Dónde tomar clases gratis para el examen de ciudadanía

Los residentes permanentes legales pueden tomar clases gratis con numerosas organizaciones para estudiar los exà ¡menes de inglà ©s y de conocimientos histà ³ricos y cà ­vicos, los cuales forman parte de los requisitos para adquirir la ciudadanà ­a estadounidense por el trà ¡mite de la  naturalizacià ³n. En este artà ­culo se listan 40 organizaciones —y sus respectivos nà ºmeros telefà ³nicos— ubicadas en los 12  estados con mayor poblacià ³n latina que brindan gratuitamente clases para la ciudadanà ­a. Ademà ¡s, muchas de ellas tambià ©n ayudan para completar el formulario N-400, con el cual se inicia la tramitacià ³n de la solicitud de la naturalizacià ³n.   Puntos clave: Clases gratis para la ciudadanà ­a por naturalizacià ³n. Los residentes permanentes legales pueden nacionalizarse y adquirir la ciudadanà ­a  estadounidense mediante el trà ¡mite de la naturalizacià ³n.Los exà ¡menes de inglà ©s leà ­do y escrito y de conocimientos histà ³ricos y cà ­vicos es parte del trà ¡mite de naturalizacià ³n.Numerosas organizaciones brindan clases gratis para ayudar a los migrantes a aprobar dichos  exà ¡menes.NALEO Educational Fund es la coordinara nacional de muchas de  esas organizaciones a travà ©s de la Campaà ±a Citizenship Works. Los migrantes que residen en otros estados encontrarà ¡n, al final de este artà ­culo, un telà ©fono al que pueden marcar desde cualquier parte de Estados Unidos para solicitar informacià ³n sobre organizaciones locales que prestan este servicio. Finalmente, antes de presentar este documento se recomienda a todos los residentes permanentes verificar si califican para no pagar la tarifa correspondiente que, en la actualidad, es de $725, incluidos los $85 de la toma de los datos biomà ©tricos.  ¿Donde tomar clases gratis para examen de ciudadanà ­a? Todas las organizaciones que se listan a continuacià ³n forman parte de la campaà ±a para Nuevos Ciudadanos Americanos, liderada  por el Immigrant Legal Resource Center y del que forman parte asociaciones sin fines de lucro, fundaciones, organizaciones religiosas y despachos de abogados. Las organizaciones religiosas en este listado atienden a todos los migrantes;  es decir, no es necesario practicar su religià ³n para recibir este tipo de ayuda. Arizona International Rescue Committee. Tel: 602-433-2440Chicanos por la Causa. Tel: 602-257-0700. E-mail: infocplc.orgPromise ArizonaFriendly House. Tel: 602-416-7210. E-mail: evelynsfriendlyhouse.org, a la atencià ³n de Evelyn Sà ¡enzCampesinos sin Frontera. Tel: 928-627-5995. En el condado de Yuma California Immigrant Legal Resource Center en el à ¡rea de Central Valley. Tel: 415-255-9499NALEO Educational Fund en la zona de Los AngelesInstituto Internacional del Area de la Bahà ­a, en zona de San Francisco. Tel. 415-538-8100 ext. 206Public Law Center, en el à ¡rea del condado de Orange. Tel: 714-541-1010Ready Now San Diego, en el à ¡rea de San Diego. Tel: 619-363-3423Services Immigrant Rights Educational Services, zona de Sillicon Valley. Tel: 408-453-3017 Carolina del Norte Carolina Refugee Resettlement Program. Tel: 704-535-8803  Insteep. Tel: 919-680-8000. Email: infoinstepp.orgLa Coalicià ³n. Tel: 888-839-8682. Cobra una pequeà ±a tarifa. Colorado Puede contactar a Colorado Immigrants Rights Coalition en: Denver.  Tel: 303-922-2244Montrose. Tel:970-249-4115 Florida Brevard Hispanic Center. Tel: 321-802-9516. Zona de Palm BayCatholic Legal Services. Tel: 305-372-1073 (Downtown Miami) y 305-887-8333 (Doral)Hispanic Services Council. Tel: 813-936-7700. TampaJustice Shall Be for All. Tel: 407-556-5955. Email: infojusticeshallbeforall.org. KissimmeeRedlands Christian Migrant Association. Tel: 800-282-6540. Area de Immokalee Georgia Catholic Charities of Atlanta. Tel: 770-790-3104GALEO. Tel: 885-54GALEOLatin American Association. Tel: 404-638-1800 (Atlanta), 404-702-0271 (Athens), 678-205-1018 (Lawrenceville)New American Pathways. Tel: 404-299-6099. Afiliada con el Church World Service and Episcopal Migration Ministries.Oficina del alcalde de Atlanta para Asuntos Migratorios. Email: welcomingatlantaatlantaga.gov Illinois Esperanza Legal Assistant Center. Tel: 309-732-0047Hispanic American Community Education and Services. Tel: 847-244-0300. Email: infohaces.orgIllinois Coalition for Immigrant and Refugee Rights. Tel: 855-435-7693 Nueva York Catholic Migration Services. Tel: 728-236-3000 (Brooklyn), 347-472-3500 (Queens)CUNY Citizenship Now. Tel: 646-664-9400Dominicanos USA. Tel: 718-665-0400. Email: contactdominicanosusa.orgMake the Road New York. Tel: 718-418-7690Northern Manhattan Coalition for Immigrant Rights. Tel: 212-781-0355Oficina del Alcalde de Nueva York para Asuntos Migratorios. Tel: 212-788-7654Oficina del Estado de Nueva York para Nuevos Americanos. Tel: 1-800-566-7636 Nueva Jersey Make the Road New Jersey. Tel: 908-768-4991 Nuevo Mà ©xico New Mexico State University. Tel: 575-234-9280 (Carlsbad)Catholic Charities brinda ayuda a bajo costo en 2010 Bridge SW (Albuquerque) y en 1234 San Felipe Ave (Santa Fe) Texas American Gateways. Tel: 512-478-046, ext. 200 (Austin), 210-521-4768, ext. 232/233 (San Antonio), y 512-387-2650 (Waco)Catholic Charities of Dallas. Tel: 214-634-7182Catholic Charities of Galveston and Houston. Tel: 713-526-4611Proyecto Inmigrante. Tel: 888-793-2182. Oficinas en Dallas, Fort Worth y Wichita Falls Washington Colectiva Legal del Pueblo. Tel: 206-931-1514. Email: infocolectivalegal.orgOficina de Seattle para Inmigrantes y Refugiados. Tel: 202-727-8515.One America. Realizan Dà ­as de la Ciudadanà ­a por todo el estado. Ademà ¡s, desde todos los estados se puede marcar a la Asociacià ³n Nacional de Oficiales Latinos Electos  (NALEO, por sus siglas en inglà ©s) al 888-839-8682. Esta là ­nea se atiende en inglà ©s y en espaà ±ol y se ofrece informacià ³n sobre otros centros cercanos adonde se puede acudir para solicitar ayuda en la preparacià ³n de los exà ¡menes de inglà ©s, historia y conocimientos cà ­vicos para sacar la ciudadanà ­a estadounidense por naturalizacià ³n. Recursos en là ­nea para preparar el examen para la ciudadanà ­a Los residentes permanentes que consideren que es suficiente si estudian por sà ­ mismos, pueden practicar el examen en la pà ¡gina de la organizacià ³n Citizenship Works o en la pà ¡gina de UScitizenshipsupport.com. En ambas pà ¡ginas se informa sobre las 100 preguntas de conocimientos cà ­vicos e historia que pueden ser preguntadas y tambià ©n se brindan tips memorà ­sticas para facilitar recordar las respuestas correctas el dà ­a del examen. Tambià ©n se ofrece informacià ³n prà ¡ctica sobre quà © esperar el dà ­a de la entrevista y examen. Asimismo, en la pà ¡gina del Servicio de Inmigracià ³n y Ciudadanà ­a (USCIS, por sus siglas en inglà ©s) se brinda material para practicar el examen cà ­vico y el de inglà ©s. Es de interà ©s verificar siempre esta pà ¡gina porque actualiza posibles cambios a las preguntas. Por ejemplo, los nombres del presidente, vicepresidente,  partido en el gobierno y representantes locales ante el Congreso. Informacià ³n prà ¡ctica sobre el examen para ciudadanà ­a por naturalizacià ³n Como regla general, actualmente la cita para presentarse al examen de inglà ©s y conocimientos histà ³ricos y cà ­vicos tiene lugar entre 6 y 8 meses despuà ©s de la presentacià ³n de los papeles. El examen, salvo casos excepcionales por edad o enfermedad o discapacidad, deberà ¡ rendirse siempre y en inglà ©s. El mismo dà ­a tiene lugar la entrevista.   Si el migrante reprueba el examen, deberà ¡ repetirlo. USCIS enviarà ¡ una carta con una nueva cita entre 60 y 90 dà ­as despuà ©s.  Si de nuevo reprueba, la peticià ³n de naturalizacià ³n se negarà ¡ y se deberà ¡ iniciar desde cero un nuevo proceso de naturalizacià ³n y pagar una nueva tarifa. Por el contrario, si el migrante pasa el examen y la entrevista, como regla general jurarà ¡ como ciudadano estadounidense entre 1 y 4 semanas despuà ©s de haber aprobado dicho examen. Es recomendable no viajar fuera de Estados Unidos desde la fecha en la que se aprueba el examen y la de juramentacià ³n y, si se hace, que sea por un corto periodo de tiempo. Finalmente, a la hora de adquirir la nacionalidad americana es  importante conocer las ventajas y derechos que se adquieren con esta ciudadanà ­a. Uno de los beneficios no muy conocido es que en promedio los ciudadanos ganan a lo largo de su vida laboral un 11 por ciento mà ¡s que los residentes permanentes legales.   Tambià ©n se puede votar en elecciones federales. Para ejercer el derecho al voto es necesario registrarse previamente segà ºn las leyes del estado en el que se reside. Este es un artà ­culo informativo. No es asesorà ­a legal.

Capital Ones Organizational Structure - 2479 Words

â€Å"At capital One, diversity means seeking out and embracing differences for the richness those differences add to our lives and to our business.† (http://www.capitalone.com/about/corporatecitizenship/diversity.php) A company that opens it business to diversity has the ability to value human differences, and in return acquire beneficial relationships. Capital One has partnered with MWBE (Minority and Women Business Enterprises) and the relationship is yielding a positive reaction in terms of the communities that house Capital One and in the corporate world. Because Capital One is an information based company there diversity plan is also well thought and proven. The diversity plan includes targeted recruitment, development and†¦show more content†¦The nodes on the bottom row represent sub-organizations, while the top two rows are individuals. (Organizational Hierarchy, page 1 para. 3) Old organizational models still exist in the real world where total control is a complete requirement. These old organizational models mainly used in government and military and sometimes transplanted to the non-military public companies and would work to a certain extent, but they have great limiting effect on promoting and evolving people. The transformed organizational model is quite different and the operating process is quite different. Figure below gives us insight into why interconnecting the stovepipes is a better option. We redisplay the organization in link patterns and we see a totally new perspective. By adding the horizontal ties we have transformed a simple hierarchy into an interconnected group. Recent research by psychologist Patrick Laughlin of the University of Illinois shows that groups outperform even the best individuals in decision making. Intelligence information is rarely clear or complete -- a key reason for having many perspectives and diverse experiences for cross-pollination and sense-making. (Organizational Hierarchy, page 1 para. 10) This considered being a transformed organizational model has catapulted companies into a company that isShow MoreRelatedCapital One Financial Corp: Setting and Shaping Strategy Essay695 Words   |  3 PagesCapital One Financial Corp: Setting and Shaping Strategy Strategy Capital One Financial Corp’s strategy is to develop and market products and services to satisfy the demands of a competitive and ever-changing marketplace by utilizing information technology for mass customization which will deliver the right product to the right customer at the right time and at the right price. 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Despite the many definitions that OD has, the overall idea of what it is supposed to do within an organization remains the same. Cumming and Worley (2015) define organizational development as â€Å"a system-wide application and transfer of behavioral science knowledge to the planned development, improvement and reinforcement of the strategies, structures,Read MoreAddressing Employee Stress Creates Sense1547 Words   |  7 Pagesaddressing employee stress makes sense. A PwC investment analysis report from 2014  found initiatives and programs that fostered a resilient and mentally healthy workplace returned $2.30 for every dollar spent. In addition to this financial capital finding, organizational research has demonstrated a positive relationship between employee resilience and performance (Luthans, Avolio, Walumbwa, Li, 2005). 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Essay The Voyage of Christopher Columbus - 1421 Words

In 1492, an event took place that would change forever the way the world is viewed, and the way people viewed themselves. When Columbus set foot on that Caribbean island on an August morning over five hundred years ago, he set in motion one of the greatest migrations the world has ever seen. Two separate and distinct worlds met that day, even though both had populated their separate continents. One world, the old world, was made up of Europeans looking for fame and fortune, not necessarily for new and uncharted lands. Divine supports this idea by stating, â€Å"They (explorers) came not as colonists but as fortune hunters seeking instant wealth, preferably gold, and they were not squeamish about the means they used to obtain it† (Divine,†¦show more content†¦I will be focusing my attention on how each party conducted their first meetings with the natives, and what motives came into play on their explorations such as; religion, gold, and slavery. When these explorers met the native population, they encountered a people who had never had contact with anyone besides inhabits of their own world. The Europeans, on the other hand, had been trading with Africans, Muslims, Mongols, East Indians, and other Europeans for differing periods of time, thus being exposed to different types of culture in the past. On the other hand the isolation of the natives began some thirty to forty thousand years ago, when the last major ice age occurred. Divine supports this by saying, â€Å"The first people to cross this land bridge were small bands of Siberian hunters in pursuit of giant mammals†¦the migration of these nomadic groups took place over thousands of years† (Divine, p.3). Gradually, new and different societies and cultures developed among the natives, depending upon the region where they settled. Divine mentions this by saying, â€Å"Over the centuries, relatively isolated tribal groups had developed their own cultures , patterns of kinship, and spoken languages† (Divine, p.3). When Columbus initially arrived, he found only primitive inhabitants, he states this in the first document of the first chapter of Gorn, â€Å"a very poor people †¦ they do not carry arms,† (Gorn, p.8). In reality the nativesShow MoreRelatedThe Voyage of Christopher Columbus1541 Words   |  7 PagesAmerican History I 07/08/05 Christopher Columbus Voyage to North America Spanish exploration first began with a series of revolutions. First, the Commercial Revolution generated economic stability. Second, the Intellectual Revolution generated interest in the Earths composition and the pursuit of exploration. Europe then called for a political revolution to end the disorganized and disorderly rule of its government. 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Funding Models for Normative Pricing and Structure- myassignmenthelp

Question: Discuss about theFunding Models for Normative Pricing and Quality Structure. Answer: As Eagar et al. (2013) put, there are four funding models that are important in funding the healthcare system. The models include payment for performance (P4P) best practice pricing, normative pricing, and quality structure pricing models. However, this paper would focus on payment for performance, and it is applied in Australia. P4P or sometimes it is identified as safety and quality pricing operates on incentives and disincentives that a hospital gets depending on the outcomes of their services (Eagar et al, 2013). This model pays the institutions based on their practices or services and the areas of concern in this model are safety and quality. Hospitals whose services are easily accessible and their quality is commendable, get incentives, while those who do not, do get any incentives. The Australian public hospitals use the payment for performance model, to support their operational needs. To add further to the description of this model, its principal objective is to establish an express link between quality and safety and funding. If the patient outcomes are found to be good, definitely a hospital facility would be rewarded for the wonderful job done. Unfortunately, those hospitals that would have bad patient outcomes are likely to be penalized. In a nutshell, the model seeks to reward good quality and penalize poor quality (Lagarde, et al, 2013). In the Australian experience, there is a direct link between safety and quality and pricing and funding. Today, the Queensland Health, Australia is seeking to employ the normative strategies to introduce incentives ("Australian commission on safety and quality in healthcare", 2013). At the facility, the strategy is to incentivize case surgery conducted during the day, to reduce time spent at hospitals. Ideally, providing incentives for the day case surgery is to reduce stay at the hospital aims at improving performance. Thus, when incentives are offered due to excellent performance, definitely the funding model becomes P4P. Also, Queensland introduced a practice called CPIP (Clinical Practice Improvement Payment System) which seeks to provide incentives for better performance. Furthermore, it is reported that in 2007, Australia adopted a case-mix payment whose main objective was to achieve excellent performance. This is a confirmation that Australia is applying the P4P in its public hospitals to enhance their performance. In essence, to know that a country is applying the P4P model, the main focus should be to establish if there are incentives offered to achieve some desired performance. In Australia, there are efforts that are seeking to improve performance, by directing giving incentives to hospitals to achieve to improve their performance. Furthermore, in Western Australia, there are reports that between 2010 and 2011, WAHD (Western Australian Health Department), is implementing funding that is centered on activity carried out. For instance, is reported that health facilities handling in-patients cases that are acute received more funding, to boost their FOC (full operational capability). Ideally, there has been some significant increase in initiatives seeking to enhance safety and quality at Australian hospitals to bolster their performance for the benefit of patients (Norman, et al, 2014). Thus, due to the increased efforts in Australia to enhance the performance of their hospitals, it is imperative to state that they are employing the payment for performance model in her public hospitals. Manifestation of P4P Nevertheless, the payment for performance is likely to manifest in four areas that include: Pay-for- results, pay-for-transparency, gain sharing and pay-for-competence. For pay-for-results, this kind of initiative offers the healthcare providers some bonuses if they are able to serve their patients within a certain a short period of time so that they can go back to work. But, for pay-for-competence is where health providers, receive some excellent financial bonuses for having structured that are functioning to capacity, hence guaranteeing good performance (Mannion, Davies, 2014). In most cases, health service providers working at facilities that have achieved pay-for-competence are likely to be entitled to a better pay as compared to their counterparts in other facilities lacking the kind of structures they have in place. On the other hand, pay-for-transparency, is where those hospitals with proper documentation and processes are receiving financial bonuses, while those without are punished (Standard, 2012). Finally, gain sharing manifesting P4P, where healthcare providers are working in a complex system, where they are both striving to offer patient care, and in case they do a good job they share the incentives. On the other hand, if disparate providers fail to meet some desired performance they share the penalties imposed on them. National Efficient Price It is notable that NEP is activity-based. The concept of activity-based aims to determine how hospitals are funded depending on the activities they are carrying out. Thus, I am in agreement to the large extent that National efficient price is seeking to improve the health status in Australia, by having those hospitals that deal with more complicated disorders have a better funding than other hospitals. The idea perpetuated in this concept of NEP is that for public hospitals to achieve efficiency or desired performance then it is cogent to fund them depending on the activities they carry out. Furthermore, the NEP seeks to classify hospitals based on the services they offer so as to determine their funding (Downie, 2017). Hospitals that offer same services receive the same kind of funding and this to some level seeks to promote social equity (Downie, 2017). It promotes social equity in the sense that any hospitals across Australia receive same funding based on their services, so as to seal situations of funding variations that can be construed as discriminatory or injustice. Nevertheless, NEP in all probability seeks to improve the performance of public hospitals in Australia based on the services, they offer hence this kind of funding still falls under P4P. In conclusion, the main objective of payment for performance is to ensure that safety and quality are factored in determining the incentives or disincentives the hospitals receive. However, to some extent, the model does not give a model for growth, since it does not give room for improvement beyond a certain level (Merilind, 2016). Also, penalizing some hospitals due to their failure to meet some desired performance to some extent stifles them from performing well because of the demoralization that comes with disincentives. References Eagar, K., Sansoni, J., Loggie, C., Elsworthy, A., McNamee, J., Cook, R., Grootemaat, P. (2013). A literature review on integrating quality and safety into hospital pricing systems. Australian commission on safety and quality in healthcare. (2013). Retrieved 12 October 2017, from https://file:///C:/Users/ben/Downloads/Supplementary-Briefing-and-lit.pdf Standard, Q. I. G. (2012). Australian Commission on Safety and Quality in Health Care. Mannion, R., Davies, H. T. (2014). Payment for performance in health care. BMJ: British Medical Journal, 336(7639), 306. Norman, A. H., Russell, A. J., Macnaughton, J. (2014). The payment for performance model and its influence on British general practitioners' principles and practice. Cadernos de saude publica, 30(1), 55-67. Merilind, E. (2016). The impact of payment for performance on number of family doctors visits, specialist consultations and hospital bed occupancy. A longitudinal study. Quality in Primary Care. Lagarde, M., Wright, M., Nossiter, J., Mays, N. (2013). Challenges of payment-for- performance in health care and other public servicesdesign, implementation and evaluation. Downie, J. (2017). More than just activity: pricing and funding for quality and safety.