Write like you — not like a model

Topic: Kazakhstan Source: https://en.wikipedia.org/wiki/Kazakhstan Key points to cover: 1. Kazakhstan, officially the Republic of Kazakhstan, is a landlocked country situated primarily in Central Asia, with a portion of its territory extending into Eastern Europe. 2. Kazakhstan is the world's ninth-largest country by land area and the largest landlocked country. 3. Kazakhstan has a population of 20.5 million and one of the lowest population densities in the world, with fewer than 8 people per square kilometre (21 people/mi2). 4. Following the disintegration of the Golden Horde in the 15th century, the Kazakh Khanate was established over an area roughly corresponding with modern Kazakhstan. 5. By the 18th century, the Kazakh Khanate had fragmented into three jüz (tribal divisions), which were gradually absorbed and conquered by the Russian Empire; by the mid-19th century, all of Kazakhstan was nominally under Russian rule. 6. On 10 December 1997, Kazakhstan's government relocated its capital from Almaty, established under the Soviet Union, to Astana. 7. " Kazakhstan is the 59th most peaceful country in the world, according to the 2024 Global Peace Index. 8. Kazakhstan's economy grew by 4.6% in 2014. 9. Kazakhstan joined the World Trade Organization in 2015. 10. Kazakhstan is the 19th largest oil-producing nation in the world. 11. Education across Kazakhstan is conducted in either Kazakh, Russian, or both. 12. In Nazarbayev's resignation speech of 2019, he projected that the people of Kazakhstan in the future will speak three languages (Kazakh, Russian and English). 13. Kazakh literature expands from the current territory of Kazakhstan, also including the era of Kazakh Soviet Socialist Republic, Kazakh recognized territory under the Russian Empire and the Kazakh Khanate. 14. Kazakhstan's national basketball team was established in 1992, after the dissolution of the Soviet Union. Supporting facts and figures: - The capital is Astana, and the country's largest city and principal cultural and economic center is Almaty, which served as the capital until 1997. - 5 million and one of the lowest population densities in the world, with fewer than 8 people per square kilometre (21 people/mi2). - Following the 1917 Russian Revolution and subsequent Russian Civil War, it became an autonomous republic of the Russian SFSR within the Soviet Union. - Its status was elevated to that of a union republic in 1936. Counterpoints to address: - It is a unitary constitutional republic; however, its government is authoritarian. - The Turgesh actively resisted the Arab expansion into Central Asia during the 720s and 730s, but were ultimately defeated in the mid-8th century. - In southern Kazakhstan, the Karluks established a new khaganate in 840, although their rulers retained the title of yabghu. Themes: kazakhstan, kazakh, country, soviet, russian, world

443 words · Aug 16, 2026

I think that, well I am not sure what I think. When it is appropriate to use a colons or semi-colons and in what context. I'm thinking that I won't look into to it too much tonight. I'm very tired.

40 words · Aug 12, 2026

Are Learned Skills and Traits Transferable? By: Brian Costanzo 07/15/2017 Based on interviews, conversations with peers, and observations of the job market, I have found that employers frequently pigeonhole candidates based solely on their degree. This rigid approach is outdated and hinders the ability to find the best candidate. The modern economy demands that individuals stand out through strong academic records, proven experience, and consistent professionalism. Furthermore, attractive candidates must demonstrate versatility and the ability to manage multiple tasks simultaneously. This raises an important question: if I am multi-talented and expand my horizons through independent study, why should I be confined to a single box? Asking this encourages candidates to avoid self-limitation, even when employers might impose it. To explore this, I will share a personal example demonstrating how learned skills and traits are transferable when one makes connections between theory and practice. I have consistently pursued my education since graduating high school in 2009, when I began working toward a Bachelor’s Degree in Public Policy at Penn State. My goal was to serve the public in a political or governmental capacity. Like many students, I worked full-time to cover tuition and living expenses. While serving tables on weekends, I consciously treated the job as a professional training ground—building customer rapport, cultivating a following, and earning the trust of colleagues. I made it a point to look, act, and speak like a professional. Even when exhausted, I recognized that a professional persists through adversity, adapting and embracing change. I also engaged customers in discussions about policy and government. By combining these experiences with my education, I developed a driven, optimistic, and analytical personality. My internships further enhanced this, providing critical field experience. I realized early on that to be exceptional, I had to apply academic concepts to the real world. I do not regret balancing work and school; the result was a highly qualified individual, as evidenced by my strong performance reviews and customer commendations. This experience proves that learned skills and traits are transferable across different domains. After graduating in 2013, I pursued a Master’s Degree in Public Administration at Penn State. This journey again involved balancing work, internships, and academic rigor. I am now focused on achieving success in my field. While definitions of success vary, I am applying it here to signify professional accomplishment and mastery. Through my Master’s program, I have gained valuable concepts, strategies, and operational knowledge. Many fail to recognize that public administration is often modeled on private sector practices. Although I lack a formal degree in sales or business administration, I have built a strong foundation in both. In my current role, I independently manage day-to-day administrative duties, serve as a brand ambassador, maintain product knowledge, ensure regulatory compliance, and handle finances. My ability to perform these tasks stems from my belief in transferable skills. My internship taught me the inner workings of state organizations, and I have successfully identified and adapted those parallels to my private sector employment. For instance, my understanding of state and local policies allows me to provide insights that profoundly benefit my customers’ businesses. As my May 2018 graduation approaches, I am reflecting on my journey. I have consistently applied academic knowledge to my work and employment experience to my studies. I have developed skills in human resources and office operations, gaining such depth in both sectors that I have occasionally been considered overqualified. The common thread—and the core message of this article—is that learned skills and traits are truly transferable when an individual maintains a thirst for knowledge and a drive to achieve their dreams.

598 words · Aug 2, 2026

Hello. My name is Brian Costanzo. I am a 35-year-old young professional who enjoys time with my family, building apps, trading on the stock market, being an uncle to my many nephews and nieces, and making memories with the people who count.

42 words · Aug 2, 2026

Value vs. Cost: Is there a real difference in a service-based industry? By: Brian Costanzo In my line of work, there is a common question that is asked by guests every day. Why can I buy a certain item at a larger hardware store at significantly lower prices than I can in your store? The answer is not as simple as some make it out to be. Business Dictionary defines cost as "An amount that has to be paid or given up in order to get something. In business, cost is usually a monetary valuation of (1) effort, (2) material, (3) resources, (4) time and utilities consumed, (5) risks incurred, and (6) opportunity forgone in production and delivery of a good or service. All expenses are costs, but not all costs (such as those incurred in the acquisition of an income-generating asset) are expenses." (2018). Simply, cost is what you pay solely for the product you wish to buy. An example would be a cashier checking out a customer who is buying a loaf of bread. At the time of payment, that customer is only paying for the bread and taxes. Value cannot be considered interchangeable or a synonym for cost. Value is defined as "a fair return or equivalent in goods, services, or money for something exchanged" by Merriam-Webster Dictionary (2018). The formula for value contains cost and thus cost cannot be similar to value. This essay will outline why value is inherently more important than cost and why value can be a confusing concept to customers yet crucial to understanding. With an objective definition set in place for cost, the value can be assessed in the objective and subjective perceptions many customers apply when buying a product or service. Value is not a specific metric that cannot be measured in certain terms. A great example that many people could relate to would be going out to eat. From a transactional standpoint, when someone goes out to eat they pay for food they choose to buy and receive. From a value standpoint, many more factors come into play. When you order food at a restaurant, what do you expect? It would be fair to assume that a customer would expect friendly service, sensitivity to time, high-quality food, drinks to be refilled before having to ask, plates to be cleared from the table upon completion of the meal, and accommodations in the event that a meal was not prepared correctly. One would expect a server to smile and remain calm through every portion of a customer's experience at a restaurant. It would also be expected that the staff would be knowledgeable and ready to make recommendations regarding food and drinks. There is also the expectation that servers will be very diligent when notified of possible food allergies. It can easily be seen that going out to eat is not purely a transactional experience where cost is the only concept to take into consideration. All of the other working factors in the dining experience are translated into value. A customer does not just pay for food rather they pay for the entire experience from being seated to being wished a good day or evening following their meal. They pay for the value of having access to a staff that can make recommendations, a kitchen that will accommodate the needs of customers, the ambiance that sets the mood for many restaurants, and the excellence in service by the server. If one wanted to simply have a transactional experience while dining, they would typically buy food from a store and make it at home. Why is this important for a business and a consumer to understand? From a business standpoint, it is crucial that the employees who are responsible for being the face of a company to understand that value and cost are concepts that must be separated and explained to the consumer. In my current line of work, it is very common for a customer to ask why the costs of a product are higher in a Sherwin-Williams store than in a big box store. As mentioned above, when a customer visits a Sherwin-Williams location, they are not simply buying a product and leaving. Customers are given the utmost of care, guided through any of the processes required for any of their projects, given expert advice on product selection, application methods, pairing products with the proper sundries, and being given the time by Sherwin-Williams' staff to ensure that a customer leaves with intention of coming back for any of their future projects. It is vital that the ambassadors of the Sherwin-Williams' brand convey to the customer that a higher level of cost can mean the difference between a successful project and one that is unsuccessful. The services provided by the sales associates within Sherwin-Williams perform functions that go far beyond selling a product. Much like the experience one expects when they dine out, a customer entering a Sherwin-Williams store should expect and will receive all of the advice and tools necessary to set them up for success. That very notion is the difference between cost and value. Value is what any strong, successful company provides to their clients and customers. Unfortunately, there are many who expect value in the form of cost. But when one truly has an excellent customer service experience, the increased cost of whatever service or product is being provided is often accepted or overlooked due to the satisfaction felt by the customer. In any customer service based industry, it is key to understand that value and cost are two separate concepts and that the former is vastly more important than the latter. Sherwin-Williams is a company that takes pride in its ability to provide value to its customers for any type of project. A successful company will even ensure that it provides value when taking care of customer complaints by walking through a customer's full experience and attempting to remedy any situation that goes beyond a simple refund. These concepts are crucial in a consumer based economy and a truly successful environment thrives for both the company and the customer when these concepts are understood and being utilized as best practices. References Cost (Business Dictionary). (2018). Retrieved May 30, 2018, from http://www.businessdictionary.com/definition/cost.html Merriam-Webster definition of Value. (2018). Retrieved May 30, 2018, from https://www.merriam-webster.com/dictionary/value

1055 words · Aug 1, 2026

Analysis of Professor Adam Eckerd’s Study on Risk Management and Risk Avoidance in Agency Decision Making Brian Costanzo PADM 594 Research Methods February 1, 2018 Executive Summary: This paper critically analyzes a study titled “Risk Management and Risk Avoidance in Agency Decision Making” by Adam Eckerd. The analysis begins with an issue statement that explores the main perception of risk and why it exists. It also examines whether the different views of risk held by the public and public agencies have an impact on public participation. The paper provides context on the issue, including assumptions from past studies, to clarify why the research question is being asked. This analysis also involves a discussion of the logic and assumptions behind the study and a review of data and facts that attempt to validate the author’s argument: that the perception of risk between the two relevant parties plays a significant role in public participation in agency decision-making. Findings are discussed to reveal what the author discovered through his analysis and where these findings point in terms of the overall research question. Finally, weaknesses in the study are identified, followed by a conclusion that puts the study's information into perspective. To wrap up the analysis, the paper discusses the implications of the findings, potential ramifications, and possible recommendations to address the issue. Issue Statement: The author identifies an issue with the incongruent views of risk held by agency decision-makers and the public. Past empirical evidence shows that agencies view risk as something to be managed, or something that can be managed, to calculate potential negative consequences when a decision is made. Conversely, the public holds the view that risk should be avoided or is not worth the chance, based on the impact it may have on an individual. The author chose this issue due to the low level of public participation in public agencies. He wants to explore what may be causing these incongruent views on risk and how to open the possibilities for dialogue to foster increased public participation in decision-making. Context: Past empirical evidence has shown that the traditional dialogue between decision-makers and the public took the form of a comment-response model. This evidence has also shown that this method is insufficient and creates an imbalance in decision-making. The author notes that there have been efforts to expand public input and influence in agency decision-making but argues that an insufficient framework was not the only issue in gaining genuine public participation, despite decades of efforts. The author looks at another factor that could potentially impact public input: the divergent ways in which an agency and the public view risk. Citing many other studies, he states that public inclusion has little effect on decisions made by agencies, creating what is referred to as a “democratic deficit” as the balance of decision-making lies mostly within the agencies. The framework for the issue in this study is the perception of risk and how it directly impacts participation. It is noted that public projects and decision-making are necessary, and risk is unavoidable. Agencies tend to view risk as something to be managed to measure the probability of negative outcomes. Juxtaposed to that is the public view that risk is not measurable and should be avoided by a generally risk-averse public. The research question is rooted in this: if these incongruent views of risk exist, do they have a significant impact on participation? Discussion and Analysis: The logic for this study is based on years of empirical research illustrating the underlying issue. While collaboration between agencies and the public was meant to be a means to more democracy, the opposite has been the dominant evidence. The author states that this issue is typically viewed through the framework of creating a better model for public input than the comment-and-response model. By assuming that the traditional framework for public inclusion was insufficient, the author proposed another factor that could be statistically significant in the low levels of public and agency collaboration. He argues that bureaucratic institutions are already in a state of conflict and tend to be closed off from public perceptions, which drastically diminishes the possibility of public input in agency decision-making. In attempts to explain the divergent view of risk, the author discusses literature from the Habermasian view, which states that under the right circumstances and rationality, public participation in agency decision-making could be viable. He also discusses how the Habermasian view requires individuals to discuss topics of importance at an aggregate level as opposed to an individual level. The assumption here is that individuals tend to view risk on an individual basis rather than a societal basis. Another assumption stems from the federal government’s Environmental Impact Analyses, which maintained the logic that if administrators have access to stakeholders, then administrators will utilize stakeholder input. As referenced earlier, bureaucratic organizations can be hostile to public input, creating a negative atmosphere for dialogue between agencies and the public. Findings: Data was used from four separate agencies: the Armed Forces Retirement Home (AFRH), the Federal Highway Administration (FHWA), the Army Corps of Engineers, and the District of Columbia’s Department of Transportation (DDOT). Each agency had a project serving as the subject matter for commenters. These projects included the development of land leased by the AFRH, the construction of a bridge (a joint venture between the DDOT and the FHWA), and the construction of an aqueduct managed by the Army Corps of Engineers. The author used a method of delineating between types of commenters, location of risk, object of risk, and view of risk. He also implemented a coding procedure to evaluate the thoroughness of the commenters’ responses. Using a method similar to surveys, the author gained various findings. Close to 70% of commenters were those who lived in the communities directly impacted by the three projects. It was also found that 90% of public participants discussed risk in human terms rather than environmental terms. This was in contrast to 58% of government agency actors who discussed risk from an environmental standpoint. Overall, government agency actors were shown to view risk objectively and from an aggregate viewpoint, while public participants viewed risk from an individual or community standpoint. These findings support the author's assumption: the data shows a divergent way in which public agencies and the public see and assess risk. Weaknesses: This study was well-conducted, and its mission was clearly conveyed. The author chose reliable sets of data for his analysis; however, there is an issue with only using three cases. By doing this, the author limited the scope of the study to the D.C. Metro area, producing findings that cannot be generalized to other locations. Another weakness admitted by the author was that agency actors were not required to provide answers with a great deal of substance or understanding, which could be a potential flaw in the study. A final weakness was the specific location used and the development of three hypotheses that take a more generalized tone. This seems to weaken the study slightly by trying to prove generalized notions with locale-specific data. Overall, however, the study was extremely well-assembled, conducted, and reported. Conclusions: By understanding past empirical studies on public participation and the factors impacting the lack thereof, one can conclude that it is necessary to use various lenses when studying this issue. The author’s approach of using the perception of risk shed light on findings proving that under-participation by the public is an issue that cannot be studied via only one or two variables. The findings point to the fact that agencies and the public have very different views on the meaning of risk, and these differing viewpoints could have a large impact on why the public tends to avoid taking part in agency decisions. There is also a struggle for agencies to properly convey policies and plans to the public due to this stark difference. While the idea of creating a more democratic atmosphere by enlarging the dialogue is ideal on paper, the author’s research pointed toward the opposite when risk is being assessed in reality. Implications: The issue of public participation in agency decision-making is vital when assessing the strength of representative republican institutions and their relationships with the public. Without public input on policy, there would be no need for public agencies to exist, much less the study of public policy itself. This issue is of immense importance to the field because it is necessary to gain more public input. We cannot be complacent with the public opting out of participation; however, with decades of effort and little to show for it, a shift in thought and research must be pursued to prevent a permanent democratic deficit. If the two parties cannot find ways to clearly convey their viewpoints on risk, it is very possible that public participation will continue to lessen and the gap of understanding will continue to grow. Recommendations: To bridge the gap in risk perception between the public and public agencies, efforts are needed on both ends. The author notes that organized public groups tend to view risk in a more aggregate sense. Ideally, the public should be more engaged in organizing themselves to better understand the agency's point of view and to engage the agency with concerns. It can also be argued that agencies must do more than the public. Since bureaucracies are often uninviting, public agencies need to work on restructuring initiatives to allow the open flow of ideas from within and outside the agency. In addition, public agencies should conduct further studies into public viewpoints on risk. A fundamental shared understanding of risk must be reached to increase participation rates. This can be accomplished through media and social media campaigns, town halls, enhanced literature, and public champions who can create the organization needed to interact effectively with public agencies.

1635 words · Aug 1, 2026

Abstract: The purpose of this paper is to apply a logic model to an existing set of employment service programs provided by Ephrata Area Rehabilitation Services. Specific inputs and outputs have been identified, along with initial, intermediate, and long-term outcomes and goals. An explanation of each is outlined in this paper along with a complete logic model, including lines of causality. In addition to these, there are external factors that have a direct impact on E.A.R.S. and its ability to provide employment service programs to its clients. The E.A.R.S. Organization: Ephrata Area Rehabilitation Services (E.A.R.S.) is a nonprofit organization located at 300 West Chestnut Street in Ephrata, Pennsylvania. The nonprofit was established in 1970. Upon opening its doors, there were two staff members and 20 clients. E.A.R.S.’s sole purpose is the training of individuals with intellectual disabilities in vocational activities to become productive and contributing members of the community (E.A.R.S., 2015). From 1970, E.A.R.S. expanded its services to include three locations, more than 250 clients, and over 50 staff members. Today, E.A.R.S. has grown to include seven different programs to meet the individualized needs of those served (E.A.R.S., 2015). “E.A.R.S. maintains that it strives to provide skill training for movement to other vocational opportunities, encourage and promote independence in all aspects of life, offer alternatives for personal adjustment in order to handle a variety of work and social situations, provide activities and workshops that develop problem-solving skills and decision-making, and to provide dignity for all accomplishments.” (E.A.R.S., 2015) E.A.R.S. provides four separate levels of work programs within the vocational training program. The first level is the Vocational Units. Licensed by the Department of Public Welfare, Vocational Units are an activities program that focuses on work (E.A.R.S., 2015). Each individual is encouraged to develop skills that allow them to move up through the levels of work programs with the ultimate goal of placement in competitive work. The second level of work programs provided by E.A.R.S. is called the Advanced Training Unit (ATU). ATU is also licensed by the DPW as an activities program. Following VU training, client placement into the second tier of the program is based on their ability to work under limited supervision while continuing to apply predetermined levels of job skills and performance. These individual training programs assist the clients by refining their work skills and allowing them to advance to the Mobile Work Crew and for placement in competitive employment (E.A.R.S., 2015). The third-tier program prior to placement in competitive employment is the Mobile Work Crew (MWC). The MWC is populated by clients chosen from the VU and ATU. According to E.A.R.S. (2015), jobs performed by the MWC involve lawn care, cleaning, light maintenance, and production work. The MWC conducts all work outside of E.A.R.S. facilities and integrates with the community and employer partnerships. The final tier of work programs provided by E.A.R.S. is called Transitional Employment Services (TES). This is the final program before independent employment for clients. The TES coaches clients on completing job applications, developing resumes and cover letters, locating jobs, coordinating job interviews, job training, and follow-up services (E.A.R.S., 2015). Logic Model: Four-tiered Employment Services Programs Inputs: In order for E.A.R.S. to effectively continue to provide its four-tiered employment services programs, there will need to be specific inputs, each a vital resource, such as staff and volunteers (human capital) to operate the programs and vocational training for staff and volunteers in order to develop a vocational curriculum and educate clients. Work equipment such as gardening, construction, and light maintenance materials are also important inputs that must be covered in the logic model. Other inputs like client transportation and physical space are resources of the four-tiered employment services programs provided by E.A.R.S. cannot do without. It is also vital to have staff training in Non-Abusive Psychological and Physical Intervention (NAPPI) and Cardio-Pulmonary Resuscitation (CPR) provided by NAPPI (NAPPI, 2017). Inputs of vital importance also include funding from stakeholders (donors) to be able to provide services. A final major input for this model is partnerships with employers and other nonprofits. Collaboration with nonprofits such as NAPPI (2017) and the ARC program provide the training and educational resources needed to provide the client services (Turnman, 2017). Processes: Processes for this logic model include training staff and volunteers in NAPPI and CPR, conducting van training for staff and volunteers, having staff attend customized employment job development seminars, exploring partnerships with employers and other nonprofits like the ARC—which provides many workshops such as customized employment job development seminars (Turnman, 2017)—conducting vocational training and classes for work-oriented clients, providing counseling for clients and encouraging independent and group work activities, and utilizing physical space to establish a vocational, learning atmosphere for clients. Outputs: Outputs for this logic model include staff and volunteers becoming familiar with NAPPI and CPR techniques, staff and volunteers completing van training, the establishment of a staff-developed vocational curriculum, securing partnerships with other nonprofits and employers to expand client opportunities, providing work-oriented clients with access to training and classes, clients seeking encouragement, counseling, and involvement in independent and group work activities, and the establishment of a vocational learning and practice space. Intermediate Outcome: (REVISED BUT REREAD) There are seven intermediate outcomes for the logic model. The first intermediate outcome would be an increase in the number of staff and volunteers trained in NAPPI and CPR techniques. An increased amount of staff and volunteers becoming NAPPI and CPR certified leads to the safety and well-being of clients. The second intermediate outcome is an increase in the number of staff and volunteers who are van trained. Van training for staff and volunteers is necessary for clients to have transportation. The third intermediate outcome is an increased amount of clients actively engaging with the staff-designed vocational curriculum. Client growth and success in the programs are dependent upon becoming heavily vested in the curriculum. Counseling and encouraging clients is key in retaining them. The fourth intermediate outcome would be an increase in the number of potential employers willing to hire clients out of TES and allow them to apply the skills they have learned under moderate supervision. Moderate supervision would include not allowing a client to be independent for more than 50% of the time they are working. The fifth intermediate outcome is having an increase in the number of clients in the workforce. Clients advance from the VU to the ATU and then advance to the MWC. Advancing through each program further prepares clients for independent employment. The sixth intermediate outcome is an increase in independent interest of clients to seek counseling and involvement in independent and group work activities. The seventh intermediate outcome is staff and decision-makers continuing to optimize facility space to provide client services. Optimizing facility space utilization is essential, ensuring maximal efficiency of the available square footage. Long-term outcomes and goals: (REVISED BUT REREAD) In addition to the intermediate outcomes, there are seven long-term outcomes and goals. The first is a continually growing number of employers hiring individuals with developmental disabilities and a growing number of said individuals entering into the competitive workforce. Clients offer significant value to the community, including competitive skills. The second long-term outcome would be the facilitation of clients advancing from the VU, the ATU, and the MWC to the TES using the developed vocational curriculum as a foundation for progress. The third long-term outcome centers around: clients planning and maintaining their own schedules, including bus transportation, and entering the workforce through TES. This self-structured behavior empowers clients to live as independently as possible. The fourth long-term outcome is continued attendance by staff and volunteers at educational, constructive conferences and training programs like the Arc’s customized employment job development seminars. Staff and volunteers effectively carrying out job coaching, application training, and employment placement services through attendance at seminars is invaluable as a resource. The fifth long-term outcome is total client integration into the community using their competitive work and vocational skills under limited supervision. Limited supervision would pertain to the same supervision a person who does not have developmental disabilities would see. The sixth long-term outcome is ensuring, disregarding turnover, 100% of staff and volunteers are trained and become certified in NAPPI and CPR, and 100% of staff and volunteers are van trained to provide transportation at all times. The seventh long-term outcome involves more awareness in community knowledge of individuals with developmental disabilities, programs to enhance the learning and vocational skills of individuals with developmental disabilities, and their value through their ability to work and compete in the job market, fostering a large amount of community support and understanding. Facilities also continue to be 100% utilized and opportunities for expansion are sought. External Factors: 1. Fundraising 2. Economy (Job Market) 3. Staff/volunteer turnover 4. Community perception of E.A.R.S and its programs 5. Partnership with employers, other nonprofits, and donors 6. Political Climate 7. Stakeholder commitment from decision makers, staff/volunteers, donors, and clients 8. Competition (Community Service Group- IDD Employment Services) Other Sources: E.A.R.S. (2015). Programs. http://www.ephratarehab.org/ears-programs.php Community Service Group. (2016). Programs and services. http://www.csgonline.org/programs-services/adult-services/ Turnman, N. (2017). The arc: Pennsylvania -- events. https://drive.google.com/file/d/0B8qMlhjBiW2hc05oWVNrVjdvdEk/view NAPPI Training. (2017). NAPPI training. http://nappi-training.com/

1518 words · Aug 1, 2026

One Hundred Applications. Zero Interviews. What Is Actually Going Wrong? Let me be direct about something that does not get said enough in professional circles: The hiring process is broken in ways that most job seekers are never told about. That is not a complaint. It is an observation grounded in data, and understanding it may be one of the most useful things a job seeker can do right now. I am currently navigating the job market. I bring a diverse professional background, graduatelevel education, and a structured approach to the search: I research organizations thoroughly, tailor each resume to the specific opportunity, track every application, and refine my strategy continuously based on what I observe. Yet, like many professionals I know, I have experienced extended periods of silence after submitting applications I believed were strong. That experience prompted me to stop asking “What am I doing wrong?” and start asking a different question entirely: “Where is the system breaking down?” What I found was illuminating and largely absent from the advice most job seekers receive. Your Resume May Never Be Read by a Human Being This is not an exaggeration. Before a recruiter ever lays eyes on a candidate’s resume, most large employers route every application through an applicant tracking system — software designed to scan submissions, identify relevant keywords, and rank candidates accordingly. According to Indeed (2026), ATS tools are filtering and ordering applications before any human review takes place.¹ The practical consequence of this is significant. A 2026 analysis by ResumeSync examining one thousand job descriptions found that 76% contained keywords that applicants commonly omitted from their submissions — and that 59% of applicants missed at least three required terms entirely.² These were not candidates who lacked the qualifications. They were candidates who described their qualifications in language the system did not recognize. The same research found that applicants who mirrored the precise terminology of a job description — specific software names, certification titles, exact tool references — achieved substantially higher ATS compatibility than those who relied on broader or more general phrasing.² Think about what that means in practice. Two candidates with identical experience submit applications to the same position. One writes “managed compliance documentation.” The other mirrors the job posting and writes “maintained regulatory records in accordance with Title 28 requirements.” The second candidate advances. The first does not. Their qualifications are the same. Their vocabulary is not. The Number That Should Change How You Think About Networking Here is a statistic worth considering. A 2025 LinkedIn survey of 443 people who had recently found employment found that 39% secured their position through a direct application — and 38% secured it through a referral or professional network contact.³ Nearly identical numbers. One pathway involves submitting documents into a digital queue and waiting. The other involves a conversation with a person who already trusts you. Most job seekers I know invest the overwhelming majority of their effort in the first pathway and treat the second as a supplement. The data suggests those priorities may be inverted. An 11% share reported being contacted directly by employers — meaning that for more than one in ten people who found work in that survey period, no application was submitted at all. The opportunity found them because of visibility, relationship, or reputation.³ Why Sending More Applications Is Often the Wrong Answer When a search stalls, the instinct is understandable: submit more. Cast a wider net. Cover more ground. The problem is that volume without strategy tends to produce more of the same results. Reporting from The Wall Street Journal in 2026 examined job seekers who had meaningfully improved their outcomes — and the common thread was not that they applied to more positions.⁴ It was that they applied more deliberately: identifying specific target organizations, pursuing referrals within those organizations, and investing time in optimizing how they presented themselves professionally before submitting anything. A targeted application to a role where you have already identified a connection inside the organization, tailored your resume to match the posting’s language, and researched the employer’s current priorities will outperform twenty generic applications submitted in an hour. That is not motivational advice. It is a description of how the process actually functions. The Question Worth Asking None of this is to suggest that individual effort, qualifications, or interview readiness are irrelevant. They matter. But they operate downstream of a filtering process that most candidates do not fully understand — and that most career advice does not adequately address. The professionals struggling to convert applications into interviews are often not failing at the job. They are failing at a parallel task they were never trained for: engineering a resume as a keyword document, cultivating networks before they need them, and treating a job search as a strategic campaign rather than an administrative exercise. That distinction matters. Because if the problem is structural, the solution is not simply to work harder at the same approach. It is to understand the system — and navigate it accordingly. What has your experience been on either side of this process? I am particularly interested in hearing from hiring managers and recruiters — as well as job seekers who have found approaches that actually moved the needle. #JobSearch #ProfessionalDevelopment #CareerStrategy #HiringTrends #PublicAdministration References ¹ Indeed. (2026). How applicant tracking systems work. Indeed Career Guide. https://www.indeed.com/careeradvice/resumes-cover-letters/ats ² ResumeSync. (2026). ATS keyword compatibility study: Analysis of 1,000 job descriptions. ResumeSync Research. https://www.resumesync.com/research/ats-keywords-2026 ³ LinkedIn News. (2025). How people are finding jobs: A survey of 443 recent hires. LinkedIn Talent Blog. https://news.linkedin.com/2025/how-people-find-jobs ⁴ Hiltzik, M., & Glazer, E. (2026, March). The smarter job search: Why targeting beats volume. The Wall Street Journal. https://www.wsj.com/articles/job-search-strategy-referrals-linkedin Note: Before publishing, verify all URLs directly as specific article paths may differ from those inferred from source descriptions.

967 words · Aug 1, 2026

The longer I navigate this job market, the more convinced I become that there is no universal blueprint for landing the next great opportunity. Every search is shaped by different circumstances, constraints, and goals — and what works brilliantly for one professional may stall another entirely. So I find myself genuinely curious: what is actually moving the needle for people right now? I've noticed job seekers tend to fall into a few distinct strategic camps — and most aren't purely one type. They're blending approaches, pivoting mid-search, or discovering that what served them a decade ago no longer fits the landscape they're operating in today. Vote in the poll below — which strategy best describes your current job search approach? The Precision Strike — Crafting a carefully tailored resume and cover letter for every single application, treating quality as the non-negotiable variable. The System Builder — Engineering iterative workflows, structured trackers, and volume-based outreach to maximize touchpoints and maintain momentum. The Networker — Largely sidestepping the cold-apply process in favor of relationship-building, informational conversations, and the power of the internal referral. The Sniper — Identifying a tight shortlist of target organizations and waiting — patiently, strategically — for exactly the right opening. And if you're running a hybrid, or you've shifted strategies mid-search — what prompted that change? Drop it in the comments. 👇 #JobSearch #CareerStrategy #Networking #ProfessionalDevelopment #JobHuntStrategy

229 words · Aug 1, 2026

A multidisciplinary professional with over 6.5 years of experience at the intersection of administrative operations, public policy, and financial markets — where analytical rigor meets operational execution. In financial markets, that means disciplined trade execution across equities and options, using EMA alignment, MACD crossovers, RSI thresholds, and candlestick pattern recognition to identify high-probability setups, backed by systematic risk management and performance tracking. In institutional settings, it means personnel coordination, decision-grade reporting, and workflow engineering that measurably improved efficiency, developed through direct experience within Pennsylvania state government. That operational edge is increasingly amplified through applied AI fluency. I am proficient across 10+ leading AI platforms — including Claude, ChatGPT, Gemini, Microsoft Copilot, and DeepSeek — with hands-on expertise in advanced prompt engineering to design intelligent workflows and automate recurring processes. This fluency goes beyond prompting: I design and build functional AI-powered tools end to end, translating specific operational problems into working applications. Examples include a webpage summarizer that condenses long-form content into fast, accurate summaries; a job application tracker for managing active applications and follow-ups; a weekly task heatmap that visualizes recurring priorities and accountability; an interactive staff training system built for a restaurant client; and an AI-assisted email triage app that automatically sorts and prioritizes incoming messages. Each tool reflects the same process — identify a real inefficiency, then engineer an AI-driven solution for it — and this is a working competency I am now actively extending into freelance and applied AI development work. Across every environment, the throughline is the same: an evidence-based approach to complex information, an instinct for inefficiency, and the ability to convert data into decisive action — assess comprehensively, document precisely, execute with confidence. Core competencies: data analysis, process optimization, electronic records management, technical market analysis, policy research, cross-functional stakeholder engagement, applied AI tool development, and AI-assisted workflow automation. Adaptable across high-accountability environments — from government and policy infrastructure to independent analytical, administrative, and AI-driven roles.

321 words · Aug 1, 2026