rest of the world. But Bhatt reminds the world that India welcomed this â€˜immigrantâ€™. The phrase,â€™Great Pan is not deadâ€™, conveys the world that the culture of worshipping â€œNatureâ€™ gets home in India. The word â€˜emigratedâ€™ shows us that this emigrant is neither dead nor has intensions to return to his country. Thus, she makes a point that the culture in India is unique with â€˜A Different Historyâ€™; a history which respects and worships the Nature and the environment around without somebody gives any awareness.
Introducing the word â€˜Indiaâ€™, she touches the living values and culture in this country. She tries to conjure the readers into understanding how the people â€˜hereâ€™ believe in â€˜snakes and monkeys as godsâ€™. She explores on the values and beliefs of the people â€˜hereâ€™. The word â€˜sacredâ€™ allows the readers understand the inherited values and beliefs here about worshipping â€˜treesâ€™. She brings out the picture of togetherness in animals and trees. The simile â€˜disguised as snakes and monkeysâ€™ provides us the clue to the belief of sacredness.
Bhatt explains the fact that â€˜sinâ€™ doesnâ€™t need to be a serious wrong act in â€˜this cultureâ€™ but a small act can be â€˜sinâ€™. Bhatt uses three verbs that denote rudeness in behavior towards books. She uses â€˜shoveâ€™ , â€˜slamâ€™, and â€˜tossâ€™ to explain how the culture â€˜Hereâ€™ values knowledge. Though treating a book rudely is not an act of disrespect but an act of â€˜sinâ€™ hereâ€™; a serious connotation. Bhatt uses the word â€˜sinâ€™ three times to mean more than a wrong act in life. This throws light on the culture of â€˜Indiaâ€™ and values observed here.
Bhatt gives a hint of religious beliefs in her though not really enthusiastically to prevent the idea of negativity in her ideas. She introduces â€˜Sarasvatiâ€™ to the readers of English as a â€˜goddess of Artsâ€™ â€“ knowledge, painting and music. She conveys that the people( â€˜soulâ€™) enjoy endless freedom â€˜hereâ€™ but they are bound to observe the beliefs of this culture. The line â€˜You mustâ€¦â€¦â€¦.. disturbing Sarasvatiâ€™ highlights the idea the freedom is in respecting oneâ€™s culture and self but not enjoying oneself which is selfishness. There is a hint of dualism in 17th and 18th lines.
These lines express the value system which is an â€˜obligationâ€™ in this culture. We can understand this with the word â€˜mustâ€™ in the poem. Bhatt suddenly shifts her tone from reverential attitude to bitter and emotional tone in the second part of the poem. She questions all the histories in the world to recollect how different â€˜oppressorsâ€™ and â€˜conquerorsâ€™ left their â€˜tonguesâ€™ to destroy other cultures. The metaphor â€˜oppressorâ€™s tongueâ€™ and two rhetorical questions in the second part make the readers feel guilty of human history. It is a history of oppression which left dark chapters.
The word â€˜murderâ€™ makes it very clear that the history of â€˜oppressorsâ€™ is not very appreciable. She expresses her bitterness and shows aggressiveness for forcing the â€˜tongueâ€™ on â€˜a different cultureâ€™. Bhatt closes the poem with amazement in the last 7 lines. She uses enjambment to compose the complex idea of acquisition of â€˜strange languageâ€™. She asks â€˜how does it happenâ€™ but continues to answer her own question with wonder and amazement. Bhatt feels that it is quiet difficult to understand how people love the language left by the â€˜conquerorsâ€™ faceâ€™ after the â€˜soulâ€™ borne the torture.
It becomes wonder for the poet to notice that the people here were left with â€˜cropped soulâ€™ but they stepped into future to love â€˜the strange tongueâ€™. English language must be the strange language that she refers in the poem. Maybe, people here welcome the change with time and life and they are kind to forgive or forget the past as it is no more important in the present. She uses â€˜the unborn grandchildrenâ€™ which allows the readers to understand that the present generations are living in a different culture where everyone ccepts other cultures. Bhatt seems to be fearful to see the danger of forgetting the language of origin.
Because the â€˜strange languageâ€™ is lovable now, it may lead to the disappearance of mother tongue. She uses â€˜unborn grandchildrenâ€™ to mean the generations who would come in this world. She also hints that these generations would accept and welcome all the cultures that they live in. Today, the world is not left with a culture that is purely not affected. So the poet thinks one might live and accept different cultures that affect them.
The poet gives us the universal theme of â€˜acceptance of all the culturesâ€™. Though one would love his/her own culture, it also happens that people(souls) accept and begin to love other language(strange language). In conclusion, I think that the poem explores the ideas from culture to values and oppression to loving strange language. Readers also understand the ideas of culture, religion, beliefs and â€˜a history with differenceâ€™; where people are kind and modest to accept different culture and their language yet continue to have â€˜a different historyâ€™ for themselves.
Hemrlick Brewing Running Head: HEMRLICK BREWING CASE STUDY Hemrlick Brewing Case Study: Choice of Distributor 1 Hemrlick Brewing 2 Hamrlick Brewing had been operating at a loss since the introduction of its critically acclaimed Saxonbrau beer two years ago. The company faced an urgency to increase revenue from sales and break even. It considered selling the Saxonbrau beer through distributors, as a marketing strategy to bring about profitability and increase Saxonbrauâ€™s branding as a super premium beer.To do so, Hamrlick Brewing had to first determine if there was a distribution agreement that would meet its needs, otherwise it could continue distributing its products by itself. Hamrlick Brewing considered different distribution agreements from distributors Kalagwine Corp, Bistwells and Hansrife Beverages, and included the option of continuing direct distribution of its products. Each of these options had different strengths and weaknesses in their abilities to improve the revenue of Saxonbrau beer.After analysing the strengths and weaknesses of the four options, Bistwell provided the best fit in meeting Hamrlick Brewingâ€™s needs to promote the Saxonbrau brand, maximise the value of Saxonbrau beer, and optimise the companyâ€™s retail structure. Branding By branding Saxonbrau as a â€œsuper premiumâ€ or an â€œimport and specialtyâ€ beer were, Hamrlick Brewing could be certain that the demand for its beer would increase. Sales of the â€œsuper premiumâ€ and the â€œimport and specialtyâ€ beer segments had been projected to grow by 15% in 2011.Also, the market size of this segment was worth $7. 6 billion in 2010, with no single brewery dominating the market space. Also, since Hamrlick Brewing aimed to increase Saxonbrau beerâ€™s sales and revenue, and given the limited production capacity, Hamrlick Brewing could aim to sell Saxonbrau at the highest possible price possible. As a result, Hamrlick Brewing Hemrlick Brewing 3 may not want offer attractive price competitiveness, and so it would need to differentiate Saxonbrau in terms of branding.If Saxonbrau were to be continually positioned as â€œsuper premiumâ€ or â€œimport and specialtyâ€, it would command a higher price premium, since consumers in the super premium beer category are less price sensitive and are willingly to pay more for quality. In addition, Saxonbrauâ€™s current 61% brand loyalty is also higher than the industry average of 41%. This would differentiate Saxonbrau beer further, and protect it from price competition. Hamrlick had to avoid the situations where Saxonbrau may be positioned to compete as a â€œpremiumâ€ or â€œpopularâ€ beer, even though the demand for these beers was generally higher.If Saxonbrau was marketed and priced in the â€œpremiumâ€ or â€œpopularâ€ segment, it would face very intense competition in terms of branding and pricing. Beer brands in this segment are not highly differentiated from another. Also, customers consuming beer of this segment are relatively price sensitive and tend to make purchasing decisions based mainly on price. Large brewers like SAB Miller could afford to compete on price, but not Hamrlick Brewing, as it did not have the cost structure advantage to do so.If it insisted on offering competitive prices, it would run into even deeper losses and may be forced to shut down, as shown in its income statement (Exhibit 1). Of the three distributors, Bistwell intended and was most able to position Saxonbrau within the â€œsuper premiumâ€ beer category in the Chicago market, given its previous success in developing the market for super-premium beers. This is in line with Hamrlickâ€™s intentions for Saxonbrauâ€™s branding. Hamrlick Brewing could also be assumed to be able to provide for appropriate branding.However, Hansrife Beveragesâ€™ marketing strategy intended to position Saxonbrau within the premium Hemrlick Brewing 4 beer category in the Chicago market, which would do more harm than good to Saxonbrauâ€™s sales. In addition, even though Kalagwine also proposed to establish Saxonbrau as â€œspeciality beerâ€ and its distribution network was greater, expanding to other parts of Illinois and neighbouring states, it would not be able to secure Saxobrauâ€™s branding. Kalagwine specialised in distributing wine and it did not have any prior experience in beer distribution.As a relatively late entrant to the beer distribution business in an already mature industry, Kalagwine would most likely face resistance from premium drinking outlets and liquor stores for display and storage space. In consideration of the above analysis, other than Hamrlick Brewing distributing its products by itself, Bistwells is the best- positioned amongst the three distributors to promote Saxonbrauâ€™s branding in the super-premium beer market. Value for Customer, Collaborator, and CompanyBesides branding, cost structures and the resultant margins for each stakeholder in the distribution channels are also crucial to deciding a distributor is the impact of the decision on the cost structures and the resultant margins for each of the stakeholders in the channel. The cost structure should encourage and provide values for all the stakeholders in the distribution channel, namely the customer, collaborator and company (Exhibit 3). If any of the stakeholders does not enjoy any perceived value in the form of profit margin or lower pricing, then the demand, and subsequently in the sales, for the product may suffer.In analysing the cost structures of various distribution channels (Exhibit 4), Bistwells provided the highest overall value for the customers, for themselves as distributors and for Hamrlick Brewing. In terms of customer value, Hansrife offered the lowest price for the retailers at $108 and $29. 5 per keg and per case respectively. However, Hansrife Hemrlick Brewing 5 largely distributed â€œpopularâ€ beers and intended to market Saxonbrau beer as being â€œpremiumâ€, instead of â€œsuper-premiumâ€. Such a position would dilute Saxonbrauâ€™s brand and subject it to unnecessary competition with other more established and â€œpopularâ€ beers.As Saxonbrau was already recognized as a super-premium brand and had a loyal customer base, customers were like to value its branding and perceived quality more than the competitiveness of the price. Based on the previous analysis on branding, Bistwells, other than Hamrlick Brewingâ€™s own distribution, would be the best of the three distributors to deliver customer value. In terms of value for collaborators, after taking into account the shared cost of distribution, the distributors that would enjoy the highest margins were Bistwells in its sales of kegs (56%), and Kalagwine in its sales of kegs and cases (56% and 73%).Both distributorsâ€™ sets of margins were estimated to be well above the industry norm of 33%. With this high value from distributing Saxonbrauâ€™s beer, the distributors would be more inclined towards promoting the product, which would be to Hamrlick Brewingâ€™s advantage. Naturally, Bistwells and Kalagwine would be more motivated than Hansrife. In terms of value for Hemrlick Brewing, Bistwell offered the highest value for the company as it provided the highest price to trade (PTT) of $92. 70 and $24. 30 per keg and case respectively after sharing 25% of the significant distribution costs.Bistwellâ€™s cost structure also provided value to the Hemrlick Brewing by eliminating the latterâ€™s distribution costs, if it were to continue self-distributing. The savings could be up to $779,000 per annum, and this was a sizeable sum that is lowering overall profit margin. Considering all of the above, Bistwell offers the best overall distribution option, maximising all three types of value for customer, collaborator and company, Hemrlick Brewing Retail Structure The loyal customers that Saxonbrauâ€™s branding attracted favoured off-premise retailers.Feedback from these customers indicated that they sought variety when purchasing Saxonbrau beer, and off-premise retailers, like liquor stores, large retailers and the smaller mom-pops stores, could provide the variety of alcohol. Also, surveys showed that loyal customers are willing to drive to a bordering suburb for these offpremise retailers to purchase large lot sizes of Saxonbrau beer. Besides the potentials and customer preference, Hemrlick Brewing had also attracted demand from offpremise retailers like some major grocery stores.Even though there was an indication of high demand and potential in offpremise retailers, Hemrlick Brewing only had 30% of its sales from off-premise retailers, way below the average in Chicago area (69%). Thus, in order to increase revenue and sales, Hemrlick Brewing could place more emphasis on off-premise retailers. All three distribution companies and Hemrlick Brewing itself could emphasise more on off-premise retailers. However, Bistwells offered the most favourable conditions amongst all the options.First of all, given that Hemrlick Brewing was a small company that was promoting the sales of only one brand of beer, many retailers would be less willing to spend time liaising Hemrlick Brewing, as compared to distribution companies which had several brands to offer. Also, off-premise retailers like large outlet stores were difficult for a small company like Hemrlick Brewing to penetrate. At the same time, mom-pop stores required expansive distribution networks to reach, which only established distribution companies would be able to achieve. As a result, Hemrlick 6 Hemrlick BrewingBrewing would have to rely on other distributors if it would like to reach out more to off-premise retailers. Secondly, Bistwells had maintained a good relationship with on- and offpremise retailers, with a track-record of 80% sales through these retailers, whereas Kalagwine mainly focused mainly on on-premises sales, and Hansrife did not have a specific track-record selling through these retailers. Bistwellsâ€™ successful experience in off-premise retailing could help Hemrlick Brewing. Thirdly, Bistwells had the largest sales force compared to the rest of the distributors.Size of the sales force of a distributor is very important for penetrating the off-premise retailers, as they compete for limited shelf spaces. Bistwells had 40 sales representatives focusing on Chicago selling beers, whereas Hansrife only had 29 in Chicago area. Kalagwine had 80 sales representatives covering 17 cities/areas, but it had less sales representatives in Chicago area than Bistwells. Last but not least, from the various distributorsâ€™ marketing plans, Bistwells showed confidence in boosting sales through grocery stores.In grocery stores, the most common method to assist customers to choosing Saxonbrau beer was through point of sales displays. Bistwells had a plan to develop and supply such displays. Kalagwine did not have a relevant plan and Hansrifeâ€™s plan, though similar, would cost Hemrlick Brewing more than Bistwellsâ€™ marketing would. Moreover, for Hemrlick Brewing, implementing the same promotion plan itself would cost even higher than Bistwells, as it would be full cost, as opposed to Bistwellsâ€™ discount of 75% if Hemrlick Brewing were to distribute through Bistwells.Considering Hemrlick Brewingâ€™s need to emphasis more on off-premise retailing so it could boost its sales and revenue, Bistwell had the most favourable conditions to help Hemrlick Brewing do so. 7 Hemrlick Brewing 8 Other Considerations After analysing all the different strategies that are aimed at increasing revenue and sales, Bistwells would be the distribution channel that Hemrlick Brewing should take up. However, choosing Bistwells would only increase some revenue, and even after factoring in the increased revenue, Hemrlick Brewing would still suffer from deficit in the same year.Hemrlick Brewingâ€™s low operating efficiency was a big consideration. Based on Hemrlick Brewingâ€™s current cost structure and operating gross margin of 6. 7%, it would take 21 years to break even. If Hemrlick Brewing could optimize its operations to a 40% margin, the company would break even within less than 6 years. With the purpose of meeting profitability target, Harmlick Brewing should strongly consider increasing revenue and decreasing costs more aggressively.To increase revenue, on top of taking advantage of the forecasted 15% growth in the market, Hemrick Brewing could divert its attention from holding special events to offpremise sales. In this way, the cost of special events could also be used to yield higher returns from the off-premise retail sales, especially when there was comparatively lower competition there, higher profit margin and higher ready demand there. Besides, Hemrlick Brewing no longer had to worry about promoting the brand using the special events, because Bitswells would be in a more cost-effective and experienced position to do so.More rigorous strategies to reduce costs would include reducing the cost of raw materials, administration and distribution. Hemrlick Brewing could make use of just-noticeable difference to replace some of the ingredients for Saxobrau bear. Also, the general cost and cost of administration summed up to US$ 823, 244 or 30% of the total cost, which could be dramatically reduced if the company management could Hemrlick Brewing 9 evaluate if the administrative processes were efficient. If not, a retrenchment would be able to bring down the operational cost and increase the margins.The distribution costs that were shared with Bitswells could also be reduced if the companycollaborator relationship grew stronger to the point that the costs that would be bore by Hemrlick Brewing could be further discounted. Summary Hemrlick Brewing faced the issue of financial deficit and was in need of increasing its revenue and sales. Mark Hemrlick had thought the immediate decision that needed to be made was to determine the most profitable distribution channel from the four options available, based on their abilities to increase revenue and support Saxonbrauâ€™s branding.Bitswells was then singled out as the most favourable distribution channel as it was able to strengthen Saxonbrauâ€™s branding, and it provided the highest overall value for the customer, for itself and for Hemrlick Brewing. Bitswells was also able to best support Hemrlick Brewingâ€™s need to focus on off-premise retailers. Bitswells proved to be best choice out of the four. However, Mark Hemrlick should not stop at deciding which distribution channel to adopt. Even with Bitswells increasing Hemrlick Brewingâ€™s revenue and helping to share existing distribution costs, the company would still be in deficit for 21 years.He would need to consider other more drastic strategies if he planned to break even within a shorter timeframe. Hemrlick Brewing 10 Exhibit 1: Income Statement Forecast Current Distribution Under Bistwells Breakeven Point Sales Revenue $1,977,261 $1,313,553 Less Excise Tax (4%) Net Revenue $80,115 $1,897,146 $52,542 $1,261,011 $30,832,220 (2) $1,233,289 $29,598,931 Operational Costs Cost of Goods $1,214,480 $1,214,480 General & Admin Selling and Distribution Net Cost $823,244 $704,024 $2,741,748 $823,244 $0 $2,037,724 $28,458,139 (1) $823,244 $0 29,281,383 Other Income Interest Expense Interest Income Other Total Other Income -$382,388 $1,943 $62,897 -$317,548 -$382,388 $1,943 $62,897 -$317,548 -$382,388 $1,943 $62,897 -$317,548 Net Income -$1,162,150 -$1,094,261 $0 (1) Cost of Revenue is estimated for the break-even scenario is calculated using an gross operating margin of 6. 7%, dividing the â€œDistribution Under Bistwellsâ€ COGS by Sales Revenue. (2) If this revenue growth is based on an assumption of 15% growth per year, it would take approximately 21 years to arrive at this revenue.Hemrlick Brewing Exhibit 2: Calculation of unit production. Old prices under self-distribution were $144. 5 and 36. 5 for kegs and cases. Under Bistwells, these prices would be adjusted to $92. 7 and $24. 5. Old prices Units Revenue under new distribution price Kegs $116,178 804 $74,530 Bottles $1,861,083 50988 $1,239,022 Total Revenue $1,977,261 $1,313,553 Assuming max capacity of 12,500 liters or 804 barrels, the rest being bottles Exhibit 3: Value for Channel Participants 11 Hemrlick Brewing Exhibit 3: Value for Channel Participants 12
Titus Salt was born on the 20th September 1803 in the Morely area of Leeds. He came from quite a wealthy background and he had a very reasonable education. When he and his parents moved to Bradford, Titus' life in the textile trade prospered. Salts father was once a white cloth merchandise, so this helped greatly in the set-up of â€˜Daniel Salt and Son' wool buyers, based in Bradford. As Titus was the eldest of Daniel Salts seven children he was expected to inherit and run the family business.
Titus was a Sunday worker at the local church, and it was here that he met and fell in love with his wife Caroline Whitlam of Grimsby. There is a street in Saltaire that is named after his wife, showing true love and compassion for both his wife and Saltaire.
Titus built Saltaire because he wanted a model village- at the time Leeds and the Bradford area were very polluted and dirty places to live in. At Titus' time Bradford was known as the â€˜City of the Industrial Revolution.' It was acknowledged as the worsted capital of the world. Bradford was becoming a very wealthy city indeed. However behind the good reputation it boasted, the life was the worst they had had for years. Manual labourers became very poor as they were not needed anymore- machines were taking over. They were, in fact, poorer than ever. Bradford was a dirty city, sanitation was bad. People caught diseases more easily, making workers in factories die in their dozens. For example if one person in a factory caught cholera or the consumption, by the next week most of the other workers would have it.
This meant that the production of work was not as good as it should be. The factories were grossly overcrowded; this was so that there were more product made. But this also had major disadvantages, such as contagious infections or accidents that happened in the workplace. Homes were also overcrowded. This was so that Landlords could get more rent. But, again, contagious infections were spread more easily and life, in general, was made more difficult and cramped. Ironically, it was Sir Titus himself who owned five of the major factories in Bradford. Some of the factories that he owned at the time had the worst working conditions around.
So why did he want to build Saltaire?
Some could argue that it was purely for the money. He may have built it because of his theory: â€˜Healthy workers mean that less people are sick, more people come to work, more money is made, and so Titus will make more and more money.' So if everybody had a decent place to live, with a decent wage, then surely this will make their life easier and less complicated. People will want to live there and will enjoy working in the factory. This is because it is clean and healthy. This would mean that Titus makes more money and that he can expand his business further.
Titus may have been Paternalistic, which means to exercise authority in a way that limits ones individual responsibility. Titus was appalled at the living conditions of the people of Bradford, he thought that his theory was very true. If Titus was already a very well off gentle man then why would he need to make even more money? Some would argue that he didn't do it purely for money but for care and compassion to those who were worse-off than he was. He may have really wanted people to have a good and healthy lifestyle. He may have really cared for the community, and observed the poor conditions that were such in factories all over Bradford and Leeds. Titus may wanted to give the next generation a life to look forward to and make sure that children got the education and homes that they deserved. Titus quotes: â€œâ€¦ I also hope to do good to my fellow menâ€¦â€
The site that he chose was that in Shipley, which was near the River Aire, hence the name Saltaire. It was also near a railway, canal and roads. This was the ideal sit for Titus to build on. Trading would be very easy, but that not near the dirty cities of Leeds and Bradford. Obviously, it needed to be relatively near so that trading could commence but far away enough so that his workers wouldn't have to put up with the pollution problems that they had to face in the city.
Titus may have been a believer of â€˜Megalomania' which means having mental delusions of power over something, he may have loved himself and his family so much that he would name a village after himself. If he owned a village with over 800 cottages with people living in them, that would surely mean that he had ultimate power over them. For example, he could sack a worker simply because he could. Titus had enough money already, even if he didn't make a model village. He didn't need it; maybe he thought that this village would be something to remember him by when he dies. If he was just another factory owner in Bradford, not a lot of people would have been sorry that he died, but if he built a perfect village for people to live happy care-free lives then that would be a very great achievement. People will love him for it, and give him respect. They would remember him and he may go down in history.
I think that Titus built Saltaire because he genuinely cared about the people's health. Titus already had enough money to set him and his family up for life but he still carried on doing what he believed in- helping others who were worse off than himself.
Q2) What do the streets and buildings in Saltaire suggest about Salts values and beliefs?
To value means something that you regard as important, you think it improves things and you want others to have it.
To have a belief in something it means that it is the central core, the platform underlining your existence. Beliefs relate to key things in your life, eg, Religion, Society, and Country.
In Saltaire virtually all of the streets are named after either Royalty or his family. This shows what his values are. For example he has named a street after his wife, Caroline Street. This shows that he must have really cared about his wife, to name a street after her. This also shows that she must have had great faith in him, to have stayed with him for so long. He has also named streets after his wife's family, showing that he has thought greatly about his family during the building of the village. This suggests that he was maybe building the model village as something to pass on to his family when he dies as it really shows that they mean that much to him.
There are streets named after Royalty, such as Albert Road and Victoria Road. This emphasises his beliefs and values in the Royal Family. He valued their strong and powerful beliefs in both religion and society. He wanted everyone to know that he was proud of both his family and the Royals.
From going round Saltaire I noticed that the Mill was the heart of Saltaire. It was very large and looked very well patented from the outside. You could clearly see from the stern structure that Salt wanted it to be the main focal point of the village. When I looked around inside I saw that it was very tall and airy. This was probably so that the workers would have more space to work in. I noticed that the beams that are usually present on the inside of old buildings weren't there, which made it look even more spacious. The outside had a very nice looking pattern and this made it look pretty and most unlike the ugly factories that you got in Bradford.
The hospital is quite a large building on one of the main roads of the town suggesting the importance of it to the townspeople, and indeed Titus himself. The building of this hospital suggests Titus' beliefs were kind hearted. He had a hospital built especially for the convenience to the workers. He believed a healthy workforce was a happy workforce, thus Titus would make more money.
The United Reformed Church suggests a great deal to us about Titus' beliefs. It is situated nearly in the centre of the town, and is facing the most important building in the village- the Mill. The interior is decorated tastefully, with lots of patterns and dear looking artefacts. This is where Titus' family was laid to rest. This suggests that Titus had a great love towards the church and the beliefs behind it.
The actual name of Saltaire suggests that Titus really did believe in himself. And also that he was quite bigheaded. Usually people only get named after things when they are dead but Titus was still alive when he gave the village that name. The ending â€˜Aire' is after the River Aire, which was the main trading route from the village, this suggest how important is was to Titus and the rest of the villagers.
Q3) Do you think Saltaire was a substantial achievement?
At the time Saltaire was a breath of fresh air for workers. This meant clean air, a proper place to live, and a wage guaranteed every week. The new workers could hardly complain. In Bradford, living and working conditions were very poor. Life for them was harder than ever.
Salt saw how poor they were and he decided to do something about it. Build a model village. He thought that if workers had better conditions in which to live and work then they would produce better work standards.
It took just over twenty years to complete fully. But as the mill was finished in 1853, his fiftieth birthday, people started to move to Bradford. To say that he built a model village from scratch says a lot about what sort of man he really was- hardworking.
At the time people thought Saltaire was a good idea, and with Salt in parliament, being a successful businessman, and a magistrate, he was the ideal man to do the job. People saw Titus as kind and considerate with a great public spirit, who else could fit the job description?
Over they years Saltaire has changed a great deal. It has moved on with the rest of the world. Although it is still a relatively quiet little village. There are now pubs and other shops that weren't allowed back then, but since Titus' death in December 1876, things have changed, and different people took over the running of the village.
Church going is optional and just about anyone can live and work in Saltaire. Nobody actually owns the village, and the mills have ceased trading. The cotton traders of the north no longer trade, making Saltaire just another normal village.
I think that Titus Salt would not have liked the Saltaire that has become now. The Mills seemed like his livelihood, he was proud of them. There is also no particular order- anyone can live where they want and work where they like. He also hated pubs and other places where you could go to waste your money. Although Saltaire has grown and is an attraction, I don't think he would have liked what it has become.
I do think Saltaire was a substantial achievement at the time because he managed to build a model village and create a model life. He had complete control over everything that went on in the village. It was kept clean and tidy, and he also made a lot of money in doing so. Titus has made this village a tourist attraction, because he designed it from scratch- and he made a model village. Everyone wanted to be there, and people gave him respect for his great achievement.
Write something about yourself. No need to be fancy, just an overview.