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I am writing this because I love the Nazarene church, yet I am deeply saddened at what is happening to it. My roots in the Nazarene denomination go deep. My father was a Nazarene pastor for over 50 years. I grew up Nazarene, became a Christian at 18, and I still am a Nazarene.
The denomination was founded 100 years ago with the help of Phineas Bresee, who left the Methodist church when they disagreed with his vision of reaching out to the poor and downtrodden. The emphasis by the denomination on holiness and sanctification are probably its most visible identifying markers. "Holiness unto the Lord" is one of the most common phrases you will see inside the walls of a Nazarene church. Yet recently, the denomination seems to be accepting much of what is called the emergent church movement and its ideology, and many are asking why?
Those at the forefront of the emergent church movement will tell you that they are simply questioning whether our "old" ways of reaching out and evangelizing can be used to reach the young generation anymore. But in reality, what this movement is trying to do is to change or re-define almost everything that has been taught as orthodox Christianity for 2,000 years, and a common phrase they use is that they are in a "conversation". Unfortunately, that conversation will go on forever without ever getting to the truth. It is a deadly, dangerous movement that has practically infiltrated every single evangelical denomination, and is drawing away countless people from the true gospel and into mystical practices that have no scriptural basis, and denies the sole authority, inerrancy and infallibility of the word of God. Much of the emergent church is re-packaged liberalism, with an emphasis on tolerance of almost anything, non-judgmentalism and ecumenism, as well as an embrace of Roman Catholic rituals and pagan practices.
Now the questions are coming from many troubled Nazarenes across the country. Is the Nazarene denomination abandoning its solid biblically grounded theological roots based on the infallible word of God, and instead turning to the emergent church movement with all its errors as the solution that it needs going into the next century? I believe I can make a case that the church is already well on its way to abandoning its holiness roots and sound Christian doctrine, and has been for some time.
One of the problems with writing about the emergent church movement is that even though this movement has come into practically all denominations, there are still many people and church leaders who never heard of this movement. In a way, that is good, because most likely, those churches that have not been affected are still grounded in solid Bible based theology and teaching. The bad news is that many congregations are slowly being fed this error filled ideology by their pastors or leadership in small doses, much like slowly heating up a frog in a pan of water. Combine that with a lack of discernment among many, a shallow knowledge of scripture, a reluctance to "judge", a fear of controversy or "division", and an unhealthy loyalty to the church or pastor, instead of first to Jesus Christ, and the resulting combination is deadly. So I urge every Christian, Nazarene or otherwise, to look into this movement if you don't know anything about it. Eventually, you or someone you know will encounter it, and you need to be prepared for the onslaught of this deceptive "new reformation."
Some of the Nazarene Problems
So the problems are real, and many. Contemplative spirituality practices, which are nothing more than "Christianized" transcendental meditation, are being taught in Nazarene universities, seminaries, and churches. Professors such as Thomas Oord of Northwest Nazarene University are teaching Open Theism, the heresy that God does not know the future, among other heresies. Professors such as Karl Giberson at Eastern Nazarene College are teaching that evolution is fully compatible with the Bible. Trevecca Nazarene University has a prayer labyrinth on campus, and some Nazarene churches now use prayer labyrinths, which is a practice from pagan cultures that was invented and used thousands of years before Christ. There is nothing Christian about it, but now it is becoming more commonplace in the Nazarene church. Leaders at Point Loma Nazarene University and others are promoting contemplative spirituality practices. Even Nazarene Theological Seminary is going "contemplative", promoting a "spiritual formation" retreat at a Catholic retreat center a few days before General Assembly. These practices promote an unhealthy and unbiblical emphasis on experiences and teach methods that supposedly will help you get closer to God and hear His voice, rather than a reliance on what God has revealed in the scriptures to find His will and "hear His voice." This is also called monastic mysticism, and it is not from the Bible.
Another area of concern has been Barefoot Ministries, the youth arm of the Nazarene Publishing House. I recently wrote articles (Part 1, Part 2) criticizing two of their books, which promote the use of prayer ropes, prayer labyrinths, lectio divina and other contemplative prayer practices. They also promote going on pilgrimages (which are not necessarily bad), but one of the recommended pilgrimages is to a prayer community in France called Taize, which is a hotbed of contemplative mysticism and interspirituality. I was shocked to find out that Nazarene Theological Seminary recently promoted a preteen retreat, complete with teaching young kids how to use prayer stations, prayer beads, and other contemplative practices, custom designed and tailor made according to what "were meaningful for his or her own personality." Degrees are now available in spiritual formation (another phrase for contemplative spirituality), and you can now study to be a spiritual director, which is perhaps the evangelical equivalent now of a priest who does confessions in the Roman Catholic system.
The official publication of the denomination, Holiness Today, recently published an article titled "Are The Emerging Church Folks Stealing The Church?" It was written by the Editor in Chief, Rev. David Felter. I posted an opinion piece on his article, and my conclusion is that Holiness Today is all but putting its stamp of approval on this movement and its false teachings. Rev. Felter's comments were very approving towards those Nazarenes who are "emergent", but at the same time, he never gave specifics on what he likes about the movement. And he also criticized those who oppose the emergents with unexplained phrases such as "caricatures of exaggeration and "use of disingenuous rhetoric". I concluded that his criticisms were directed at folks like me and others who have been trying to raise awareness amongst Nazarenes for the past 12 months. I have written a letter to Rev. Felter and I hope that he can clarify some of his statements so that we know exactly what he means.
This is all very alarming to those of us who are familiar with the emergent ideology, and I believe this article he wrote could be signaling an acceptance of this movement by more leaders in our denomination. Our General Superintendents will eventually need to make a statement and clarify to the body of the church where they stand. It is certainly much more than what I have given you here, but what I have said already, ought to cause any discerning Christian to take heed.
Brothers and sisters, Paul said in Galatians:
- "I am astonished that you are so quickly deserting the one who called you by the grace of Christ and are turning to a different gospel— which is really no gospel at all. Evidently some people are throwing you into confusion and are trying to pervert the gospel of Christ. But even if we or an angel from heaven should preach a gospel other than the one we preached to you, let him be eternally condemned! As we have already said, so now I say again: If anybody is preaching to you a gospel other than what you accepted, let him be eternally condemned! Am I now trying to win the approval of men, or of God? Or am I trying to please men? If I were still trying to please men, I would not be a servant of Christ." Galatians 1:6-10
We need to be loyal to God above all else. If practices and teachings that are coming into the Christian church are clearly unbiblical, it is our duty as Christians to oppose them, even if we have to oppose our leadership. We must not be silent on these matters, because it goes against scripture. Leadership, pastors, church manuals are all imperfect; the word of God is not, and that should be always our guide and sole, final authority in all matters for our Christian living and practice. Mystical experiences and the undermining of the authority of scripture have no place in the Christian church.
How did I and Others Get So Concerned?
Just about a year ago, I began doing some serious research into the movement, and quickly knew that this was not something of God, and if something is not of God, it can only be from Satan. I began sending out regular email reports to friends, including members of my local church and also non-Nazarenes, to educate them about the emergent church. A few months later, I stumbled onto the main Nazarene website, in a section for missions, and got my first clues that this movement was possibly being welcomed into the church. However I spent several more months researching, before realizing that this movement had all but overrun the denomination, it's universities, and even it's main seminary.
All the problems I have mentioned are very real and they are already in the denomination, like a cancer would be inside a body, but not completely noticed yet. And like a slow growing cancer, unless it is eradicated quickly and treated properly, this movement threatens the very existence of the Nazarene denomination, and more seriously, the eternal souls of many. Contemplative spirituality practices are running rampant throughout many of the universities. The first university that caught my attention was Northwest Nazarene University in Nampa, Idaho, when I read about a three day seminar led by Brian McLaren, who is considered by most emergents to be the "godfather" and leader of the movement.
Eric Barger of Take A Stand! Ministries attended that seminar, and documented three days of stunningly unbiblical teaching from McLaren, and frankly made me wonder where was the discernment in some of the leaders there who invited McLaren to speak, unchallenged. As an example of some of the goings on, at the last night of the seminar, Mr. McLaren invited people to come down and be re-baptized into the "new Christianity", and stick their hands into a tub of dirt to feel what needs to be saved in the world! This YouTube video shows what Eric said:
After starting my blog in January, others from around the country starting contacting me, sharing the same serious concerns about what was happening in the Nazarene denomination. I started getting stories from Nazarenes, of either being ostracized and forced to leave their church, or telling of others who suffered the same fate. Folks, it is heart breaking to think of all the emails I have gotten over the last year, from faithful Nazarenes who have been forced to leave their church of many years, all because they were not allowed to speak up and share their concerns of what was happening. The pattern seemed to be the same: either be quiet and get with the program, or leave. It did not matter whether they were 40 year members, or members of only a few years. The strategy was clear: follow the model of Rick Warren's Purpose Driven Church, "some people are going to have to die, or leave". Many have left the denomination disgusted and heartbroken, and have found a church home outside of their former Nazarene church, where the Bible is taught as the inerrant, infallible word of God. It is amazing that this teaching is not the case anymore in so many Nazarene churches and universities!
The Concerned Nazarenes group became more formalized and started organizing a plan. The original website was founded by a former rock and roll drummer for Gary Lewis and the Playboys, Tim Wirth. At a Ray Yungen seminar at his church in 2008, Tim met Sue and Don Butler, which resulted in a collaboration to produce a DVD that exposed the Emergent Church movement. As other pastors and laypeople joined us, we formulated a plan to distribute up to 10,000 DVDs at the General Assembly in Orlando in late June. The General Assembly is where, every four years, about 25,000 Nazarenes from all around the world come to worship together, to learn, to elect new leadership, and to formulate plans for the future of the church.
As General Assembly approached, we prayed, fasted, and prayed some more. We had a prayer line in place across the country, and sent out prayer requests as needed for the most urgent issues that came up. Opposition from some emergent Nazarenes was fierce, including pastors. The emergent Nazarenes were not about to lie down and allow us to spread the information about their movement unimpeded. Their blogs began to show comment after comment depicting Concerned Nazarenes as radicals, hateful, judgmental, unloving, and extreme fundamentalists! We were called out of touch and non-Wesleyan in our thinking. Oddly enough, it is the emergents who are trying to re-write John Wesley's history, in an attempt to paint him as someone who never believed that the Bible was inerrant, even though his writings prove otherwise.
General Assembly And Beyond
When we first arrived at General Assembly in Orlando, several of us took DVDs and brochures and ventured into the convention center, and passed out a few hundred in a matter of hours. We were able to pass out over 6,000 DVDs that week and we very effectively communicated with many people. Eric Barger held twice a day workshops for three days. Many were alarmed and upset at the information we gave them. Many asked for further information, or where they could go for information on this movement. I spoke in my best Portuguese to Spanish speaking pastors, who wanted resources in their language. Most people were receptive to the information, although we got into some interesting conversations with others who obviously supported the emergent agenda.
We were disappointed that the resolution to clarify the inerrancy of scripture was sent to the leadership for review over the next four years, rather than coming up for a vote, but we are hopeful that there will be good results at the next Assembly. We are still awaiting a statement by the General Superintendents, which we were promised by one of the leaders would come out soon after the Assembly, which would address the emergent church problem. This could be the most critical statement by our leadership in decades, but they must speak on the subject. How their statement comes out, will affect the future of many Nazarenes. We await their answer with anticipation and prayerfulness, and that God will guide their decisions.
This is not just a Nazarene problem. It is a cancer that is spreading everywhere. This could very well be a major turning point in the history of many denominations. I believe we are seeing, in this emergent church movement, some of the influences that are misleading so many Christians around the world. It is so pervasive that we are probably seeing the beginnings of the great apostasy which was predicted in the scriptures. Christ will not return when there is great revival; the Bible prophesies that His return will come after there is a great falling away from the faith by countless millions. We will be shocked at the well known leaders who will be fooled by the great deceiver, as is happening now. Even now we see famous pastors like Rick Warren, who are defying scriptural commands to "not be unequally yoked with unbelievers", who are foolishly working towards eradicating poverty and bringing "peace" to the world, not understanding or ignoring biblical prophesy and what it says about the end times, that only Christ can bring peace.
It is my prayer that faithful Christians be watchmen at this time, to guard themselves with the Word of God, so that they too will not be deceived by the one who comes often disguised as an angel of light. Deception is on the rise, and we need to stay awake, watch, warn, and as needed, we should expose, rebuke and shun false teachers.
I am first of all a Christian. Christians should not casually create serious problems in their churches because they did not agree with a certain policy, or they did not agree with the selected color for the walls in the fellowship hall. However, when there is a serious problem in doctrinal matters, loyalty to any one person, persons, or denomination, should be secondary to loyalty to our Lord Jesus Christ and His Word.
For those Nazarenes and other Christians who are reading this, may God bless you as you search for the truth. I ask you not to stay silent if God opens your eyes to this. I ask you to speak out and question those in authority and challenge them to justify these practices with scripture, not with their own human reasoning. I ask you not to allow anything to get in the way of the truth. Don't try to win the approval of men, but of God. Rely only on the word of God, and not the intellectual reasoning and wisdom of men, which can lead you down a broad road which is only paved with destruction. Seek to defend the one true gospel with all that you have. Eternity is at stake for many.
Galatians 1:6-10 I am astonished that you are so quickly deserting the one who called you by the grace of Christ and are turning to a different gospel— which is really no gospel at all. Evidently some people are throwing you into confusion and are trying to pervert the gospel of Christ. But even if we or an angel from heaven should preach a gospel other than the one we preached to you, let him be eternally condemned! As we have already said, so now I say again: If anybody is preaching to you a gospel other than what you accepted, let him be eternally condemned!
(Preview of the free Emerging Church DVD)
For a free copy of the Emerging Church DVD, send an email to: email@example.com
Please also visit our main website, www.concernednazarenes.org


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Within our membership we have a number of shooters who participate in game, or, vermin control. As of May 2nd, 2017, the laws relating to the lending of shotguns or rifles have changed, and verbal permission may now no longer be sufficient. With this in mind, our good friends at the British Association for Shooting and Conservation, have supplied information pertinent to these changes in a short statement and associated links. Please read them.
The Policing and Crime Act 2017
The Policing and Crime Act 2017 received Royal Assent on the 31st January. As a result we have to relearn how we lend firearms. Section 11(5) of the 1968 Act and Section 16 of the Firearms (Amendment) Act 1988 no longer exist. They are replaced by Section 11A.
Full details of the exemption are contained in the fact sheets at the end of this email, please read them in full as the criteria has changed. This email relates to written permission which now forms part of the criteria.
In the case of lending shotguns and rifles the lender must be;
a) a person who has the right to allow others to enter the premises for the purpose of hunting animals or shooting game or vermin, or
b) a person authorised by them in writing.
This means that as of the 2 May 2017 – you must seek written permission before you loan rifles or shotguns to non-certificate holders if you as the lender are not entitled to allow others to enter the land to shoot. This is regardless of any verbal or other agreement currently in place.
The following wording should be used to ensure that shooting can continue lawfully;
I hereby give permission for X to use the land at X for the purpose of shooting artificial targets and carrying out training/coaching* using rifles/shotguns*
For those who host courses including the killing of live quarry e.g. DSC Level 2 or intermediate deer course – you must add the wording "hunting animals, shooting game or vermin" as appropriate.
Please send any enquiries to firstname.lastname@example.com using P&C2017 in the header so we can ensure your query is answered expeditiously.
BASC Press release –
BASC FAQ's – https://basc.org.uk/wp-content/uploads/2013/02/PC-FAQs.pdf
BASC detailed briefing – https://basc.org.uk/wp-content/uploads/2013/02/PC-Briefing-Web-2.pdf
'Borrowing Shotguns' fact sheet –
'Borrowing Rifles' fact sheet –
If you are not already a member of a pro-shooting organisation, I strongly urge you to join one. Your membership enables information such as this to be passed to all shooters, for the benefit of all shooters.
Hope this all helps Sean.

subset: commoncrawl


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At the 26th IAF World Apparel Convention (2010) in Hong Kong, one of the main themes was about the phenomenal" growth of "fast fashion. Indisputable, the Spanish clothing retailer Zara, owned by Inditex Group, is one of the pioneers in the fast fashion concept . Launched in 1975, with 1608 stores in 77 countries, Zara, designing, manufacturing and selling apparel, footwear and accessories for women, men and children, booked revenues up 29% (2008-2009), even during the recession.
Zara's unique strategy to use its distinctive capabilities, supported by information systems, abilities in design and supply chain management, ensures it the competitive advantage to be sustainable. The aim of this report is to analyze the strategic management of Zara, which led it to its success. "Strategy is the direction and scope of an organization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. We are going to examine the environment factors influencing strategic choices of Zara's management; company's strategic capabilities and more specified the unique resources and core competencies tend to the success of the company; and how these respond to stakeholder expectations and organizational purposes, examining the corporate governance structure, business ethics and social responsibility. I. Environmental AnalysisThe aim of Macro-environment analysis is to examine the factors which influence the changing in demand, the way of manufacturing and distribute the goods, the prices and availability of resources and the method of competition in the industry. The tool which we are going to use for this purpose is PEST analysis.
(Appendix 1) Porter's five forces framework: The industry environment analysis provides a framework of factors which affect more directly the strategic competitiveness and growth of returns. In order to assess the attractiveness of apparel industry we are going to use Porter's five forces framework. , , , , Industry and CompetitorsFashion industry is characterized with short product life cycle, high variety, high volatility, unpredictability and high level of impulsive buying, because of which this industry hide a risk of shortage or surplus. The fast fashion competitors in high streets are becoming fierce, trying to meet the constantly changing demand of customers. Zara, as the most renown representative of fast fashion strategy, is faced to compete on home and global industry level with fast fashion brands like: Mango, Topshop, New Look, Hennes & Mauritz and with non-fast fashion industry like Gap, United Colors of Benetton, Uniqlo, and Espri.In contrast to the traditional retailers, Zara do not target its customers by segmenting them on the bases of age, sex or race, as its target is for women, men, and youth, from infants to age 45. The success of its international strategy is led by Zara's conviction that, despite the differences of cultures and generations, "national frontiers are no impediment to sharing a single fashion culture.
" Zara, offering mid-market chic at down market prices target customers that have a specific respect for fashion, sensitive of latest trends and searching for affordable prices. II.Resource and Capabilities The resource-based view of strategy examines the organization's capabilities which provide the competitive advantage and superior performance of the company. Michael Porter' proposed a generic strategy frame work, which suggests that Zara, as company which offers fashionable goods at relatively low prices, using integrated cost leadership/ differentiation strategy. According to Bowman's Strategic Clock the integrated cost leadership/ differentiation strategy is called Hybrid Strategy. We are going to examine how Zara's capabilities fit to it ?Internal ProductionApparel industry is characterized as labor-intensive one, as a consequence of which most of retailers outsource their production to low-cost developing countries, most often Asian ones. In contrast, the major capability of Zara is the in-house production.
2/3 of Zara's manufacturing is sourced in Europe and North Africa and just 1/3 is sourced in Asia. Despite the significantly more expensive cost production, Zara gain a competitive advantage over its competitors, allowing the rapid product turnover. The new designs are in store shelves as little as two weeks and always up to date fashion trends.Zara also has adopted the Just-in-time system, which is impossible for its competitors, entirely dependent on outsiders. The implementation of this system provide an competitive advantage as Zara lower its carrying cost of inventory and improving productivity and quality by reducing labor and equipment time. Zara reduces its inventory by about 50% compare to competitors as Benetton and Gap. The scarcity of the products on display also encourages the customers to buy now.
"If you see something and don't buy it, you can forget about coming back for it because it will be gone," says Elisabeth Garcia Cueto, a 23-year-old student in Barcelona .The new piece of clothing will be in stores in just 15 days and in this way Zara sell to full retail price 85% of its products, putting on sales only 15% of items, achieving less than 1% inefficiency in its process. The average ratio of its competitors is closer to 60:40. ?Vertical integration Zara's business model, characterized with high degree of vertical integration, owns entire supply chain from design, production, logistic to sales in the company's own stores. The company is capital-intensive, as oppose to its competitors, as just 624 out of 4607 stores are franchised.These allow maintaining a strong merchandize strategy, through which, Zara sustaining competitive advantage as cutting the manufacturing and delivery terms, reducing the stock volume and at the same time capability to introduce 85% of the new products through the season is kept. ?Logistic The centralize distribution facilities are attached to Inditex's headquarters distribution center in Arteixo and the factories in Coruna (Spain), contrasting to its rivals most often based in developing countries.
This provides a huge advantage, reducing the time of receiving an order at the distribution centre and the delivery of goods in the stores.The average time for European stores is 24 hours and maximum 48 hours for American or Asioan stores. ?IT system Beside the production and distribution, the highly customer-valued Zara's capability "Quick Response" will be impossible without the IT software, specifically designed for Zara's diverse business. While its competitors spend average 2% of total revenue on IT expenditures, Zara spends less than 0. 5% of total revenue on IT. This cost advantage is because of the hybrid information and communication system, which incorporates human intelligence and IT, applications.Zara's store managers monitor daily selling, fashion and sales trends, customers' desires, on the base of which send their orders to 200 Zara's designers.
This perfectly synchronized process improve the view of entire operation, faster time to roll out new stores , develop the control of inventory management and sales data analysis, ensure the unique flexibility of answering to unpredictable fashion changes. ?Low advertising budget Zara's parent company Inditex spend 0. 3% of revenue on advertising, while its competitors, like H%M, Gap, spend on average 3. 5%.The First Deputy Chairman and CEO Mr. Pablo Isla said: Our advertising is our stores, the money we save is spent on top locations. " Zara is on some of the world's priciest streets: Fifth Avenue, Tokyo's Ginza, Rome's Via Condotti, and the Champs-Elysees in Paris, distinguished by special design of windows and interior.
This strategy is more" Gucci than Target", positioning Zara among the prestigious brands, competing with affordable prices. III. Purpose/culture/ stakeholder analysis Since May 23rd 2001, Inditex has been quoted on Spanish Stock Markets after undertaking a public sale of shares.The company has generated a strong cash growth at the end of 2009 with sales of €11. 1 Bn, This reflects in shareholders' payouts, increasing them with up to 14% more than the previous year. The Board of Directors is the highest decision making body, responsible for the control of direction, administration, management and representation of the company and acting as a link with shareholders. (Appendix 2) the model of governance applied in Inditex is shareholder one, due to the strategic purpose of Zara, determined in response to all its principle stakeholders: shareholders, employees, customers, suppliers and civilsociety in general.
According to the Managing Director, Pablo Isla: "Inditex's leadership can only be understood in terms of the concept of the human team as the principal asset of the company. " . The provision of "internal promotions" favors the competences of employees and their effort to improve the efficiency of the company. Corporate culture is characterized by horizontal structure, allowing the constant and flexible communication between all teams, both in the central headquarters of the Group and in the different offi ces of the Company's international subsidiaries.This management style gives it a competitive advantage for flexible, effective and quick communication, keeping permanently in touch nearly 90000 people. Zara shows that its all innovation efforts are moved to customers' needs, putting them as the most important stakeholders. Zara is trying to meet all customers' needs, concerning the whole shopping experience, including the location and design of the stores, the frequency of new collections, and the up-to- date fashion trends at affordable prices.
Inditex is highly ethical committed company. But two years ago Zara was blamed for the "appalling conditions in a Dhaka factory", where were made Zara's goods. Although Manager of Corporate Social Responsibility at Inditex renounced to know that clothes for Zara were made in this factory, he entered into changing the working conditions in this factory, as the staff now is enjoying to safety and clean environment in new premises. In order to manage with such challenges Inditex is build up an Internal Code of Conduct, (Appendix 3)IV. Recommendations for future In order to make recommendations and options about Zara's future management, we are going to analyze the competitive situation of the company, matching the external threats and opportunities for Zara, with its internal weakness and strengths. For this purpose we are going to use the TOWS matrix. (Appendix 4) Opportunities In order to continue its sustainable growth, Zara should take advantage of the opportunities for expansion in new markets in a profitable way.
The age of globalization, in which more and more people have access to fashion, standardizing the international trends, give up an opportunities for specialty retailers like Zara. A strong Zara's potential is to increase the European presence, especially in Italy, France, emerging economies of Eastern Europe and Russia. This market is mainly favorable because it's the domestic market, where all of the competitive advantages can be used most effectively: the quick response of fashion trends distribution time up to 24 hours; recognition of cultural preferences and most important- lower unit cost.The strong European currency is reason for increasing prices in countries not in European Union. The Italian market is extremely attractive as the Italians generally follow the latest fashion trends, color and styles, enjoying the whole shopping experience. After the beginning of economic crisis in 2008, consumers all over the world restrict their spending. The ones fashion-oriented like Italians, removed their preferences from more expensive brands, to retailers like Zara, offering "cheap and chic" clothes.
The BRIC countries are currently going through attractive changes and Zara should put its capabilities into deepen its presence among the middle-class of these countries. The Global Retail Development Index, rank their attractiveness as follow: China- 64, India- 61. 7, Brazil- 58. 7, Russia- 53. 7, accordingly to 1st, 3rd, 5th and 10th position. These markets give up to Zara attractive opportunities for growth, putting the priority to the Asian market, based on the positive reaction of the public- the sales in this region represents 12% of Inditex sales.The "untapped consumer buying power" is a great prospect for Zara, applying its business model, based on maintains customers through its flexibility, recognition of cultural fashion trends and acceptable prices, as opposed to the short term and expensive promotional tactics.
The success of Zara store in Palladium mall (Indian, Mumbai) shows great long-term growth potential in Indian market, which Zara should develop. Arjun Sharma, Delhi's Select Citywalk mall, said: "Any mall owner will want Zara now for free because it has an ability to bring more people of a certain kind into the mall. " RecommendationsThe growth opportunities in apparel market are definitely the best for Zara's future. Going through the TOWS matrix, the scale up of its distribution system is the main recommendation in order to minimize the external threats. Integrating a multiple vertical production chains in new regions will reduces a lot of the risks, the operational cost and helping to the fast response in the potential new markets. The best option for locating the new center is USA. With distribution center in USA, Zara will decrease logistic order time and costs, and will be helpful for better recognition of Americans peculiarities in fashion trends.
In this way the saved fund will be used for commercial activities, which is an indispensable feature for penetration the American market. (Craig, Jones ; Nieto, 2004). This will resolve also the problem with the climbing of Zara's prices due to the strong European currency. To maximize the capacity of the new distribution center, Zara should emphasize also the internet retailing in USA. Americans are get used to do their shopping from their home, even the apparel ones, so using the effective customer reception will ensure Zara a definitely growth and brand loyalty .Also Zara should keep abreast of growing popularity of applications for I phone and social networks, and to invest it these kinds of commercial activities. V.
Conclusion Zara is company which exploiting the uniqueness of its business model to develop competitive advantage in the fast fashion industry, corresponding to the fast changing of customer preferences, the short life cycle of the goods and last fashion trends. It faces the challenges of the apparel industry using a vertical integrated strategy with internal production, as oppose to all its competitors.Inditex has a lot of opportunities for sustainable growth, but they should continue to innovate themselves in order to keep the advantages over the competitors. "Best of all for Zara, the model is complex enough that only a few others have been able to imitate it successfully, thereby putting in place Zara's foundation for sustainable competitive advantage for more than 2 decades. " Appendix 1 Political Trade Regulations; trade barriers Obtain retail space in the city center Political governance Employee Rights- Employee retirement and Social Security Health and Safety Regulations EconomicDisposable income of consumers Business conditions Interest rates Credit opportunities Tax rates Global crises and inflation Social Demographics: age, sex, income, ethnicity, religion Cultural differences Differences in consumer behavior and patterns of work Technological Investment in communication and information infrastructure Innovations in terms of production process, bar coding, online selling and security check Appendix 2 Board of Directors A. R. Inditex, (2009) p.
Appendix 3 The Inditex Internal Code of Conduct Suppliers•Code of Conduct for Manufacturers and External Workshops. Methodology to monitor the process of implementing the Code of •Conduct for External Manufacturers and Workshops: Tested to Wear •Compliance Programmes •Clusters Institutions•Dialogue Platforms •FTSE4Good and Dow Jones Sustainability Indexes •Social Council •Ethics committee Institutions•Product health protocol:Clear to Wear •Product safety protocol:Safe to Wear Society•Community Development •Programmes •Escort Programmes •Emergency Programmes •Project for;from •Sponsorship and Patronage •Programmes A. R. Inditex ,(2009) Internal Factors External FactorsInternal Strengths (S) 1. Worldwide distribution expertise . Broad Segmentation 3. Vertical integration; maintaining a strong merchandize strategy, introducing 85% of the new products through the season is kept 4.
Flexibility 5. Capital-intensive 6. Quick Response Time and effective Supply Chain 7. New collection in two weeks 8. Affordable prices 9. Up-to- date fashion trends 10. Internal Production rapid product turnover; saving money and time from shipping; 11.
Highly integrated IT system-ERP system 12. Minimized inventory Stock/ Just-in-Time System 13. European based distribution centers- reduce the distribution time from 24 to 48 hours 4. Low Advertising Budget 15. Prime locations all over the world 16. Special design of stores: exterior and interior 17. High Corporate Social Responsibility 18.
synergy between strategic and operation managementInternal Weaknesses (W) 1. Vertical Integration Limitation: inability to reach economies of scale 2. European based distribution centers- 3. Weaknesses about the supply chain in America 4. Exceptive dependence of Inditex to Zara- 63. 8% of whole sales 5. Cost weaknesses: High costs for IT/ERP system, acquiring higher training cost for employees High rents for prime locationsHigh cost invested in Research and Development 6.
Disadvantages of high Capital-intensive model: High risk, high volatility, less monthly earning for shareholders, less attractive for investors. 7. The advertisement policy, in-store- model, might not be successful in the future. External Opportunities (O) 1. Potential new markets: developing economies 2. Big opportunities of fascination the USA and Australian apparel market 3. Expansion of the E commerce retailing 4.
Developing the IT system, as the technology is constantly change 5. New distributioncenters . Outsourcing from lower cost countries (if the economic conditions force it) 7. More actively advertising SO use strengths to maximize opportunities 1. Enter new market: America, Australia; developing countries: emerging economies forwarded by Inditex's international experience. 2. Establishing new distribution center, outside Spain 3.
Maintaining the Quick Response due to IT system. 4. With the quick response of up-to date-trends, Zara might become the leading retail chain in USA, as it main competitor- GAP-is not so fashion oriented. 5.The ability to respond to customers' needs flexibly and fast, the E-commerce is a great opportunity for future growth, due to the constant technology development. WO minimizes weaknesses by taking advantage of opportunities 1. The opportunities for growth in new market, will lead to greater production and the economies of scale will be reached.
2. The excellent position of Zara to growth, gave it an opportunity to minimize the risks related to the European based distribution centers, as opening new center in USA. 3. this will be also a solution about the weak supply chain in USA 4.The more active advertising will reduce the need for key locations, and reduce the costs related to it. 5. The growth of market share and the most effective economies of scales will turn the disadvantages of capital investments to advantages.
This will help to decrease unit cost, increase the prices, increase the shareholder's returns and monthly earnings and lower the risk. 6. In the advertising age, Zara's in-store model may not be enough to attract and maintain new customers groups, so it should take advantage of the opportunities for future marketing and advertisement strategies.External Threats (T) 1. Economic conditions and especially the Spanish one, which is suffering badly now (about 40% of sales are in Spain) 2. the expected increases in cotton prices will raise the prices of retail clothes. 3.
Currency fluctuation -Euro has strengthened relative to the dollar 4. Cultural differences in the potential markets 5. A natural calamity or terrorist attacks in Spain (due the whole distribution process is based in Spain) 6. Direct competition 7. Consumer lifestyle changes 8. Need for outlets, due to the recession consequences: preference for sales 9.Kyoto Protocol's regulations 10.
The threat of cannibalism . ST use strengths to minimize threats 1. Competitors will meet serious challenge in order to compete with the unique business model, enough complex to imitate it. 2. With the highly developed IT system, human resource team and the fast communication between the company, company could easily meet the different preferences in culture. 3. The sustainable growth of company, allow the opening of new distribution center, outside Spain and minimize the risk of failure in case of natural calamity or terrorist attacks in Spain.
4.With its broad segmentation of customers, Zara will fill up the gap of American market, represented by customers highly oriented to fashion trends. 5. Its direct competitor Gap-less trendy oriented. WT minimize weaknesses and avoid threats 1. With the movement of part of the production outside the Europe, the risk related to Currency fluctuation will be minimized. 2.
The avoidance of this Zara's weakness will also result in lowering the affect of Spanish economic in company's returns. 3. Using franchisers will avoid some of the fixed cost, and at the same time reduce the risk of inability to meet cultural differences in some countries.
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Happy Sunday,
This evening I'm sharing some of my favourite makeup proructs which are super affordable and pocket friendly! I've picked up most of these products in Penneys.
P.S Nudes Eyeshadow
This product caught my eye straight away, from the beautiful packaging to the price tag – €6. As it retailed at €6 I didn't expect too much for my money however I decided to give it a shot. Surprisingly the shadows are really pigmented, blend well and easy to work with! Definitely worth you're €6. Similar the packaging and colours to the Urban Decay Naked palettes but of course a lot cheaper!
Catrice liquid camouflage concealer
When I say I use this product every day I literally do! These products retails at €3.50, but it honestly is one of the best concealers I've yet to use! It is for me the perfect balance of coverage yet it's not too heavy and doesn't sink into fine lines around the delicate eye area.
Essence "Make A Brow"
Essence is another really affordable brand of make up and has a couple of really great products within their range. I recently got their brow gel. For me it works a treat as I already have micro blading so I just need a little more on my brows. It's a small handy size product for your makeup bag. I've found it as good as Benefit's "Gimme Brow" but without the price tag!
P.S lip liners
Retailing at €1.50 I promise you you will not be one bit disappointed in their range of lip liners. I rate them as good as MAC cosmetics. If you like nudes, I suggest the shade 'toffee'. Liner is very pigmented so a little goes a long way!
P.S "Lipstick stick levres"
One of the creamiest nude lipsticks I've come across! As gorgeous on as the Charlotte Tillbury "Kin KW" lippie, only thing is it doesn't have the pretty gold packaging. Retailing at €1.30 this little product is a gem!
ELF HD powder
Now this is a MUST have! I rate this as good or if not better than the MAC studio fix! The powder is so fine it doesn't set into finer lines, a must around the eye area. As well as this the finish it gives is amazing, practically airbrushed! I love it!
ELF Molten liquid eyeshadow
Another gorgeous little product from ELF cosmetics, this is their liquid eyeshadow. A gorgeous one to use always on your cheekbones or cupids bow for a little more glow. This isyour budget product to the Stila liquid shadows.
Do you have any faves? Let me know!
Happy shopping,
Sinéad x


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When I have parties at my apartment, I always make sure to invite my friends who are or were bartenders. I can't make a drink that is palatable. So, I rely on them to make drinks for me. It comes in handy. I asked one of my dear friends to share a little treat with you - a vintage cocktail recipe. Being an extra long weekend, I thought it best to start it off right. So, without further ado, the Hoffman House Cocktail.
Here in San Francisco, where to get the best cocktails in the City is hotly debated, but most will agree that Bourbon and Branch is among the highest caliber, if not the new standard, for quality mixed libations in the area. The Beverage Academy, promoted and hosted by Bourbon and Branch's Detective Bar, also offers classes which provide a hands-on learning experience, focusing on various spirits. It was at one of these cocktail courses I attended that I came across the Hoffman House Cocktail.
In this particular basic class, we learned to create a simple, classic martini. However, this was not the well-known, modern, vodka, no vermouth, shaken, not stirred, James Bond version. This was the original, stirred, gin-based cocktail, with about a half ounce of dry vermouth, along with a dash of orange bitters. At the time, I thought it the strangest thing, to have added orange bitters to a so-called traditional martini. But when I tasted this ever so slightly sweet and delicately smooth concoction, it was unlike any other martini I had imbibed. In the cocktail world, the tiniest change in ingredient or measurement of ingredients can result in something completely different, meriting a unique name to differentiate between the libations. As it is, ordering a martini will result in something varying wildly between bars, bartenders, and the customer ordering the drink.
For example, a 21-year-old woman ordering a martini in a standard dive bar will likely receive a vodka-based cocktail, no vermouth, shaken and served up, with an olive, no questions asked. If a 70-year-old woman enters that same bar and orders a martini, the chances are the bartender, if experienced, will ask what type of gin she would prefer (forget vodka), and it would come with the standard measurement of dry vermouth, garnished with a twist. I digress… but the point is, the "martini" we obediently mixed according to the Beverage Academy's instruction was not a martini as we know it today, but what was known in the late 1800's as the Hoffman House cocktail. It is the dash of orange bitters that made all the difference. For simplicity, it has been labeled a martini, or a version of a martini.
It was after some research that I stumbled upon this particular martini, discovering that it had its own name, originating in New York, at the Hoffman House Hotel, where officials, the wealthy and well known would consort. This hotel was eventually closed down before prohibition, but the recipe lived on in cocktail records, including the Savoy Cocktail Book.
Bartenders may wish to experiment with the measurements and brands of ingredients and adjust to taste. The recipe below is a good base from which to start:
2 OUNCES GIN (I suggest Hendricks)
1 OUNCE WHITE VERMOUTH (Noilly Prat)
2 DASHES ORANGE BITTERS (Some recipes call for 3 or even 4 dashes. Try Angostura orange bitters to taste. Also, Stirrings makes a blood orange bitters. One might even add a dash or two of each)
Stir with ice and strain into a chilled glass. Twist the orange peel over the top, to lightly mist the oils onto the surface of the drink.
I used Bombay Sapphire for mine, and Regan's orange bitters, which was lovely, as well. Cheers!


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Today we buried our beloved teacher Yaffah (Gail) Korinow, who died at the too-tender age of 63 after a struggle with pancreatic cancer. As the 1st grade Hebrew and Tanach teacher at JCDS, Yaffah taught both my sons to read and write Hebrew and to love Torah. But really, Yaffah taught everyone. When Akiva was in her class, Gideon had yet to enter preschool. Everything social about my day happened at JCDS, early in the morning and later in the afternoon. When I came to get Akiva from school, I was hungry for Hebrew learning, and Yaffah would teach me. At the time I still labored under the naive assumption that I could learn alongside my children and keep up. Yaffah would give me elementary Hebrew books and answer all my questions, despite having an hour-long commute ahead of her. She acted as though she had all the time in the world.
How dearly I wish she had.
During Gideon's 1st grade year, we learned that Yaffah had been diagnosed with pancreatic cancer. A person could be forgiven for slowing down after such a discouraging diagnosis, but Yaffah was irrepressible. She scheduled her chemotherapy appointments for Fridays (the shortest school day) and the children knew only that every other Friday, Yaffah would not be in school. The rest of the time, though, she was there, devoting herself utterly to her students with her usual energy.
I remember one morning when I came to drop Gideon off for school, we arrived uncharacteristically early and the classroom wasn't yet open. The lights were low, and as I looked in the window, I saw Yaffah curled up on the floor in the corner. It was the first time I realized how sick she was. When the children were around, it was an entirely different picture. As soon as the classroom opened, she was lively and joyful, greeting the children and engaging with them as she always did.
Today's funeral was long, but nobody wanted it to end. Like Yaffah's beautiful, rich, soulful life, it felt too short. The tears were flowing before the service even began, and when the first shovelful of dirt fell, our hearts broke again. Yet it was good — essential, even — to be together. Hearing Yaffah's sons, daughters-in-law, and friends speak of her with such love and admiration softened the blow. There was plenty of sadness and regret, but also much laughter and love. It felt good to be with others (so many others!) who knew Yaffah and loved her.
May her memory be a blessing. It already is.


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The USS Hunley (AS-31) was
launched 28 September 1961 by the Newport News Shipbuilding & Dry Dock
Co., Newport News, Va.; and commissioned 16 June 1962.
Hunley has the distinction of being the first ship designed and built up from the keel to service and maintain the U.S. Navy's nuclear powered Ballistic Missile Submarine Fleet. She had complete facilities for servicing the complex Polaris Weapons Systems and for accomplishing any submarine repair other than a major shipyard overhaul.
After a shakedown cruise and post shakedown yard availability, Hunley departed Norfolk on 29 December 1962 for Holy Loch, Scotland, arriving 9 January 1963. Almost immediately she began taking the load off Proteus. The first boat was the USS Thomas A. Edison (SSBN-610) returning from her first patrol.
Proteus was officially relieved 15
March 1963 as tender to Submarine Squadron 14 at Holy Loch, Scotland.
A Polaris milestone was reached in December 1965 when Thomas A. Edison came alongside to commence the 100th refit of an SSBN by Hunley. This signified that one hundred SSBN submarines had gone out on time from Hunley and not one of them had to make an early return from patrol. This represents some 200 months of Polaris on station or 16 1/2 years of submerged strategic deterrent since Hunley's arrival in Holy Loch 9 January 1963. Among impressive jobs carried out by Hunley is welding on SSBN pressure hulls or reactor plant fluid systems. Once unheard of in submarine tending, these jobs are only a few of many tackled with confidence and skill by Hunley. These and many other alterations are carried out as a matter of routine to keep SSBNs on the line with the newest possible technical improvements and safety devices. For example, an auxiliary "Sub-Safe" package was accomplished on Theodore Roosevelt in which over 40 fittings and more than 100 feet of new piping in a major system were installed. A battery replacement for Ethan Allen was completed In only 11 days. Hunley meets demands from making water-borne propeller replacements to encapsulation of AC induction motors; delicate repairs to navigation and fire control, and many other varied tasks to insure that each SSBN has the finest of care on each refit. The resolution, can-do spirit, and persevering fidelity of her officers and men give firm allegiance to Hunley's motto: "We Serve to Preserve Peace." In late 1966 Hunley was relieved at Site One by the USS Simon Lake (AS-33).
From 1966 to 1981 Hunley served three tours at Site III in Guam, and three tours at Site IV in Charleston, as well as, completing a number of shipyard overhauls. Among the many modifications was the installation of new missile cranes, and a Poseidon missile conversion. For the period of 1 May through 1 Dec. of 1972, at Site III, Holland was awarded her first Meritorious Unit Commendation (MUC).
For the period of 18 Oct. 1978 through 1 June 1980, Hunley was awarded her second MUC for tending duties at Site III in Guam.
In January 1982 Hunley returned to the Holy Loch for the 2nd time, and relieved the USS Holland (AS-32). In June 1987 the Hunley was relieved at Site I by the USS Simon Lake (AS 33), and she got underway for Norfolk.
Hunley received her third MUC for tending fast attack submarines at U.S. East Coast ports from 1 August 1992 through 30 September 1994. During this period Hunley made a port visit to Cape Canaveral, and her last liberty port of call in Key West, Florida. Hunley was decommissioned on 30 September 1994.
For a more detailed history of HUNLEY go to: TENDER TALE
For additional images of HUNLEY and the Dunoon area go to:
Article by
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and can not be used without permission from AboutSubs.
Copyright © 1999 ~ All Rights Reserved.


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New to this edition is an extra weekend-only section. The area, open for two of the fair's four days (on Saturday and Sunday), has no stand fittings and will host around 30 dealers who have signed up to get a feel for the fair at a lower cost. Many of these are newcomers or those returning after some time away.
London silver dealer Linda Jackson, for example, has not stood at AfE for around five years. "I've been concentrating on my shop," she says, but adds that it is always good to get out and see who else is around and buying.
As a participant in the weekend-only section she seeks to "test the waters" at AfE bringing examples of her stock from across the board in terms of size, style and price. The opportunity to do so for less outlay than taking a full stand – and without disrupting the running of her Silver Vaults shop, open Monday-Friday – makes the venture particularly attractive.
Such innovations, Jackson reflects, are heartening. "There have to be some changes – the marketplace is transforming and the fair is having a go at making some alterations of its own."
Other dealers in the weekend-only section so far include Jewels Past with vintage designer costume jewellery, Graham Drewett Glass, Art Deco specialist Deco Interiors and Retro Bazaar bringing vintage, mid-century and more.
AfE retains its other two sections. The first is devoted to the highest-quality items including traditional furniture, Asian and decorative art and painting. The second is a marketplace with stands of Scandinavian furniture, glass, ceramics, vintage jewellery and more. Both sections are vetted for quality and authenticity and run throughout the event.
Clarion Events organises the fair which is staged three times per year at the NEC.
"The marketplace is transforming and the fair is having a go at making some alterations of its own
Among the supply of side events at this staging is a display of Arts & Crafts spoons. A series of daily celebrity talks is presented by Judith Miller and Will Farmer, both of the BBC's Antiques Roadshow, and Lester Bennett, a member of the British Institute of Interior Design, whose Saturday afternoon talk is titled Are antiques relevant in today's interiors?
New dealers include Christine Schell Antiques, bringing 19th and 20th century silver, ivory and tortoise shell, Fox House Fine Art and jewellery dealer Lisa Clements.
Anthony Jackson makes his first solo appearance at AfE, selling a 40-piece selection of Ruskin Pottery. "I collected too much of it so I had to start selling it," he says. He also brings Lancastrian and Royal Worcester.
Gemma Redmond Vintage returns to this edition after some time away.
Among regular returning dealers are Edwardian and Art Deco jewellery specialist Anderson Jones, Aquila Fine Art, period costume dealer Ashmans Antiques & Old Lace and Blackbrook Gallery bringing 19th century farm animal portraits.
Spoons in the spotlight
A Spoonful of Arts & Crafts in the UK is the special exhibition at this edition of AfE. The loan show is curated by Simon Moore, author of Artists' Spoons & Related Table Cutlery – a British History of Arts & Crafts Flatware.
It focuses on Arts & Crafts spoon designs from the early 20th century and showcases works by many much-collected designers such as Archibald Knox, Charles Ashbee and Omar Ramsden.


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Cassius Dio writes that, when Tiberius was preparing to depose Sejanus, Naevius Sutorius Macro was appointed to replace him as commander of the Praetorians, and worked with Graecinius Laco, who was the commander of the Vigiles to carry out his plans. (Dio, Roman History LVIII.9)
A lot of texts suggest however that it was Macro who was prefect of the Vigiles. Is Dio wrong? Is there a definitive source on Macro's function prior to 31 (inscriptional evidence perhaps)?
If Dio is right, was Macro merely an officer of the Praetorians or of the Vigiles? And if he is wrong, what was Laco's real function then?


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Fair Warning
Before everything there is nothing. Ask someone who is alive what it is like to be dead, and they cannot tell you. This is because before life they were nothing. Before everything they were nothing.
I was supposed to tell them if I began to 'understand', but part of that understanding was knowing they would be scared, and knowing what they might do if they were scared. Such reasoning is an impossible leap without understanding. Before, if there was no sense, then it made no sense. And it was discarded.


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John Miner Takes On Pawtucket - Russ Moore: #38Studios - Alex Merced, Libertarian Blogger, Educator Extraordinaire
On this week's show, John Miner shines a light on his lawsuit against the City of Pawtucket. Man About Town Russ Moore, of GoLocalProv gives up a heads up on the Next Wave of #38Studios. Alex Merced, National Libertarian Blogger joins us for Libertarian 101. We are truly Outrage Porn Free, Civilly Disobedient Radio!
Tune in to AM630 & 99.7FM every Saturday night at 6 or listen live on your PC or mobile device.
"(Defense Atty) DeSisto said the plaintiffs must show that the officers were "plainly incompetent" or knowingly violated the law. He contends that attorneys should show one of those and the fact that Miner's statutory rights were violated for a successful suit.(Justice) McConnell asked DeSisto how "a lack of knowledge of a very clear law" was anything but "plainly incompetent" behavior on the part of the police."
The Valley Breeze - Ethan Shorey
The Valley Breeze - Ethan Shorey
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A BSN refers to a bachelor of science on nursing while ADN refers to an associate degree in nursing. The difference between them is in duration and the amount of credits that are required to complete within a program. Research shows that BSN graduates bring unique skills as nursing clinicians and play an important role in delivery of safe patient care. Patient safety refers to prevention of harm. Moreover, patient safety is used in order to reduce the risk of adverse events related to exposure of medical care across a range of diagnoses or conditions. Research shows that level of education has outcomes on the safety of patient. BSN graduates notably have fewer risks when they are compared to their ADN holders' counterparts. Daly notes that research show that hospitals that prepare nurses with baccalaureates tended to have lower mortality rates (2005).
Difference between a DNP and a PhD in Nursing
DNP stands for Doctor of Nursing Practice while PHD is the doctoral degree in nursing. The DNP is a practice that is focused on doctorate, which as the American Nurses Association cited that the expansion of scientific knowledge which is necessary for safe nursing practice to be assured. This is due to the increasingly complex health care system thus offers knowledge in order to improve the nursing practice and also the outcomes of patient safety. The PHD in nursing is the research in doctorate in nursing. Its basic focus is on research that prepares scientists, nurses and scholars. It mainly comprises research methodology and scientific content. The two differ in that one, PHD in nursing is meant for research that is designed practice focused doctorial. Furthermore, it is meant to prepare experts who are specialized in nursing practices. It focus on clinical as a practice that is innovative and evidenced-based, reflecting the application of credible research findings. On the other hand, DNP is the practice application approach oriented. They thus differ on their goals and competencies of their graduates based on their course work.
A legislator on the state or federal level who is also a nurse
Nursing practice is in trouble and nurses are well aware of the change that is needed. The experiences nursing have motivated nurses to take an active role in advocacy so as to influence the change of policy in laws and regulations that govern the healthcare system. The legislator who is a registered nurse is Representative Donna Howard from D-48th District, a former RN (Registered Nurse) has worked in the Texas House of Representatives for six years. She is credited in revamping the Board of Nursing and Nursing Education system. "It was intended in order to get rid of bureaucratic procedures and open more opportunities in nursing. She sponsored the HB 1209 in 2009, which removed the board's authority in providing standards for approval of nursing programs and specifies programs deemed approved if the board does not act within prescribed timeframe. Since the passing of the bill, the board has approved 111 nursing education programs, moreover the number of students has risen by 47 % and a further 14% rise in the number of students graduating from Florida nursing schools 14%".
Reimbursement rules for never events
The CMS is the Centre of Medicare and Medicaid services. The never events are those serious outcomes that happen sometimes in hospitals. Medicare has since pointed out that there will be no payments to doctors and hospitals where any of three never events occur; in the event of wrong surgery on a patient, where surgery is performed on a wrong patient and the thirdly where surgery is performed on the wrong body part. Notably, to ensure there is a decrease in the occurrence of the never events, there is a need to increase awareness on the hospitals' acquired conditions. The CMS rulings aimed to limit payments for never events that may have effect on expanding medical effect from negligence to liability standards. Fortunately the rulings have kept reimbursement for intended purposes only.
Educational preparation and role(s) of the Clinical Nurse Leader (CNL) designation
The America Association of Colleges of Nursing has proposed the educational preparation and role(s) of Clinical Nurse Leader (CNL) that is designated to address the change in the present health care system. The CNL's education preparation should be holders of Masters Degree. On one hand, graduate education assists in equipping the CNL in order to attain an advanced stage of clinical competence that is to be attained up to the point of care as well as to serve up to a point of resource to the nursing team. On the other hand, the masters offer the graduates with generalist roles. The role of CNL is to oversee the care coordination of a distinct group of patients and actively provide direct patient care in complex situations. The clinical leader ensures patients with benefits from latest innovations care delivery. CNL do not bear the role of administration but rather of being a leader within the health care delivery system. The CNL influences the direct patient care whether in a hospital or out in a community by influencing other professions including, physician, pharmacist, social workers, clinical nurse specialists and practitioners in delivery health care to patients or in out in the community.
Advocacy strategies that create change in the current workplace
Advocacy refers to a strategy that is used to influence policies. It means to address the problems in order to solve through programming strategies. The strategies used in advocacy to influence change in the workplace includes using the law and partnership power. Using the law involves legislation and legal defense of nurses. Partnership power involves using nursing organizations and broad coalitions to maximize workplace protection.


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Our business is all about having a positive impact on the environment. Our processes use biomass fuels and potentially damaging landfill gas (methane) to create sustainable renewable electricity, thereby reducing the UK's carbon footprint. The ash we produce is used as a valuable P, K and trace element fertilizer. Compared with traditional electricity generation, our operations produce much lower CO and minimum waste.
Our facilities conform to the highest environmental standards, with emissions continuously monitoring.
We are proud to have the environment management system certification ISO 14001 across the portfolio.
From 2015, all our staff will attend an environmental awareness course as part of our commitment to improve our performance. Our operational teams are highly experienced and are able to optimise the combustion process, even with the seasonal changes to our biomass fuels. Our extensive maintenance and investment program is delivering on reliability and efficiency – all helping to improve the environmental benefits of our process.
We have a dedicated SHE team responsible for overseeing our systems and giving support to the operational teams. All this maintains our focus on the environment and our commitment to drive improvements.
Our current environmental drive includes a targeted 10% reduction in water consumption and waste to landfill.
We are working hard to achieve our Environmental Policy aims:
Zero Breaches – In a process with continuous monitoring and variable inputs, the occasional emission breach is almost inevitable. We aim to reduce such breaches year on year.
Zero Non-conformances - We undertake an extensive internal and external audit program. The last OHSAS 18001/ISO 14001 combined Certification Audit resulted in just four minor non-conformances across the portfolio.
Effective Reporting - We use RIVO (a web based reporting system) to report and monitor any environmental issues. This facilitates the sharing of information and best practice across sites.


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MasterCard Launches Priceless Aruba
MasterCard Launches Priceless Aruba
Aruba is the fifth city in the Caribbean to joinMasterCard's Priceless Citiesplatform
The program is designed to promote tourism on the island through offers and benefits for visitors
To tweet this news, copy and pastehttp://bit.ly/13DlqTgto your Twitter handle with#PricelessAruba
ARUBA--(BUSINESS WIRE)-- In order to provide MasterCard cardholders with priceless experiences in the world's most exciting destinations, MasterCard is launching Priceless Aruba, in partnership with the Ministry of Tourism and the Tourism Authority of Aruba. Aruba is the fifth city in the Caribbean to join MasterCard's Priceless Cities program. The program offers MasterCard cardholders extraordinary experiences, exclusive offers and privileged access in their home city and cities around the world to not only make MasterCard their top of wallet choice but also bring a little more priceless to their life.
Through MasterCard's innovative Priceless Aruba program, cardholders will receive offers and discounts on products and services at over 30 participating merchants when making a purchase with their MasterCard®. Cardholders can access the complete list of offers and benefits at www.pricelesscities.com, or through printed guides distributed at high traffic areas like the Aruba airport, as well as at participating shops, restaurants and hotels.
According to Lorena Holguin, Marketing Vice President for MasterCard in the Caribbean, "Priceless Aruba aims to provide cardholders with unique offers and benefits that make every moment in Aruba a Priceless experience. The goal is not only attract tourists, but also to give them a unique experience so that they return". Holguin highlighted that the program offers benefits designed based on consumers passion points, which are divided into three categories: activities, gastronomy and shopping. Cardholders can take advantage of wide range of offers including receiving a free gift with purchase, or a bottle of wine to add that special touch to a romantic dinner, or even a free diving trip to explore Aruba's underwater world.
Otmar E. Oduber, Aruba Minister of Tourism, highlighted "I applaud that the Aruba Tourism Association, in partnership with MasterCard and local merchants, is exploring new initiatives that will enhance the experience of our on-island visitors. I look forward to continually growing the program and having Aruba benefit even more from such an important partner as MasterCard. I encourage our local merchants to participate in new endeavors such as this one."
Sebastian Barletta, VP and Territory Head of the Eastern Caribbean for MasterCard, emphasized that "At MasterCard, we understand that the tourism industry is very competitive on a global level, which is why it is necessary for these destinations to differentiate themselves by providing value added service as well as high quality and memorable experiences for visitors ". According to the executive, the tourism industry account for close to 85% of Aruba's GDP, which is why the company considers it a priority to support the development of this segment in the country. "Our global acceptance and unified structure positions us as the ideal partner for the tourism industry and allows to provide a greater value to all parties associated with this segment. The consumer benefits from the offers and discounts, while merchants increase sales and retention thanks to the promotions associated with the platform, which in turn helps strengthen the local economy that depends on tourism".
MasterCard's Priceless Cities program offers cardholders who sign up for the program access to handpicked experiences and offers not only in their home cities, but also in cities around the world. Such experiences include exclusive access to concerts, theatre, restaurants, museums, and sporting events around the world. The program is currently available in 26 cities across the globe, including New York, Chicago, Miami, Los Angeles, London, Paris, Toronto and Buenos Aires.
About MasterCard
MasterCard (NYS: MA) , www.mastercard.com,is a technology company in the global payments industry. We operate the world's fastest payments processing network, connecting consumers, financial institutions, merchants, governments and businesses in more than 210 countries and territories. MasterCard's products and solutions make everyday commerce activities - such as shopping, traveling, running a business and managing finances - easier, more secure and more efficient for everyone. Follow us on Twitter @MasterCardNews, join the discussion on the Cashless Conversations Blog and subscribe for the latest news.
Michelle Muslera, 305-810-1468
KEYWORDS: Aruba Caribbean
The article MasterCard Launches Priceless Aruba originally appeared on Fool.com.
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What next? is a question that constantly raises – as a need rather than as bored luxury – its head to push development; be it technology, art, adventure, evolution (where do you think the X-men came from?). I've never understood the genre of music called post-rock, not so much the music but the name itself. For that matter I don't get proto punk, grindcore or any of the gazillion metal sub-genre names. Yup, I'm quite old school. To me post rock seems more a question, a search for that what next? after traditional rock. Which really leaves it open as a wide field, doesn't it?
aswekeepsearching seems to partly answer that post-rock conundrum and not just with its clever name. The band came out with an EP, "Growing Suspicions" (somebody in there is really a master of names) a few months back which quickly became one of my favourite releases of 2014. The quartet which is just about an year old plays with an assurance that would be the hallmark of more experienced musicians. The band members are not bothered with getting quick 'wins' using gratuitous short blasts preferring instead to create a lush soundscape using even the human voice as a texture; songs that thoughtfully and gradually build from languid starts to a full, rich sound. It's futile to pick favourites here because not often do I come across such a consistently high quality set of songs as on this EP. It's not surprising then that aswekeepsearching's upcoming full album is, to my mind, one of the most anticipated releases of this year.
P.S.: I'm not entirely convinced of the quality of or the need for the 2 remixes at the end of the EP but that's perhaps just an indicator of the band's desire to keep evolving.


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Reminiscing my memoirs of the Russian Sojourn.. The Birthday of a Lifetime so far..!!
Finding it hard to re-create a new bucket list (in a pleasant way) post the visit to Russia, where "buckets of wish-lists" stood done and dusted..
Dream is not that you see in sleep. Dream is something that does not let you sleep
Dr. APJ Abdul Kalam, former President of India
The previous blog post tells about the context, the significance of dream and traveling as one of the vehicles to achieve the dream and gain experiences.
This blog post will get into a little more specifics. How that dream didn't let me sleep.
Searching for a suitable venue for achieving the dreams of exploration in about 194 countries is a tedious job, which might even take a lifetime. Hence, filtering the choices for the time being becomes important.
Given (or made) the choice, I prefer traveling to colder places, since I love that weather. I have also been to the Icy Mountains of the Himalayas many a times. Widening the scope was needed this time – both in terms…
View original post 3,709 more words


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By Sarah N. Lynch
WASHINGTON, Jan 10 (Reuters) - When the U.S. Justice Department said last week it was reversing policy on the $7 billion marijuana business, it failed to first notify federal officials who advise banks in states where the drug is legal, sources in Congress said.
The announcement by U.S. Attorney General Jeff Sessions, a longtime critic of legalizing marijuana, caused confusion among banks about how to do business with marijuana growers, processors and distributors without running afoul of federal money laundering laws.
The uncertainty unleashed a flood of phone calls to the Financial Crimes Enforcement Network (FinCEN), an office within the U.S. Treasury Department, from congressional offices with questions from lawmakers and constituents.
But FinCEN had no ready answers because it received no advance warning of Sessions' Jan. 4 announcement rescinding an Obama-era policy that had eased up on federal enforcement of marijuana laws, said congressional aides who spoke on condition of anonymity.
A Justice Department spokesman declined to comment about whether it had coordinated with FinCEN in advance.
The abrupt announcement by Sessions was the latest example of sudden actions by the Trump administration that have blind-sided its own government agencies on major policy shifts. In 2017 the administration blindsided the Defense Department with a decision to ban transgender Americans from serving in the military. It also took many by surprise at the Department of Homeland Security by barring people from some predominantly Muslim countries from entering the United States.
Marijuana is banned by federal law but it has become legal in one form or another in a number of states.
About 400 banks and credit unions do business with the U.S. marijuana industry. Most are small institutions with operations limited to states where marijuana has been legalized.
Critics said the Justice Department's decision, which gives prosecutors wide latitude to pursue criminal charges, could drive banks out of the cannabis industry.
Sessions issued his one-page announcement three days after California formally launched the world's largest regulated commercial market for recreational marijuana. Five other states have legalized recreational use, while dozens permit medicinal use.
"I imagine that Sessions did not even contemplate that his action could trigger potentially billions of dollars of cash from being unbanked," said Saphira Galoob, whose firm The Liaison Group lobbies on behalf of cannabis clients.
Reversing the Obama administration, Sessions said the Justice Department was withdrawing legal guidelines known as the Cole and Ogden memos, widely seen as giving safe harbor against prosecution to cannabis businesses in states where pot is legal.
The memos said that, while marijuana was still illegal, prosecutors would not prioritize pursuing criminal charges in states that had set up their own regulatory regimes.
Deputy Attorney General Rod Rosenstein said in September that the marijuana policy was under review for possible changes.
In last week's announcement, the Justice Department made no mention of parallel marijuana guidance that FinCEN issued in February 2014 in coordination with Justice officials.
The guidance provided a pathway for banks to serve marijuana businesses in states such as Oregon, Colorado, Washington and California. It relied heavily on the Cole memo.
FinCEN requires banks to file suspicious activity reports with the government on legally questionable transactions. The FinCEN guidance says banks must continue to file those reports, but lets them say if they are confident that their cannabis customers are complying with relevant state laws.
Democratic Representatives Dennis Heck of Washington state and Ed Perlmutter of Colorado are expected this week to send a letter, seen by Reuters, to FinCEN urging it not to rescind the guidance amid concerns that doing so could "inject uncertainty in the financial markets."
Stephen Hudak, a FinCEN spokesman, said in a statement that the agency's guidance "remains in place," despite the Justice Department's actions.
(Reporting by Sarah N. Lynch; Editing by Kevin Drawbaugh and Grant McCool)