{"component": "clause", "props": {"groups": [{"size": 2, "samples": [{"hash": "8YJptu71mjr", "uri": "/contracts/8YJptu71mjr#management-summary", "label": "Services Agreement (Tecnomatix Technologies LTD)", "score": 18.0, "published": true}, {"hash": "3ge0ySnm9BG", "uri": "/contracts/3ge0ySnm9BG#management-summary", "label": "Statement of Work (Sow) (Tecnomatix Technologies LTD)", "score": 18.0, "published": true}], "snippet": "7 2.1 GENERAL....................................................", "snippet_links": [], "hash": "ce63e4f12ffc03586c1155dbb46fd7f9", "id": 3}, {"size": 2, "samples": [{"hash": "fEPH8Ab7bZe", "uri": "/contracts/fEPH8Ab7bZe#management-summary", "label": "Service Level Agreement", "score": 21.0479123888, "published": true}, {"hash": "30Qn05zSBJk", "uri": "/contracts/30Qn05zSBJk#management-summary", "label": "Service Level Agreement", "score": 19.9115434042, "published": true}], "snippet": "A summary of the major features of the reporting period describing briefly incidents, service levels, improvements and service issues.", "snippet_links": [{"key": "summary-of-the", "type": "clause", "offset": [2, 16]}, {"key": "reporting-period", "type": "definition", "offset": [39, 55]}, {"key": "service-levels", "type": "definition", "offset": [86, 100]}, {"key": "service-issues", "type": "clause", "offset": [119, 133]}], "hash": "0a0e1c3824b657f20303dc8d48ef32f6", "id": 1}, {"size": 2, "samples": [{"hash": "kd8SxL0tED1", "uri": "/contracts/kd8SxL0tED1#management-summary", "label": "Contract for Professional Services", "score": 30.066533978, "published": true}, {"hash": "8g6XGes5Ajj", "uri": "/contracts/8g6XGes5Ajj#management-summary", "label": "Contract for Professional Services", "score": 23.7433264887, "published": true}], "snippet": "Provide a cover letter indicating the underlying philosophy of the firm in providing the service. (Unmarked)", "snippet_links": [{"key": "provide-a", "type": "definition", "offset": [0, 9]}, {"key": "cover-letter", "type": "clause", "offset": [10, 22]}, {"key": "underlying-philosophy", "type": "clause", "offset": [38, 59]}, {"key": "the-firm", "type": "clause", "offset": [63, 71]}, {"key": "providing-the-service", "type": "clause", "offset": [75, 96]}], "hash": "73c4c42a5da083f4596d956fec7f0f90", "id": 2}, {"size": 2, "samples": [{"hash": "7cUnbH1ncPV", "uri": "/contracts/7cUnbH1ncPV#management-summary", "label": "Request for Proposals", "score": 33.3648647637, "published": true}, {"hash": "1qq0qtdRMW", "uri": "/contracts/1qq0qtdRMW#management-summary", "label": "Request for Proposals", "score": 27.1697467488, "published": true}], "snippet": "Offerors must outline their History/Experience performing internet auctions including length of time in business, etc. Offerors must describe individual staff responsibilities with lines of authority and how staff shall interface with Lead State or other Purchasing Entity staff. Offerors must illustrate the hours dedicated to meet the requirements and items described in the scope of services, including resumes and qualifications of Key Personnel assigned to service the Lead State or other Participating Entities.", "snippet_links": [{"key": "length-of-time", "type": "clause", "offset": [86, 100]}, {"key": "in-business", "type": "definition", "offset": [101, 112]}, {"key": "staff-responsibilities", "type": "clause", "offset": [153, 175]}, {"key": "authority-and", "type": "clause", "offset": [190, 203]}, {"key": "lead-state", "type": "clause", "offset": [235, 245]}, {"key": "purchasing-entity", "type": "clause", "offset": [255, 272]}, {"key": "the-requirements", "type": "clause", "offset": [333, 349]}, {"key": "the-scope-of-services", "type": "clause", "offset": [373, 394]}, {"key": "personnel-assigned", "type": "clause", "offset": [440, 458]}, {"key": "participating-entities", "type": "definition", "offset": [494, 516]}], "hash": "75157190f869109488f6468da62b446d", "id": 4}, {"size": 2, "samples": [{"hash": "jP0quMX5iW3", "uri": "/contracts/jP0quMX5iW3#management-summary", "label": "Confidentiality Agreement", "score": 24.3579739904, "published": true}], "snippet": "Our management is expected to use resources wisely, operate profitably, pay debts, and abide by laws and regulations. Our management philosophy is based on team work, responsibility, and mutual respect. People who work at Take-Out Pizza, Inc. would want to be part of our team because we operate in an environment that encourages creativity, diversity, growth, and performance. \u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587 will be the manager of Take-Out Pizza, Inc., assisted by his wife, \u2587\u2587\u2587\u2587. Both of them have successfully owned and operated a similar business in San Francisco, CA, and have more than seven years relevant experience in the industry. \u2587\u2587\u2587\u2587 started as a waiter at the city's famous Cornwells restaurant. At the time, \u2587\u2587\u2587\u2587 was a college student. He graduated Newtown College in 2002, with an associate's degree in hotel and restaurant management . Soon after graduation, \u2587\u2587\u2587\u2587 was offered the position of shift manager at the Cornwells. He has held that position for three years, until he opened, together with his wife \u2587\u2587\u2587\u2587, a pizza restaurant in San Francisco, CA. \u2587\u2587\u2587\u2587 is a manager assistant and a cook. She holds cooking and culinary degrees from the Cooking and Culinary Art School in Dallas, TX. She also holds a food and beverage management certificate from AA Business School in San Francisco, CA. Both \u2587\u2587\u2587\u2587 and \u2587\u2587\u2587\u2587 have attended several business management courses organized by the local Small Business Development Center, steadily adding business skills and business training at their technical background. They constantly focus on continuous improvement of their business by applying modern management techniques, such as total quality, activity-based management, theory of constraints, and just-in-time operating environment.", "snippet_links": [{"key": "pay-debts", "type": "clause", "offset": [72, 81]}, {"key": "laws-and-regulations", "type": "definition", "offset": [96, 116]}, {"key": "based-on", "type": "clause", "offset": [147, 155]}, {"key": "team-work", "type": "clause", "offset": [156, 165]}, {"key": "mutual-respect", "type": "definition", "offset": [187, 201]}, {"key": "our-team", "type": "clause", "offset": [268, 276]}, {"key": "the-manager", "type": "definition", "offset": [398, 409]}, {"key": "owned-and-operated", "type": "definition", "offset": [494, 512]}, {"key": "similar-business", "type": "clause", "offset": [515, 531]}, {"key": "san-francisco", "type": "definition", "offset": [535, 548]}, {"key": "relevant-experience", "type": "clause", "offset": [585, 604]}, {"key": "the-city", "type": "clause", "offset": [650, 658]}, {"key": "at-the-time", "type": "clause", "offset": [690, 701]}, {"key": "college-student", "type": "definition", "offset": [714, 729]}, {"key": "an-associate", "type": "clause", "offset": [774, 786]}, {"key": "restaurant-management", "type": "definition", "offset": [809, 830]}, {"key": "the-position", "type": "clause", "offset": [873, 885]}, {"key": "food-and-beverage", "type": "clause", "offset": [1203, 1220]}, {"key": "management-certificate", "type": "definition", "offset": [1221, 1243]}, {"key": "business-school", "type": "definition", "offset": [1252, 1267]}, {"key": "business-management", "type": "clause", "offset": [1331, 1350]}, {"key": "small-business-development-center", "type": "definition", "offset": [1382, 1415]}, {"key": "technical-background", "type": "clause", "offset": [1480, 1500]}, {"key": "continuous-improvement", "type": "clause", "offset": [1527, 1549]}, {"key": "operating-environment", "type": "clause", "offset": [1700, 1721]}], "hash": "24d4a4cfc76f54186d6c23d0e94aa438", "id": 5}, {"size": 2, "samples": [{"hash": "jyqAnWCdYB8", "uri": "/contracts/jyqAnWCdYB8#management-summary", "label": "Technical Agreement", "score": 26.5633127995, "published": true}], "snippet": "In the Netherlands there is a growing need for patient related information to be available at the right time at the right place, centered around the individual patient care and crossing the boundaries of single healthcare organizations. Many secondary and tertiary healthcare organizations participate in a \u201chealth information exchange\u201d infrastructure. These infrastructures vary as either healthcare organizations are part of an (shared) HIE infrastructure provided by a regional health information exchange organisation, have implemented an exchange infrastructure for themselves, or have adopted a vendor specific exchange solution. Although health information is often successfully exchanged within a health information exchange system there is a commonly felt challenge when the information exchange needs to cross the boundaries of a single health information exchange network or system. Printed copies are uncontrolled unless authenticated To address these challenges the Dutch national compentence center for electronic exchange of health and care information, Nictiz promotes a modified version1 of the European Interoperability Framework2 that identifies six \u201clayers\u201d of interoperability. Each layer representing an area or domain parties that exchange information have to agree on. This document is the result of a multi-vendor3 initiative under the supervision of the \u201cVNO/NCW Taskforcare Samen Vooruit\u201d. It details the \u201cinfrastructure\u201d and \u201capplication\u201d layers of the Nictiz Interoperability Model. This document neither claims to provide all answers to the challenges associated with health information exchange, nor does it deny the fact that there are alternatives to achieve the same goal. This document does specify the roles and responsibilities a system has that choses to adopt the IHE Cross-Community Access (XCA) and Cross-Community Access - Images (XCA-I) profiles to exchange health information with another system regardless whether these systems are of the same or different vendors. 1 \u2587\u2587\u2587\u2587\u2587://\u2587\u2587\u2587.\u2587\u2587\u2587\u2587\u2587\u2587.\u2587\u2587/rapporten/electronic-infromation-for-health-and-care-services/ 2 \u2587\u2587\u2587\u2587\u2587://\u2587\u2587.\u2587\u2587\u2587\u2587\u2587\u2587.\u2587\u2587/isa2/eif_en 3 Epic, Chipsoft, Nexus-Nederland, Agfa, Enovation, Philips", "snippet_links": [{"key": "the-netherlands", "type": "clause", "offset": [3, 18]}, {"key": "related-information", "type": "definition", "offset": [55, 74]}, {"key": "available-at", "type": "definition", "offset": [81, 93]}, {"key": "the-right", "type": "clause", "offset": [94, 103]}, {"key": "the-individual", "type": "clause", "offset": [145, 159]}, {"key": "patient-care", "type": "clause", "offset": [160, 172]}, {"key": "healthcare-organizations", "type": "clause", "offset": [211, 235]}, {"key": "participate-in", "type": "definition", "offset": [290, 304]}, {"key": "an-exchange", "type": "clause", "offset": [540, 551]}, {"key": "health-information-exchange-system", "type": "definition", "offset": [705, 739]}, {"key": "the-information", "type": "clause", "offset": [780, 795]}, {"key": "single-health", "type": "clause", "offset": [840, 853]}, {"key": "electronic-exchange", "type": "clause", "offset": [1017, 1036]}, {"key": "health-and", "type": "clause", "offset": [1040, 1050]}, {"key": "exchange-information", "type": "definition", "offset": [1254, 1274]}, {"key": "supervision-of-the", "type": "clause", "offset": [1361, 1379]}, {"key": "to-provide", "type": "definition", "offset": [1541, 1551]}, {"key": "the-challenges", "type": "clause", "offset": [1567, 1581]}, {"key": "associated-with", "type": "definition", "offset": [1582, 1597]}, {"key": "the-fact", "type": "clause", "offset": [1644, 1652]}, {"key": "roles-and-responsibilities", "type": "definition", "offset": [1738, 1764]}, {"key": "community-access", "type": "definition", "offset": [1813, 1829]}, {"key": "to-exchange", "type": "clause", "offset": [1889, 1900]}], "hash": "f8c7729169a54eb33f3b3b00f2538d0a", "id": 6}, {"size": 2, "samples": [{"hash": "cfr8a772Utn", "uri": "/contracts/cfr8a772Utn#management-summary", "label": "Confidentiality Agreement", "score": 24.1813826146, "published": true}], "snippet": "\u200c The [Non-Profit Organization] recognizes that in any growing organization management personnel often have to fill more than one role. As a result, a gap or gaps may exist until the Organization is developed enough to have a specific person for every task required. The [Non-Profit Organization] currently has everything covered and feels confident that each task is being handled competently by management and volunteers. The [Non-Profit Organization] has a board and a team that has considerable experience together and shares knowledge in many different fields of business and in life. Staff & Volunteer Plan\u200c Management has adopted an effective interview process designed to staff the Non-Profit organization with highly qualified people for each position. Each applicant will be rated and evaluated according to a pre-defined set of standards designed for each position. Background checks will be utilized for designated positions. Recruiting efforts will always center on referrals. Staff Positioned Planned\u200c (Note: Most nonprofit enterprises are organized similarly to regular for-profit companies. For example, both kinds of organizations will typically have management positions like executive directors, as well as jobs in accounting/bookkeeping, human resources, and media/technology. However, there are other jobs that are unique to the nonprofit sector, but which can generally be categorized into the existing typical corporate divisions. For example, the outreach coordinator in a nonprofit promotes the mission of the organization among the local community. For more information on each job title, check out the Bureau of Labor Statistics\u2019 Occupational Outlook Handbook. \u2022 Administrator \u2022 Advisor \u2022 Advocacy Director \u2022 Assistant \u2022 Community Organizer \u2022 Community Outreach Advocate \u2022 Community Outreach Coordinator \u2022 Community Outreach Specialist \u2022 Coordinator \u2022 Coordinator of Planned Giving \u2022 Counselor \u2022 Development Officer \u2022 Director \u2022 Donor Relations Manager \u2022 Educator \u2022 Executive \u2022 Executive Director of Nonprofit \u2022 Fundraiser \u2022 Fundraising Coordinator \u2022 Fundraising Manager \u2022 Grant Administrator \u2022 Grant Coordinator \u2022 \u2587\u2587\u2587\u2587\u2587 Proposal Manager \u2022 Grant Writer \u2022 Grant/Contracts Specialist \u2022 Housing Counselor \u2022 Lobbyist \u2022 Manager \u2022 Marketing Associate \u2022 Member Services Director \u2022 Membership Assistant \u2022 Nonprofit Fundraiser \u2022 Online Activist \u2022 Planning Manager \u2022 Program Associate \u2022 Program Officer for Foundation \u2022 Project Manager \u2022 Public Relations Manager \u2022 Recruiter \u2022 Social Media Coordinator \u2022 Social Worker \u2022 Specialist \u2022 Supervisor \u2022 Team Leader \u2022 Volunteer Coordinator \u2022 Volunteer Director \u2022 Volunteer Manager \u2022 Special Events Coordinator In order to execute on the [Non-Profit Organization]\u2019s business model, the organization needs to perform many functions including the following: \u2022 Setting goals and objectives of the non-profit \u2022 Developing programs and services \u2022 Managing financial risk of the non-profit \u2022 Advocating for non-profit\u2019s mission & vision \u2022 Fund raising and donor\u2019s support The Market Size & Trends\u200c \u2022 Approximately 1.56 million nonprofits were registered with the Internal Revenue Service (IRS) in 2015, an increase of 10.4 percent from 2005.2 \u2022 The nonprofit sector contributed an estimated $985.4 billion to the US economy in 2015, composing 5.4 percent of the country's gross domestic product (GDP). \u2022 Of the nonprofit organizations registered with the IRS, 501(c)(3) public charities accounted for just over three-quarters of revenue and expenses for the nonprofit sector as a whole ($1.98 trillion and $1.84 trillion, respectively) and just under two-thirds of the nonprofit sector's total assets ($3.67 trillion). \u2022 In 2017, total private giving from individuals, foundations, and businesses totaled $410.02 billion (Giving USA Foundation 2018), an increase of 3 percent from 2016 (after adjusting for inflation). According to Giving USA (2018) total charitable giving rose for the fourth consecutive year in 2017, making 2017 the largest single year for private charitable giving, even after adjusting for inflation. \u2022 An estimated 25.1 percent of US adults volunteered in 2017, contributing an estimated 8.8 billion hours. This is a 1.6 percent increase from 2016. The value of these hours is approximately $195.0 billion. 2 \u2587\u2587\u2587\u2587\u2587://\u2587\u2587\u2587\u2587.\u2587\u2587\u2587\u2587\u2587.\u2587\u2587\u2587/publication/nonprofit-sector-brief-2018 The U.S. nonprofit sector has never had more assets at its disposal, but neither has it faced such pressing demands. During the boom years of the 1990s, the sector grew enormously. By 2000, nonprofit assets had reached $2 trillion, and total revenues exceeded $700 billion. And as the baby boomers move into their prime giving years over the next two decades, they are expected to bequeath or donate trillions of dollars. Unfortunately, the demands on nonprofits are growing as fast, if not faster. Pressures to cut government spending are shifting more social burdens onto charities\u2014a trend that will intensify when the 76 million baby boomers start retiring and the government is forced to spend an even larger share of its resources on health care and pensions. As nonprofits are increasingly called upon to do more, it\u2019s important to take a hard look at how the sector operates. 3 3 \u2587\u2587\u2587\u2587\u2587://\u2587\u2587\u2587.\u2587\u2587\u2587/2003/05/the-nonprofit-sectors-100-billion-opportunity Demographics\u200c Example 1:4 Population estimates, July 1, 2019, (V2019) NA Population estimates, July 1, 2018, (V2018) 200,591 Population estimates base, April 1, 2010, (V2019) NA Population estimates base, April 1, 2010, (V2018) 186,443 Population, percent change - April 1, 2010 (estimates base) to July 1, 2019, (V2019) NA Population, percent change - April 1, 2010 (estimates base) to July 1, 2018, (V2018) 7.60% Population, Census, April 1, 2010 186,440 Persons under 5 years, percent 6.40% Persons under 18 years, percent 20.60% Persons 65 years and over, percent 10.80% Female persons, percent 48.60% White alone, percent 73.10% Black or African American alone, percent 2.30% American Indian and Alaska Native alone, percent 1.40% Asian alone, percent 5.40% Native Hawaiian and Other Pacific Islander alone, percent 1.50% Two or More Races, percent 3.40% Hispanic or Latino, percent 21.60% White alone, not Hispanic or Latino, percent 65.40% Veterans, 2014-2018 7,012 Foreign born persons, percent, 2014-2018 16.70% Housing units, July 1, 2018, (V2018) X Owner-occupied housing unit rate, 2014-2018 48.40% Median value of owner-occupied housing units, 2014- 2018 $289,200 Median selected monthly owner costs -with a mortgage, 2014-2018 $1,534 Median selected monthly owner costs -without a mortgage, 2014-2018 $482 4 \u2587\u2587\u2587\u2587\u2587://\u2587\u2587\u2587.\u2587\u2587\u2587\u2587\u2587\u2587.\u2587\u2587\u2587/quickfacts/fact/table/saltlakecitycityutah/PST045219 Median gross rent, 2014-2018 $938 Building permits, 2018 X Households, 2014-2018 78,229 Persons per household, 2014-2018 2.43 Living in same house 1 year ago, percent of persons age 1 year+, 2014-2018 78.50% Language other than English spoken at home, percent of persons age 5 years+, 2014-2018 26.40% Households with a computer, percent, 2014-2018 92.80% Households with a broadband Internet subscription, percent, 2014-2018 81.80% High school graduate or higher, percent of persons age 25 years+, 2014-2018 88.50% Bachelor's degree or higher, percent of persons age 25 years+, 2014-2018 45.70% With a disability, under age 65 years, percent, 2014-2018 7.40% Persons without health insurance, under age 65 years, percent 15.10% In civilian labor force, total, percent of population age 16 years+, 2014-2018 71.20% In civilian labor force, female, percent of population age 16 years+, 2014-2018 64.80% Total accommodation and food services sales, 2012 ($1,000) 961,646 Total health care and social assistance receipts/revenue, 2012 ($1,000) 3,140,405 Total manufacturers shipments, 2012 ($1,000) 11,969,157 Total merchant wholesaler sales, 2012 ($1,000) 10,292,791 Total retail sales, 2012 ($1,000) 4,071,084 Total retail sales per capita, 2012 $21,504 Mean travel time to work (minutes), workers age 16 years+, 2014-2018 19.4 Median household income (in 2018 dollars), 2014-2018 $56,370 Per capita income in past 12 months (in 2018 dollars), 2014-2018 $34,711 Persons in poverty, percent 17.90% Total employer establishments, 2017 X Total employment, 2017 X Total annual payroll, 2017 ($1,000) X Total employment, percent change, \u2587\u2587\u2587\u2587-\u2587\u2587\u2587\u2587 \u2587 Total nonemployer establishments, 2017 X All firms, 2012 24,710 Men-owned firms, 2012 13,482 Women-owned firms, 2012 6,970 Minority-owned firms, 2012 3,327 Nonminority-owned firms, 2012 19,325 Veteran-owned firms, 2012 1,969 Nonveteran-owned firms, 2012 20,510 Population per square mile, 2010 1,678.00 Land area in square miles, 2010 111.11 FIPS Code \"4967000\" Salt Lake City demographics profile5 Population 191,446 2,948,427 318,558,162 Population density (sq mi) 1,722 40 91 Median age 31.8 30.3 37.7 Male/Female ratio 1.1:1 1.0:1 1.0:1 Married (15yrs & older) 46% 60% 55% Families w/ Kids under 18 47% 51% 43% Speak English 73% 85% 79% Speak Spanish 16% 10% 13% 5 \u2587\u2587\u2587\u2587\u2587://\u2587\u2587\u2587.\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587.\u2587\u2587\u2587/salt+lake+city-ut/demographics/ Salt Lake City, UT has a population of 191,446 and is the 127th largest city in the United States. The population density is 1,722 per sq mi which is 4204% higher than the Utah average and 1800% higher than the national average. The median age in Salt Lake City is 32 which is approximately 5% higher than the Utah average of 30. In Salt Lake City, 46% of the population over 15 years of age are married, 73% speak English, and 16% speak Spanish. 48% of Salt Lake City residents were born in Utah, 34% were born out of state, 1% were born outside of the United States, and 18% were foreign born. Target Market\u200c The [Non-Profit Organization] will focus on (i.e. youth, families, low-income individuals, group organizations, donors, supporters) such as, (i.e. private donors and business in the community) that want to participate in helping in our organizations cause. The target market is: \u2022 [insert] \u2022 [insert]", "snippet_links": [{"key": "management-personnel", "type": "clause", "offset": [76, 96]}, {"key": "the-organization", "type": "definition", "offset": [179, 195]}, {"key": "specific-person", "type": "definition", "offset": [226, 241]}, {"key": "task-required", "type": "clause", "offset": [252, 265]}, {"key": "a-team", "type": "definition", "offset": [470, 476]}, {"key": "considerable-experience", "type": "definition", "offset": [486, 509]}, {"key": "interview-process", "type": "clause", "offset": [650, 667]}, {"key": "the-non", "type": "clause", "offset": [686, 693]}, {"key": "highly-qualified", "type": "clause", "offset": [719, 735]}, {"key": "according-to", "type": "definition", "offset": [805, 817]}, {"key": "of-standards", "type": "clause", "offset": [836, 848]}, {"key": "designed-for", "type": "definition", "offset": [849, 861]}, {"key": "background-checks", "type": "definition", "offset": [877, 894]}, {"key": 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Include current active partners in the project and the role these partners are playing. Lenawee Now is celebrating 100 years as the leader of economic development in Lenawee County. Our leadership team includes \u2587\u2587. \u2587\u2587\u2587 \u2587\u2587\u2587 Doren, Executive Director, and Mr. \u2587\u2587\u2587 \u2587\u2587\u2587\u2587\u2587\u2587\u2587\u2587, Director of Operations. \u2587\u2587\u2587 and \u2587\u2587\u2587 have led economic development strategies, policies, plans, and programs for years. \u2587\u2587\u2587 served as Lenawee County\u2019s Chair of the County Commission and has years of executive business experience. \u2587\u2587\u2587 has a number of degrees and certifications in economic development. This team will work with our contractor to coordinate data collection for our needs survey. They will be the liaison with local and regional businesses in the development of the data and its utility in our TIGER 2017 grant application. They will represent the data to stakeholders and back to Region II and explain the implications of the data.\n(b) Describe how the funding will be managed by the organization to accomplish set goals. Include in-kind, matched funds, as well as any administrative and indirect costs, if applicable. The funding will be accounted for in a separate account dedicated to this project. Our consultant will be paid out of these funds. Matched funds, committed by the \u2587\u2587\u2587\u2587\u2587\u2587-Blissfield Railroad, (letter sent to your team specifying match) will also be committed to this fund and dispensed from this fund. There are no administrative funds being sought for this project, Lenawee Now will be covering the cost of staff and administrative responsibilities, as will the Monroe County Business Development Corporation.\n(c) Describe how the organization will coordinate with other material providers to accomplish set goals. 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Having ten years\u2019 experience in the health care field I have worked in a nursing home for two years, a summer as a home health aide, three years in oncology/hematology and one and a half years in behavioral health. I have a bachelor\u2019s degree in Psychology and am presently attending Grand Canyon University to obtain my Master's in Community Health and Wellness. My projected graduation date is March 2021. There is one other employee the administrative specialist, \u2587\u2587\u2587\u2587\u2587 \u2587\u2587\u2587\u2587 who is currently working part time to help create applications for our care givers. Daeja will also be creating orientation packets for staff the organization hires. \u2587\u2587\u2587\u2587\u2587 will also oversee handling time sheets and payroll. 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