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Reliability-centered maintenance (RCM) is a process used to determine what must be done to ensure that any physical asset or system continues to do whatever its users want it to do.
This process finds its roots in work done by the international commercial aviation industry. Driven by the need to improve reliability while containing the cost of maintenance, this industry developed a comprehensive process for deciding what maintenance work is needed to keep aircraft airborne. This process evolved steadily since its early beginnings in 1960. The early history is outlined in the section "Historical Overview."
The SAE RCM Standard
Various derivatives of Nowlan and Heap's original aviation-oriented RCM process have emerged since their report was published in 1978. Many of these derivatives retain the key elements of the original process. However, the widespread use of the term "RCM" led to the emergence of a number of processes that differ significantly from the original, but that their proponents also call RCM.
Many of these other processes either omit key steps of the process described by Nowlan and Heap, or change their sequence, or both. Consequently, despite claims to the contrary made by the proponents of these processes, the output differs markedly from what would be obtained by conducting a full, rigorous RCM analysis.
A growing awareness of these differences led to an increasing demand for a standard that set out the criteria any process must comply with in order to be called RCM. Such a standard was published by the Society of Automotive Engineers (SAE) in 1999 as Standard JA1011 Evaluation Criteria for Reliability-Centered Maintenance (RCM) Processes (Ref. 3). The evolution of the standard is outlined by Dana Netherton, chairman of the SAE RCM Committee, in the section "The Need for an RCM Standard."
The elements of a true RCM process listed in the standard are presented here in the section "Key Attributes of Any RCM Process." Subsequent sections of the standard list the issues that any true RCM process must address in order to answer each of the seven attribute questions "satisfactorily."
According to the standard, "Reliability-Centered Maintenance (RCM)–Any RCM process shall ensure that all of the following seven questions are answered satisfactorily and are answered in the sequence shown below [emphasis added]." This means that if a process does not answer all the questions in the sequence shown (and which does not answer them satisfactorily in compliance with the rest of the standard), then that process is not RCM.
None of the streamlined processes comply fully with the requirements of section 5 of the SAE Standard. The implications of this point are discussed in more detail later.
Regulatory issues
Society has reacted to equipment failure and accidents producing serious consequences by enacting laws seeking to call individuals and corporations to account. An overview is presented in the section "Worldwide Regulatory Issues."
Under these circumstances, everyone involved in the management of physical assets needs to take greater care than ever to ensure that every step taken in executing his official duties is beyond reproach. RCM processes that meet the SAE Standard provide a basis for prudent, responsible custodianship of physical assets.
Streamlined RCM
The author and his associates have helped companies to apply true RCM on more than 1200 sites spanning 41 countries and nearly every form of organized human endeavor. We have found that when true RCM has been correctly applied by well-trained individuals working on clearly defined and properly managed projects, the analyses have usually paid for themselves in between two weeks and two months. This is a very rapid payback indeed.
However, despite this rapid payback, some individuals and organizations have expended a great deal of energy on attempts to reduce the time and resources needed to apply the RCM process. The results of these attempts are generally known as "streamlined" RCM techniques.
The main features of some of the most widely touted streamlined approaches to RCM are outlined in the following sections. In all cases, the proponents of these techniques claim that their principal advantage is that they achieve similar results to something which they call "classical" RCM, but that they do so in much less time and at much lower cost. However, not only is this claim questionable, but all of the streamlined techniques have other drawbacks, some quite serious. These drawbacks are also highlighted in the following discussion of the various streamlining methods: retroactive approaches, use of generic analyses, use of generic lists of failure modes, skipping elements of the process, analysis of only certain functions or failures, and analysis of only certain equipment.
Retroactive approaches
The most popular method of streamlining the RCM process starts not by defining the functions of the asset (as specified in the SAE Standard), but starts with the existing maintenance tasks. Users of this approach try to identify the failure mode that each task is supposed to be preventing, and then work forward again through the last three steps of the RCM decision process to re-examine the consequences of each failure and (hopefully) to identify a more cost-effective failure management policy. (This approach is what is most often meant when the term "streamlined RCM" (Ref. 10) is used. It is also known as "backfit RCM" (Ref. 11) or "RCM in reverse.")
Retroactive approaches are superficially very appealing, so much so that the author tried them himself on numerous occasions when he was new to RCM. However, in reality they are also among the most dangerous of the streamlined methodologies, for the following reasons:
Use of generic analyses
A fairly widely used shortcut in the application of RCM entails applying an analysis performed on one system to technically identical systems. In fact, one or two organizations even sell such generic analyses, on the grounds that it is cheaper to buy an analysis that has already been performed by someone else than it is to perform your own. The following paragraphs explain why generic analyses should be treated with great caution.
This example shows how three identical assets can have three totally different maintenance policies because the operating context is different in each case. In the case of the pumps, a generic program would only have specified one policy for all three pumps.
Apart from redundancy, many other factors affect the operating context and hence affect the maintenance programs that could be applied to technically identical assets. These include whether the asset is part of a peak load or base load operation, cyclic fluctuations in market demand and/or raw material supplies, the availability of spares, quality and other performance standards that apply to the asset, the skills of the operators and maintainers, and so on.
It is surprising how often this difference does not matter, as long as the techniques chosen are cost-effective. In fact, many maintenance organizations are starting to realize that there is often more to be gained from ensuring that the people doing the work are comfortable with what they are doing than it is to compel everyone to do the same thing. (The validity of different tasks is also affected by the operating context of each asset. For instance, think how background noise levels affect checks for noise.)
Because generic analyses necessarily incorporate a "one size fits all" approach to maintenance tasks, they do not cater to these differences and hence have a significantly reduced chance of acceptance by the people who have to do the tasks.
These two points mean that special care must be taken to ensure that the operating context, functions and desired standards of performance, failure modes, failure consequences, and the skills of the operators and maintainers are all effectively identical before applying a maintenance policy designed for one asset to another. They also mean that an RCM analysis performed on one system should never be applied to another without any further thought just because the two systems happen to be technically identical.
Use of generic lists of failure modes
Generic lists of failure modes are lists of failure modes—or sometimes entire FMEAs—prepared by third parties. They may cover entire systems, but more often cover individual assets or even single components. These generic lists are touted as another method of speeding up or "streamlining" this part of the maintenance program development process. In fact, they should also be approached with great caution, for all the reasons discussed in the previous section of this article, and for the following additional reasons:
However, if a generic list is used, this decision will already have been made in advance of the RCM analysis. For instance, all the failure modes in the generic list may have been identified as a result of asking "why" four or five times, when all that may be needed is level 1. This means that far from streamlining the process, the generic list would condemn the user to analyzing far more failure modes than necessary.
Conversely, the generic list may focus on level 3 or 4 in a situation where some of the failure modes really ought to be analyzed at level 5 or 6. This would result in an analysis that is too superficial and possibly dangerous.
These three points mean that if a generic list of failure modes is used at all, it should only ever be used to supplement a context-specific FMEA, and never used on its own as a definitive list.
Skipping elements of the process
Another common way in which the RCM process is "streamlined" is by skipping various elements of the process altogether. The step most often omitted is the definition of functions. Proponents of this methodology start immediately by listing the failure modes that might affect each asset, rather than by defining the functions of the asset under consideration.
They do so either because they claim that, especially in the case of a "non-safety-critical" plant, identifying functions does not contribute enough relative to the amount of time it takes (Ref. 13), or because they simply appear not to be aware that defining all the functions and the associated desired standards of performance of the assets under review is an integral part of the RCM process (Ref. 14).
In fact, it is generally accepted by all the proponents of true RCM that in terms of improved plant performance, by far the greatest benefits of true RCM flow from the extent to which the function definition step transforms general levels of understanding of how the equipment is supposed to work. So cutting out this step costs far more in terms of benefits foregone than it saves in reduced analysis time.
From a purely technical point of view, the identification of functions and associated desired levels of performance also makes it far easier to identify the surprisingly common situations (failure modes) where the asset is simply incapable of doing what the user wants it to do, and therefore fails too soon or too often. For this reason, eliminating the function definition step further reduces the power of the process.
The comments in the second bullet in the previous "retroactive approaches" section also apply here.
Analyze only "critical" functions or "critical" failures
The SAE Standard stipulates among other things that a true RCM analysis should define all functions, and that all reasonably likely failure modes should be subjected to the formal consequence evaluation and task selection steps.
The shortcuts embodied in some of the streamlined RCM processes try to analyze "critical" functions only, or to subject only "critical" failure modes to detailed analysis. These approaches have two main flaws:
Analyze only "critical" equipment
An approach to maintenance strategy formulation that is often presented as a streamlined form of RCM suggests that the RCM process should be applied to "critical" equipment only. This issue does not fall within the ambit of the SAE Standard, because the standard does not deal with the selection of equipment for analysis. It defines RCM as a process that can be applied to any asset, and it assumes that decisions about what equipment is to be analyzed and about system boundaries have already been made when the time comes to apply the RCM process defined in the standard. There were two reasons why the equipment selection process was omitted from the standard:
There is a great deal more that could be said both in favor of and against the idea of using equipment criticality assessments as a means of deciding whether to perform rigorous analyses using techniques such as RCM. However, since criticality assessment techniques are not an integral part of the RCM process, they will not be discussed here. Suffice it to say that it is incorrect to present such techniques as streamlined forms of RCM because they do not form part of the RCM process as defined by the SAE Standard.
Is streamlined RCM worth the risk?
In nearly all cases, the proponents of the streamlined approaches to RCM outlined previously claim that these approaches can produce much the same results as true RCM in about a half to a third of the time. However, the above discussion indicates that not only do they not produce the same results as true RCM, but that they contain logical or procedural flaws which increase risk to an extent that overwhelms any small advantage they might offer in reduced application costs. See "True RCM is Faster."
It also transpires that many of these streamlined techniques actually take longer and cost more to apply than true RCM, so even this small advantage is lost. As a result, the business case for applying streamlined RCM is suspect at best.
However, a rather more serious point needs to be borne in mind when considering these techniques. The very word "streamline" suggests that something is being omitted, and as has been indicated, this is indeed so for the streamlined techniques described. In other words, there is to a greater or lesser extent a degree of suboptimization embodied in all of these techniques.
Leaving things out inevitably increases risk. More specifically, it increases the probability that an unanticipated failure, possibly one with very serious consequences, could occur. If this does happen, as suggested in the section on regulatory issues, managers of the organization involved are increasingly likely to find themselves called personally to account. If worse comes to worst, they will have to explain, often in an emotionally charged courtroom confronted by bitterly hostile legal Rottweilers, what went wrong and why.
They will also have to explain why they deliberately chose a suboptimal decision-making process to establish their asset management strategies in the first place, rather than using one that complies fully with a standard set by an internationally recognized standards-setting organization. It would not be me that they would have to convince, not their peers and not their managers, but a judge and jury.
One rationale often advanced for using the streamlined methods is that it is better to do something than to do nothing. However, this rationale misses the point that all the analytical processes described above, streamlined or otherwise, require their users to document the analyses. This means that a clear audit trail exists showing all the key information and decisions underlying the asset management strategy, in most cases where no such audit trail has existed before. If a suboptimal approach is used to formulate these strategies, the existence of written records makes every shortcut much clearer to any investigators than they would otherwise have been. (This in turn may suggest that perhaps we should simply forget about all of these formal analytical processes. Unfortunately, the demand for documented analyses embodied in the second wave of safety legislation described in the section "`Worldwide Regulatory Issues" does not allow us this option.)
A further rationale for streamlining says something like "we have been using this approach for a few years now and we haven't had any accidents, so it must be all right." This rationale betrays a complete misunderstanding of the basic principles of risk. Specifically, no analytical methodology can completely eliminate risk.
However, the difference between using a more rigorous methodology and a less rigorous methodology may be the difference between a probability of a catastrophic event of 1 in 1,000,000 versus 1 in 10,000. In both cases, the event may happen next year or it may not happen for thousands of years, but in the second case, it is a hundred times more likely. If such an event were to happen, the user of true RCM would be able to claim that he or she exercised prudent, responsible custodianship by applying a rigorous process that complies with an internationally recognized standard, and as such would be in a highly defensible position. Under the same circumstances, the user of streamlined RCM is on much, much shakier ground. MT
This version of the article includes biographic references. Otherwise, it is the same as that published in Maintenance Technology magazine.
1 Nowlan FS and Heap H: "Reliability-centered Maintenance". Springfield, Virginia. National Technical Information Service, United States Department of Commerce
2 Maintenance Steering Group - 3 Task Force: "Maintenance Program Development Document MSG-3". Washington DC: Air Transport Association (ATA) of America. 1993
3 International Society of Automotive Engineers: "JA1011 - Evaluation Criteria for Reliability-Centered Maintenance (RCM) Processes". Warrendale, Pennsylvania, USA: SAE Publications
4 Netherton D: "SAE's New Standard for RCM". Maintenance (UK) 15 (1) 3 - 7, 2000
5 US Naval Air Systems Command: "NAVAIR 00-25-403: Guidelines for the Naval Aviation Reliability Centered Main-tenance Process". Philadelphia, Pennsylvania. US Department of Defense Publications
6 RCM Implementation Team, Royal Navy: "NES 45 Naval Engineering Standard 45, Requirements for the Application of Reliability-Centred Maintenance Techniques to HM Ships, Royal Fleet Auxiliaries and other Naval Auxiliary Ves-sels". Foxhill, Bath, United Kingdom. UK Ministry of Defence Publications
7 UK Health & Safety Executive: "Train Accident at Ladbroke Grove Junction, 5 October 1999": Third HSE Interim Report".
8 Bartram P: "What Price a Life?" Financial Director (UK), 2 August 2000
9 Various: "The Longford Royal Commission": www.theage.com.au/special/gas/index.html
10 Bookless C & Sharkey M: "Streamlined RCM in the Nuclear Industry". Maintenance (UK) 14 (1) 27 - 30, 2000
11 Jacobs KS: "Reducing Maintenance Workload Through Reliability-Centered Maintenance Processes": ASNE Fleet Maintenance Symposium. October 1997. San Diego, California
12 Moubray JM: "Reliability-centered Maintenance": New York, New York USA: Industrial Press
13 Dixey M & Gallimore J: "Fast Track RCM - Getting Results from RCM". Maintenance (UK) 15 (1) 2000 8 - 11
14 Mundy S D: "Completing the Reliability Centered Maintenance Loop at a New Process Facility". Reliability (USA) 7 (3) 30 - 33, 2000
Reliability-centered maintenance (RCM), a process used to determine what must be done to ensure that any physical asset or system continues to do whatever its users want it to do, finds its roots in work done by the international commercial aviation industry. Driven by the need to improve reliability while containing the cost of maintenance, the aviation industry developed a comprehensive process for deciding what maintenance work is needed to keep aircraft airborne. This process evolved steadily since its early beginnings in 1960.
In 1978, the report "Reliability-Centered Maintenance" (Ref. 1) was prepared for the U.S. Department of Defense by F. Stanley Nowlan and Howard Heap of United Airlines. It described the then current state of the process and formed the basis of the maintenance strategy formulation process called MSG3 (Ref. 2) after the document produced by the Maintenance Steering Group of the Air Transport Association of America. MSG3 was first promulgated in 1980, and in slightly modified form, it is used to this day by the international commercial aviation industry. In the early 1980s, RCM as described by Nowlan and Heap also began to be used in industries other than aviation.
It soon became apparent that no other comparable technique exists for identifying the true, safe minimum of what must be done to preserve the functions of physical assets. As a result, RCM has now been used by thousands of organizations spanning nearly every major field of organized human endeavor. It is becoming as fundamental to the practice of physical asset management as double-entry bookkeeping is to financial asset management.
The growing popularity of RCM has led to the development of numerous derivatives. Some of these derivatives are refinements and enhancements of Nowlan and Heap's original RCM process. However, less rigorous derivatives have also emerged, most of which are attempts to "streamline" the maintenance strategy formulation process.
The evolution of the SAE Standard JA1011 Evaluation Criteria for Reliability-Centered Maintenance (RCM) Processes was described by Dana Netherton, chairman of the SAE RCM Committee, in an article "SAE's New Standard for RCM" (Ref. 4) in March 7, 2000 issue of Maintenance (U.K.), as follows.
Since the early 1990s, a great many organizations have developed variations of the RCM process. Some, such as the U.S. Naval Air Command with its Guidelines for the Naval Aviation Reliability Centered Maintenance Process (NAVAIR 00-25-403) (Ref. 5) and the British Royal Navy with its RCM-oriented Naval Engineering Standard (NES45) (Ref. 6), have remained true to the process originally expounded by Nowlan and Heap. However, as the RCM bandwagon has started rolling, a whole new collection of processes has emerged that are called "RCM" by their proponents, but that often bear little or no resemblance to the original meticulously researched, highly structured, and thoroughly proven process developed by Nowlan and Heap. As a result, if an organization said that it wanted help in using or learning how to use RCM, it could not be sure what process would be offered.
Indeed, when the U.S. Navy recently asked for equipment vendors to use RCM when building a new ship class, one U.S. company offered a process closely related to the 1970 MSG-2 process. It defended its offering by noting that its process used a decision-logic diagram. Since RCM also uses a decision-logic diagram, the company argued, its process was an RCM process.
The U.S. Navy had no answer to this argument, because in 1994 William Perry, the U.S. Secretary of Defense, had established a new policy about U.S. military standards and specifications, which said that the U.S. military would no longer require industrial vendors to use the military's standard or specific processes. Instead it would set performance requirements, and would allow vendors to use any processes that would provide equipment that would meet these requirements.
The policy voided the U.S. military standards and specifications that defined "RCM." The U.S. Air Force standard was cancelled in 1995. The U.S. Navy has been unable to invoke its standards and specifications with equipment vendors (though it continues to use them for its internal work) and it was unable to invoke them with the U.S. company that wished to use MSG-2.
This development happened to coincide with the interest in RCM in the industrial world. During the 1990s, magazines and conferences devoted to equipment maintenance have multiplied, and magazine articles and conference papers about RCM became more and more numerous. These have shown that very different processes are being given the same name, "RCM." So both the US military and commercial industry saw a need to define what an RCM process is.
In his 1994 memorandum, Perry said, "I encourage the Under Secretary of Defense (Acquisition and Technology) to form partnerships with industry associations to develop nongovernment standards for replacement of military standards where practicable." The Technical Standards Board of the Society of Automotive Engineers (SAE) has had a long and close relationship with the standards community in the U.S. military, and has been working for several years to help develop commercial standards to replace military standards and specifications, when needed and when none existed.
So in 1996 the SAE began working on an RCM-related standard, when it invited a group of representatives from the U.S. Navy aviation and ship RCM communities to help it develop a standard for Scheduled Maintenance Programs. These U.S. Navy representatives had already been meeting for about a year in an effort to develop a U.S. Navy RCM process that might be common between the aviation and ship communities, so they had already done a considerable amount of work when they began to meet under SAE sponsorship. In late 1997, having gained members from commercial industry, the group realized that it was better to focus entirely on RCM. In 1998, the group found the best approach for its standard, and in 1999 it completed its draft of the standard, and the SAE approved it and published it.
After a brief discussion about the practical difficulties associated with attempting to develop a universal standard of this nature, Netherton went on to say:
The standard now approved by the SAE does not present a standard process. Its title is, "Evaluation Criteria for Reliability-Centered Maintenance (RCM) Processes (SAE JA1011)." This standard presents criteria against which a process may be compared. If the process meets the criteria, it may confidently be called an "RCM process." If it does not, it should not. (This does not necessarily mean that processes that do not comply with the SAE RCM standard are not valid processes for maintenance strategy formulation. It simply means that the term "RCM" should not be applied to them.)
Netherton then quoted Section 5 of the standard published here in the section "Key Attributes of Any RCM Process."
Section 5 of SAE Standard JA1011 Evaluation Criteria for Reliability-Centered Maintenance (RCM) Processes summarizes the key attributes of any RCM process as follows:
Reliability-Centered Maintenance (RCM)–Any RCM process shall ensure that all of the following seven questions are answered satisfactorily and are answered in the sequence shown below:
a. What are the functions and associated desired standards of performance of the asset in its present operating context (functions)?
b. In what ways can it fail to fulfill its functions (functional failures)?
c. What causes each functional failure (failure modes)?
d. What happens when each failure occurs (failure effects)?
e. In what way does each failure matter (failure consequences)?
f. What should be done to predict or prevent each failure (proactive tasks and task intervals)?
g. What should be done if a suitable proactive task cannot be found (default actions)?
To answer each of the above questions "satisfactorily," the following information shall be gathered, and the following decisions shall be made. All information and decisions shall be documented in a way which makes the information and the decisions fully available to and acceptable to the owner or user of the asset.
The reaction of society as a whole to equipment failures is an aspect of physical asset management that is changing at warp speed.
The changes began with sweeping legislation governing industrial safety, mainly in the 1970s. Among the best known examples of such legislation are the Occupational Safety and Health Act of 1970 in the United States and the Health and Safety at Work Act of 1974 in the United Kingdom. Laws have been passed in nearly all major industrialized countries. Their intent is to ensure that employers provide a generally safe working environment.
These Acts were followed by a series of more specific safety-oriented laws such as OSHA 1910.119: "Process Safety Management of Highly Hazardous Chemicals" in the United States and the "Control of Substances Hazardous to Health Regulations" in the United Kingdom. Both of these regulations were first promulgated in the early to mid-1990s. They are noteworthy examples of a then-new requirement for the users of hazardous materials to perform formal analyses or assessments of the associated systems, and to document the analyses for subsequent inspection if necessary by regulators.
These two sets of developments represent a steady increase in legal requirements to exercise—and to be able to demonstrate that we are exercising—responsible custodianship of the assets under our control. They reflect the steadily rising expectations of society in terms of industrial safety and we have no choice but to comply as best we can.
The late 1990s have seen even more changes, this time concerning the sanctions that society now wishes to impose if things go wrong. Until the mid 1990s, if a failure occurred whose consequences were serious enough to warrant criminal proceedings, these proceedings usually ended at worst with a substantial fine imposed on the organization found to be at fault, and the matter—at least from the criminal point of view—usually ended there. (Occasionally, the organization's permit to operate was withdrawn, as in the case of the ValuJet airline after the crash in Florida on May 11, 1996. This effectively put the airline out of business in its then-current form.)
However, following recent disasters, a movement is now developing not only to punish the organizations concerned, but also to impose criminal sanctions on individual managers. In other words, under certain circumstances, individual managers can be sent to prison in connection with equipment failures that have sufficiently nasty consequences.
For instance, in the United Kingdom, John Prescott, the minister of transport, has stated that in light of the official inquiry into the Paddington rail crash (Ref. 7) that occurred in 1999, he will introduce a law for a crime to be called "corporate killing," part of which will entail prison sentences for specific executives (Ref. 8). In the United States, following the outcry about the accidents involving tire tread separation on SUVs, section 30170 of the "Motor Vehicle and Motor Vehicle Defect Notification Act" was revised in October 2000 to include prison sentences of up to 15 years for "directors, officers or agents" of vehicle manufacturers who commit specified offenses in connection with vehicles that fail in a way that causes death or bodily injury.
There is considerable controversy about the reasonableness of these initiatives, and even some doubt about their ultimate enforceability. However, from the point of view of people involved in the management of physical assets, the issue is not what is reasonable, but that we are increasingly being held personally accountable for actions that we take on behalf of our employers. Not only that, but if we are called to account in the event of a serious incident, it will be in circumstances that could culminate in jail sentences.
Perhaps the most startling legislative developments of all were triggered by an industrial accident that occurred in Australia. Following the Longford gas plant explosion (Ref. 9) in September 1998 in the state of Victoria, the Victorian State Parliament on November 13, 1998 added a new section to the State of Victoria Evidence Act of 1958 which reads as follows:
19D. Legal professional privilege
(1) Despite anything to the contrary in this Division, if a person is required by a commission to answer a question or produce a document or thing, the person is not excused from complying with the requirement on the ground that the answer to the question would disclose, or the document contains, or the thing discloses, matter in respect of which the person could claim legal professional privilege.
(2) The commissioner may require the person to comply with the requirement at a hearing of the commission from which the public, or specified persons, are excluded in accordance with section 19B.
In essence, this amendment suspended attorney/client confidentiality for the purposes of the Longford—and subsequent—official inquiries.
Not only this, but the state governments of Victoria and Queensland are considering legislation to deal with "Industrial Manslaughter (Vic)" and "Corporate Culpability (Qld)," as both governments believe that their current legislation does not deal adequately with industrial incidents causing death or serious injury. Victoria is leading the way after the Longford incident. These proposed laws go further than the laws in the U.K. and the U.S., in that the concept of "aggregation of negligence" is introduced. This allows the aggregation of actions and omissions of a group of employees and managers to establish that an organization is negligent. Both governments have made it clear that if managers and/or a management system fails to prevent workplace death or serious injury, then the responsible manager and/or management team is likely to face criminal prosecution. If the legislation proceeds, penalties of over $500,000 and 7 years imprisonment are proposed.
The message to us all is that society is getting so sick of industrial accidents with serious consequences that not only is it seeking to call individuals as well as corporations to account, but that it is prepared to alter well-established principles of jurisprudence to do so. Under these circumstances, everyone involved in the management of physical assets needs to take greater care than ever to ensure that every step they take in executing their official duties is beyond reproach. It is becoming professionally suicidal to do otherwise.
An interesting footnote to the debate about streamlined RCM concerns what exactly it is that is ostensibly being streamlined. Nearly all the advocates of streamlined processes compare their offerings to something they call "classical" RCM. However, closer study of what they mean by "classical" RCM reveals that it is often a monstrously complicated process or collection of processes that bears little or no resemblance to RCM as defined in the SAE Standard. In these cases, it is hardly surprising that streamlined RCM is cheaper and quicker than these so-called "classical" fantasies. In reality, if true RCM is applied by well-trained individuals to properly defined and managed projects, it is nearly always quicker and cheaper than the streamlined versions, in addition to being far more defensible and producing far greater returns.


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Knitspot Ostrich Plumes Stole or Scarf
Sorry, this is not currently available.
Previously $6.00 each.
- Pattern Type
- All Knitted
- Scarves and Cowls
- Shawls and Wraps
This pattern works well in a solid, as well as a low-contrast variegated yarn; the color changes will accentuate the wavy pattern.
Suggested yarns: Schaefer Anne, Lorna's Laces, or any yarn with states a gauge of 6-8 st. per inch
Finished size: Stole: approx. 21 x 72, blocked (or desired length) Scarf: approx. 12 x 56, blocked (or desired length)
Yardage requirements: Stole: approx. 700 yds Scarf: approx. 350 yds
We do not currently have this available — we first started selling this in May 2007.

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Confusion, angst at Fruitvale annexation meeting
Many oppose annexation into city; county leaders say need is urgent
A two-hour long meeting Wednesday to discuss the circulation of petitions to annex the western half of Fruitvale into the city of Grand Junction evolved into an explosion of questions and an…
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HRH, Prince Saud bin Nayef bin Abdulaziz Patronized KFUPM's 44th Graduation
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TEDxKFUPM is an annual students' event that is registered under TED. The
speakers at TEDxKFUPM include students, faculty and alumni with ideas worth
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The collaboration between KFUPM, KACWC and MIT introduces opportunity to
inventors and designers to realize their ideas.
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KFUPM students apply their innovative idea of connecting human emotions. A
team of four students developed a mobile app called Feelit for social engagement
and won the ArabNet Competition 2013.
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High-performance catalysts cause technological breakthroughs, and create
better and more versatile polyolefin plastics with new properties and
applications. Therefore, it is a strategic research activity at the Center for
Refining & Petrochemicals (CRP) at KFUPM Research Institute.
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The Academic Leadership Center Organizes the Vice Rectors Workshop 2014Read moreKFUPM Welcomes the Newly Hired Staff by an Onboarding ProgramRead moreHead of Kuwaiti Cultural Office visited KFUPMRead more
Honoring 116 students in the Prep-Year Math Program Read moreThe KFUPM Board Held its Fourth SessionRead moreThe Chemical Engineering Club Organizes "Tadweer Competition"Read more
HRH Prince Saud bin Nayef Visited KFUPMRead moreClub of Mechanical Engineering visits Al-Bayroni Al-Jubail Fertilizer Co.Read moreKFUPM rector inaugurates a workshop on the development & sustainability in the Islamic fiRead more
KFUPM concluded the Discussion Forum on Carbon Capture & Sequestration in KSARead more
By Dr. Victor M. Borden 15 Nov 2013 | Duration:
By Mr Tim, Dr Sridhar and Dr Jerome 29 Oct 2013 |
Duration: 1:24:20
By Dr William C. Oakes25 Aug 2013 | Duration:
2014 © King Fahd University of Petroleum & MineralsAll rights reserved


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Queen to Play
Queen to Play
One week only!
Caroline Bottaro, 2009
Wex at Gateway
Join us at the Gateway Film Center (located in the South Campus Gateway, just three blocks to our south) where we program a different exceptional independent or international title for a run of at least two weeks each month. Wexner Center members pay member pricing for all Wex at Gateway screenings—and save on most other movies at Gateway too.
Oscar winner Kevin Kline (A Fish Called Wanda) and the luminous Sandrine Bonnaire (Vagabond, La Cérémonie) square off in this stylish and sophisticated dramedy of newfound passions and mid-life triumphs, set on the postcard-perfect isle of Corsica.
Lovely, repressed, and quietly intelligent, French chambermaid Hélène (Bonnaire) comes upon a couple (The L Word's Jennifer Beals and Marie Antoinette's Dominic Gould) engaging in an intense chess match, and discovers she has a knack for the game. This obsession—much to the chagrin of her husband and teenage daughter—leads her to seek the clandestine tutelage of a reclusive American doctor (Kline, in his first French-speaking role), in a liaison that radically transforms both of their lackluster lives. Based on Bertina Henrichs's acclaimed novel La Joueuse d'echec (The Chess Player), Queen to Play is the auspicious feature film debut of French director and screenwriter Caroline Bottaro. (96 mins., HD video)


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1960 Mack B61 Dump truck (like new, no dents) older restoration. starts and runs well. e/w 5-speed overgear tranny and 2-speed rear-end. 5th speed is .78 ratio.... More
1960 Mack B61 Dump, just out of a major collection. New bed, very nice, driveable truck. Looks and runs great; an 8+ out of... More
1945 Junior Mack Pumper - Open Cab In storage for many years. Needs to be restored, will run. 17,926 miles $25,000.00 negotiable Call - 228-363-1983, MS ... More


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Management Department
The Department of Management covers the areas of Business and Management, Human Resource Management and Public Policy. A wide range of courses are delivered, with the majority being accredited or recognised by their professional bodies.
The Department has an established reputation for the delivery of quality courses at both undergraduate and postgraduate level and also has a strong background in consultancy and training designed for corporate clients.
Courses A wide range of courses are taught in Business Management, Human Resource Management, and Public Policy. Subjects provide current knowledge and theory and practice in the field of management providing students with the skills and knowledge expected from an international business management education programme.
Staff Our academic staff provide a wide range of knowledge and expertise in combination with established practical and professional experience. Therefore, our courses and subjects offer knowledge of current theory and practice in the field of management.
Research The Department is active in research across the subject areas. Research output feeds into our courses and informs the development, currency and design of all the undergraduate and postgraduate courses.
MSc Organisational Learning | Masters in Organisational Learning
Enhance your Learning & Development career with our Masters in Organisational Learning.
MBA Oil and Gas Management (Full-time)
Meet the challenge of intense marketplace competition by developing strong management competencies.
"I have enjoyed the cross-industry relevance of the course and feel that I have gained both the theoretical knowledge and practical skills essential for a career in project management"
Sara Kavanagh Project Management MSc
23, April, 2014 ISO 9001: 2015 Roadshow
In light of the ongoing revisions to the ISO 9001:2015 standard, members of the CQI Standards Panel will be conducting a seminar at Robert Gordon University's Riverside East Building to provide insight regarding potential changes and gain vital feedback.
Aberdeen Business School offer a wide variety of management and business programmes at both undergraduate and at postgraduate level. Most of the postgraduate courses have flexible study - full-time or online distance learning.
All the programmes within the Management Department have some element of management, public policies or economics.
Undergraduate Courses
- Business Management BA/BA (Hons) (Part-time)
- International Business Management BA/BA (Hons)
- Management BA/BA (Hons)
- Management Studies (Graduate Certificate)
- Management with Human Resource Management BA/BA (Hons)
- Project Management (Graduate Certificate)
Postgraduate Courses
- Doctor of Business Administration - DBA
- Energy Management - MSc
- Health Safety and Risk Management - MSc
- Human Resource Management - MSc
- International Business - MSc
- Management - MSc
- Master of Business Administration Degree (MBA) (AMBA Accredited)
- MBA Oil and Gas Management Degree (AMBA Accredited)
- Master of Public Administration (MPA)
- Project Management - MSc (APM Accredited)
- Purchasing and Supply Chain Management - MSc (CIPS Accredited)
- Quality Management - MSc (CQI Recognised)
- Organisational Learning - MSc (Online Course)
The Department of Management is active in research in the areas of Business Management, Human Resource Management, Economics and Public Policy.
The Department has a strong reputation in research in several fields of business and management including leadership development, knowledge intensive organisations, social capital and comparative employee relations. We have obtained grant funds, published journal articles and books and supervise research in these areas.
Management Research
Research in the area of Business Management covers different aspects in the field of general management. Our PhD and DBA research students have studied topic areas such as leadership in the development of CSR policies; transformational leadership; training in small and medium size firms; women's narratives of career transition and development; and employee resource flows in IT companies.
Business and Management
The following subject fields in the area of Business Management show the research interests of academic staff and research students:
- Corporate Social Responsibility
- Business Ethics
- Business Strategy
- Environmental Management and Policy
- Psychological Contracts
- Operations and logistics management
- Quality Management
In relation to entrepreneurship research, The Charles P. Skene Centre for Entrepreneurship has an enthusiastic research active group with a variety of interests and expertise in the topic of entrepreneurship. They undertake both qualitative and quantitative approaches to entrepreneurship and have research interests in two broad areas. Entrepreneurship research is under the directorship of Professor Alistair Anderson.
An area of specialisation is Small Business and SMEs. Particular aspects of this include such topics as training, knowledge management, governance or innovation. The focus is on the smaller business, as being different from larger businesses, but nonetheless playing a key role in enterprise and business nationally.
Human Resource Management Research
We have a growing reputation in a number of other applied research topics such as professional development (e.g. portfolio tools), women's career development (notably social networks and mentoring), corporate social responsibility, change in faith-based organisations and employee assistance programmes. We have been engaged in consultancy work in these areas for private, public and not-for-profit sector organisations.
Expertise and PhD research supervision
Our supervision of undergraduate and postgraduate research extends to related topics within the disciplines of human resource management, strategic human resource management, international human resource management and employee relations. HRM modules contribute to many of the undergraduate and postgraduate courses. The postgraduate course in Human Resource Management is recognised by the Chartered Institute of Personnel and Development (CIPD).
In addition to this broad range of research subjects, we are always interested in discussing other topics. In particular, we are interested in applications for doctoral study in the area of The Relationship between Organisational Aesthetics, Organisational Emotions, Sustainable Development and Corporate Social Responsibility, within a university/business school context.
Economics and Finance Research
Economics staff in the Department have published papers and refereed articles in a range of journals and made contributions/written chapters in several books. They also regularly present papers at national and international conferences and have undertaken research in the areas of:
- Finance and Financial Economics: Governance issues and the market for corporate control
- Finance and Financial Economics: Corporate Failure
- Finance and Financial Economics: Financial Markets
- Economics: Labour Market Skills
Finance and Financial Economics
Governance issues and the market for corporate control with areas of interest including:
- corporate governance and performance (Charlie Weir);
- the market for corporate control and the importance of governance characteristics (Charlie Weir);
- factors affecting public to private transaction (Charlie Weir);
- firm undervaluation and going private (Charlie Weir);
- the extent to which take-over targets are heterogeneous (Charlie Weir);
- the importance of private equity in going private transactions (Charlie Weir);
- private information and the market for corporate control (Charlie Weir):
- shareholder gains and LBOs (Charlie Weir) and the impact of going private (Charlie Weir and Peter Jones).
Corporate Failure
Areas of interest include:
- the analysis and prediction of company failure with particular reference to the forecasting of aggregate company liquidations Peter Jones);
- the prediction of individual company failures (Peter Jones)
- the efficiency of the stock market in foreseeing corporate failure (Peter Jones).
Financial Markets
Areas of interest include:
- testing the operational and informational efficiency of financial markets fixed income securities, debt markets, interest rates and yield curve estimation (Farooq Ahmad);
- the UK Gilt market and the impact of reforms and innovations on gilt market efficiency (Farooq Ahmad).
Labour Market Skills
In addition to the research interest in financial economics outlined above, the department undertakes research in the areas of labour market economics, with particular reference to labour training and labour migration. Within the department is the Centre for International Labour Market Studies which had received funding from The Scottish Office, Scottish Executive, Scottish Enterprise, DTI, The European Social Fund and various TECs/LECs and NTOs. Areas of interest include:
- employment, training, skills and skills shortages, workforce development and lifelong learning (David Gibbons Wood);
- labour market information and the role of the internet (David Gibbons Wood).
Public Policy Research
Public Policy Research recognised in 2008 RAE with 100% of our submissions rated as 'internationally excellent' - one of the strongest results in Scotland. Public policy staff have published work in the British Journal of Political Science, Journal of Public Policy, Political Studies, Public Administration and the European Journal of Political Research.
Research Contact
Management Research Co-ordinator
Professor Heather Fulford
Email: email@example.com
Departmental staff teach in a range of subjects covering Management, Human Resource Management and Public Policy. Staff roles and responsibilities, research interests and publications can be found on their staff profile page.
Head of Department
Alex Russell
Professor Russell is the Head of Department of Management and a Professor of Petroleum Accounting at Aberdeen Business School. His research includes issues relating to Oil and Gas Accounting and Regulation. He is Chair of the Oil Industry Finance Association.
Research Co-ordinator
Heather Fulford
Professor Heather Fulford is the Academic Director of the Centre for Entrepreneurship and Research Coordinator for the Department of Management. Her research interests include: enterprise education; business start up resources; social enterprise; ICT in SMEs.
Research Degrees Co-ordinator
Simon Fraser
Dr Simon Fraser is a lecturer in Entrepreneurship at the Centre for Entrepreneurship. He is Research Degrees Co-ordinator for the Department of Management.
Academic Staff
Allison Abbott
Allison Abbott is a Lecturer in the Department of Management.
Omowunmi Adeola-Omole
Dr. Omowunmi is a Lecturer in the Aberdeen Business School, Department of Management. She is engaged in undergraduate teaching programmes linked to economics concepts and principles.
Abhishek Agarwal
Dr. Abhishek Agarwal is a Senior Lecturer in Aberdeen Business School, Department of Management and Deputy Course Leader for the MSc Energy Management Programme. His research interests are focused on strategy, planning and policy approaches shaping the energy sector, and the development and management of industrial symbiosis networks.
Carol Air
Carol Air is a lecturer in Management and the Course Leader for the MSc Purchasing and Supply Chain Management course.
Alistair Anderson
Professor Anderson is the Director of the Centre for Entrepreneurship and theme leader for the business and enterprise research group. His research interests are in Social aspects of Entrepreneurship and SMEs.
Peter Atorough
Dr Peter Atorough is lecturer of operations and supply chain management, with additional responsibilities as module coordinator for undergraduate operations management and postgraduate supply chain management.
Moira Bailey
Moira Bailey is a senior lecturer and programme manager in the department of management and delivers courses on the undergraduate, postgraduate and online programmes.
Colin Bell
Colin Bell is a Lecturer in the Department of Management. His research interest is in the field of change management in the oil and gas industry, such as Application of Lean/ Sigma6 solutions to O&G problems .
Norman Bonney
Dr Norman Bonney is an Visiting Senior Research Fellow in the Department of Management. His research interests are devolution, active citizenship and ideas of representative and participatory democracy, particularly in relation to the Scottish Parliament.
Erica Cargill
Erica Cargill is a Senior Lecturer in the Department of Management. She is also Programme Leader of the Undergraduate Management Programme.
Kirsteen Close
Kirsteen Close is Lecturer in the Department of Management and Programme Director for the Masters in Public Administration .
Kirstine Collins
Kirstine is a lecturer in the Department of Management teaching Human Resource Management.
Doug Cruickshank
Dr Doug Cruickshank is Subject Leader for the Management Department. He has a strong commercial track record in marketing, with a technical background in IT and project management, comprising over 25 years commercial experience.
Liam Duddy
Liam Duddy is a Lecturer in the Department of Management.
Simon Fraser
Dr Simon Fraser is a lecturer in Entrepreneurship at the Centre for Entrepreneurship. He is Research Degrees Co-ordinator for the Department of Management.
Heather Fulford
Professor Heather Fulford is the Academic Director of the Centre for Entrepreneurship and Research Coordinator for the Department of Management. Her research interests include: enterprise education; business start up resources; social enterprise; ICT in SMEs.
David Gibbons-Wood
David Gibbons-Wood is a lecturer and Director of the Centre for International Labour Market Studies. His research interests are in employment, education and local, national and international labour market policy.
Pia Glen
Pia is an HRM lecturer within the Department of Management at Aberdeen Business School.
David Gray
David Gray is Professor of Transport Policy. His research interests include rural transport policy, Scottish transport policy and social capital.
Justin Greenwood
Professor Greenwood is a Professor of European Public Policy and a visiting Professor at the College of Europe. His research specialism is EU interest representation.
Lowellyne James
Lowellyne James is a lecturer in MSc Quality Management and MSc Purchasing & Supply Chain Management.
David Jones
Dr David Jones is a lecturer and Director of the Doctor of Business Administration (DBA) Programme at the Aberdeen Business School.
Mohammed Kishk
Dr Kishk is the Group Lead of Operations Management and a Senior Lecturer in Project Management within the Department of Management, Aberdeen Business School.
Labaran Lawal
Dr Labaran Lawal is a Lecturer in Oil and Gas Financial Operations in the Department of Management. He is currently coordinating a module on International Oil and Gas Accounting as well as contributing to the delivery of a number of modules at Masters and MBA level .
Alison Lawman
Alison is a lecturer in Project Management at Aberdeen Business School.
Dave MacKintosh
Dave MacKintosh is Lecturer in the Department of Management and teaches modules in Learning & Development, People Resourcing, and People Management on the MSc Human Resource Management course.
Charles Maddison
Charles Maddison is a Senior Lecturer in the Department of Management and Course Leader for Energy Management.
Peter McLaverty
Dr Peter McLaverty is a Reader in Public policy and teaches on a number of politics and public policy modules at undergraduate and postgraduate levels.
Bryan McNay
Bryan McNay is a Senior Lecturer in the Management department and teaches in the subject area of operations management and supply chain management.
Susan McWhirr
Susan McWhirr is a Lecturer in the Department of Management.
Brian Miller
Brian Miller is a part time lecturer within the Department of Management, he is currently involved in delivery of the Oil & Gas Management modules.
Lesley Murphy
Lesley Murphy is a Lecturer in the Department of Management.
Amar Nayak
Amar Nayak is a Research Assistant in the Department of Management.
Douglas Nisbet
Douglas is a Lecturer in the Department of Business and Management and experienced as a professional educator and trainer in Supply Chain Management, Logistics Management and Project Management
Michelle O Toole
Michelle is a member of the Strategy and Policy group of the Department of Management at Aberdeen Business School. She currently teaches Strategic Management Environment and Strategy (MBA) and supervises a number of MSc Dissertations.
Adam Ogilvie-Smith
Professor Adam Ogilvie-Smith is a visiting professor at the Aberdeen Business School. His teaching interests lie in the areas of Management Consultancy, Organisation Review, Organisational Development, Strategy, Marketing and Business Continuity.
John Park
Visiting Lecturer - teaching Technology Strategy on the Aberdeen Business School MBA Programme.
Ashly Pinnington
Professor Ashly Pinnington is Professor of Human Resource Management at Aberdeen Business School where he is part time. He is based at The British University in Dubai (BUiD) where he is Dean of the Faculty of Business.
Emmanuelle Rey-Marmonier
Dr. Emmanuelle Rey-Marmonier is a HRM lecturer in the Aberdeen Business School Department of Management.
Sheonagh Rowley
Sheonagh Rowley is a Lecturer in the Department of Management.
Allan Scott
Allan Scott is MBA Director for MBA programmes at Aberdeen Business School.
Robert Smith
Dr Robert Smith (Rob) is a Reader in Entrepreneurship at Aberdeen Business School and is the Scottish Institute for Policing (SIPR) lecturer in leadership. His research interests include social, cultural, theoretical and geographical aspects of entrepreneurship.
Irena Spanovic
Irena Spanovic is a Lecturer in the Department of Management.
Paul Spicker
Professor Paul Spicker lectures in management and is Director of the Centre for Public Policy and Management.
Anne Stevenson
Anne is a Teaching Fellow and the Human Resource Management Group Lead. Anne's research interests include human and organisational factors impacting upon health and safety, embedding employability in the curriculum and stress in academics.
Julie Strachan
Julie Strachan is a Senior Lecturer in the Department of Management.
Peter Strachan
Professor Strachan is the Strategy and Policy Group Lead in Management. His area of expertise is on the subject of energy policy and international wind power deployment, principally on areas such as the planning environment, community ownership models and the social acceptance of major energy infrastructure developments.
Linda Strangward
Linda Strangward is Lecturer in the Management department and Course Leader for the MSc Leadership and Management programme .
Langes Supramaniam
Langes Supramaniam is a Lecturer in the Department of Management and Course Leader for MSc Project Management and MSc Quality Management courses.
Bill Sutherland
Dr Bill Sutherland is a lecturer in the Management department and is Learning Enhancement Co-ordinator for corporate programmes.
John Taylor
John Taylor is an Associate Lecturer in the Department of Management.
Yvonne Turner
Dr Yvonne Turner is a lecturer in the Management department and her teaching interests lie in the areas of Cross-cultural and Strategic Management, International Business and Research Methods.
Charlie Weir
Charlie Weir is a Professor of Economics. His research interests are in corporate governance and agency issues, the market for corporate control with special reference to public-to-private transactions, analyst independence and market regulation.
Lin Xiong
Dr Lin Xiong is a lecturer in the Management department and teaches both undergraduate and postgraduate economics modules.
Martin Young
Martin Young is a Lecturer in the Department of Management.
Department of Management News
News RSS
14, February, 2014 RGU strengthens links with Algeria as it welcomes the UK Ambassador
RGU welcomed the UK Ambassador for Algeria to its Garthdee campus this week.
14, February, 2014 Experienced business leader shares wealth of knowledge with MBA students
Industry leader Ian Marchant shares his knowledge of business strategy with MBA students.
23, December, 2013 Balmoral Offshore Engineering rewards MSc Project Management students
Three RGU students have benefited from a £5,000 sponsorship package from Balmoral Offshore Engineering.
26, November, 2013 RGU library turns over a new leaf with hand-printed books
Gray's School of Art students add selection of handmade 'chap books' to library shelves.
12, November, 2013 RGU public lecture to focus on the importance of entrepreneurship
The first in a new calendar of public lectures at RGU will begin with a professorial lecture delivered by Alistair Anderson, the Director of the Centre for Entrepreneurship.
Department of Management Events
08, May, 2014 Professorial Lecture: Mr Kipling and Management: An Exceedingly Good Lecture
Professorial Lecture to be delivered by Ken Russell, Associate Dean of Aberdeen Business School.
23, May, 2014 MBA Leadership Week 2014
MBA Leadership Week brings together our entire MBA programme cohort for an intensive combination of academic and practical workshops at Aberdeen Business School.
21, June, 2014 Gray's School of Art Fashion Show
Presenting the exceptional work, designed and made by our Fashion Design students.
15, July, 2014 Summer Graduation Ceremony - Aberdeen Business School (2:30pm)
Ceremony for all Undergraduate courses (including Graduate Certificates) in Department of Management, Department of Accounting, Finance and Economics
16, July, 2014 Summer Graduation Ceremony - Aberdeen Business School (2:30pm)
Ceremony for ABS Postgraduate courses – All Departments. (including Diploma in Legal Practice & PgDip Prof Legal Practice, but not including Graduate Certificates)


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Child Welfare System Improvements
Child fatality reviews provide pathways to improvements to the child welfare system
Child abuse and neglect fatalities
Child Fatality Reports
Any death of a child is tragic. A child's death is more troubling when that child has been served by the state social service system, and even more so when the death is due to child abuse or neglect at the hands of an adult entrusted to care for that child. We work hard to keep children safe and prevent even a single fatality.
We continue to learn from these tragedies by taking a critical look at our own work. From these evaluations, the Department of Social & Health Services has made and continues to make improvements, focusing on child safety while keeping families together whenever possible.
Child Protective Services becomes involved when the family is at the worst of times and in crisis. It is appalling that people do unspeakable things to children. Every day, social workers must use their best judgment based on results of risk assessment findings to evaluate parents' abilities to care for their child. Future behavior of parents harming their own children is not always predictable, and we are required to make reasonable efforts to keep the family together, unless the child is at risk of imminent harm.
Social & Health Services is focusing efforts on three areas across the Department, because the welfare of children crosses the spectrum of services the Department provides to families:
Social & Health Services will work in partnership with DSHS advisory groups, tribes, the Ombudsman, the Braam Oversight Panel, legislators, and many others to help protect the children of the state using best practices and evaluation tools.
Former Governor Christine Gregoire had already made child protection and services a top priority of her administration and implemented reforms to improve the system.
Social & Health Services relies on families and communities to partner with the Department to protect and care for the children of the state. If people suspect a child is being harmed, they should call 1-866-ENDHARM (1-866-363-4276) to report child abuse or neglect. For more information about reporting abuse or neglect of a child, visit the child abuse and neglect web site.
Adobe Reader (free download) is required to view the .PDF files listed on this page.


text: Christian Worldview Course Description An introduction to the development and function of the Christian worldview which includes an examination of the philosophical and theological foundations for a Christian view of reality, knowledge, ethics, and aesthetics. The course compares and contrasts the Christian worldview with those of naturalism, humanism, and transcendentalism. Credits: 3 Weeks: 6 Topics Worldview terminology The development and function of a worldview The identity and nature of basic beliefs A biblical theory of values Essential elements of the Christian worldview Christian view of reality Christian theory of ethical obligation and action Christian understanding of aesthetics Worldview comparisons


text: British fashion photographer David Sims focuses his lens on the beauty in imperfections. Some of his most iconic work—a portfolio that is said to have set the tone of late 1990s fashion photography—captures the incongruous chink in a flawless image. Models with knotted hair, a wrinkled shirt, asymmetrical blush or a cowlick—through Sims's perfect lens, with Sims's perfect light, it all looks, yes, perfect. You wouldn't imagine it any other way.


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Tom Tracy
News Articles
Articles by Tom Tracy
NCR Email Alerts
Sign up to get NCR updates by email. Existing users: change your preferences here. Enter your email address in the box below and click "Go."
In This Issue
April 25-May 8, 2014
- Bishops' border Mass may have epitomized a return to witness
- Cesar Chavez's fast a touch point for prophetic film
- Editorial: New papal saints have flaws as well as greatness
- Special Section: Summer Books
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HARRISONBURG, Va., Aug. 30, 2013 - Sophomore Daniel Roppert connected on a penalty kick opportunity with three minutes remaining in the second overtime to lift James Madison to a 2-1 victory over Fordham in the 2013 men's soccer season opener for both teams on Friday night at University Park.
Roppert's game-winner was the first goal of his career as he played in just three games as a freshman. The late score gave the Dukes three straight wins in overtime games, dating back to last season.
James Madison struck first in the game, taking a 1-0 lead on senior Adam Bastidas's goal in the 22nd minute. The goal was set up junior Steven Mashinski, who delivered a nice pass to give Bastidas an opportunity in front of the net.
The Dukes lead was short-lived as Fordham tied it up five minutes later on an impressive goal by Andrew Hickey. The freshman was able to hit the far corner of the net with his corner kick for the unassisted score.
The two teams battled to a scoreless tie for the remainder of regulation and the first overtime period. Roppert finally ended a scoring drought of over 80 minutes with the game-winner.
Kyle Morton improved to 1-0 in goal for the Dukes, making one save. The sophomore improved to 6-2-1 for his career.
JMU will host Binghamton at 2:30 p.m. on Sunday in the second day of the 2013 Fairfield by Marriott JMU Invitational.


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Christine Koh is a music and brain scientist turned publisher, designer, and freelance writer/editor. She is the editor of BostonMamas.com and the artist behind PoshPeacock.com.
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*Vehicle shown may vary visually by market and may differ from vehicles manufactured and delivered. See your dealer for details.
Put together a machine as distinctive as your fingerprint on our bike builder.
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From wheels to windshields and more, shop everything you need to customize your ride.
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About Harley-Davidson Softail® Fat Boy®
The 2014 Harley-Davidson Softail Fat Boy FLSTF model is one of the quintessential cruiser motorcycles. Hearkening to the 'hardtail' choppers of the '60s and '70s, the Harley-Davidson Fat Boy motorcycle keeps that heritage alive more than forty years later. The FLSTF Fat Boy is the original 'fat custom' bike—laid-back and luxurious with an unmistakable profile on the road. The Harley Fat Boy features an air-cooled Twin Cam 103 Harley engine with 6 speed cruise drive transmission, providing more power for passing, hill-climbing, and riding with a passenger and luggage Take a seat on this Harley and get the experience of one of the 2014 H-D cruiser motorcycles. Learn about other Harley Softail motorcycles in addition to this cruiser. Look at the Heritage Softail Classic model, too; this classic motorcycle is ready for the road. If you like choppers, be sure to take a look at the Fat Boy Lo model, another of the custom H-D motorcycles.


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xplain2sql converts files from Xplain to SQL. It supports a very large subset of Xplain, and it can convert from Xplain to Microsoft SQL Server, DB/2, Inprise InterBase, PostgreSQL, Oracle, MySQL 5, SQLite 3 or ANSI-92 SQL. It can also generate an XML description of the generated SQL. This XML description can be used to create low-level middle-tier code. Example stylesheets for Eiffel/ECLI and Delphi/ADO are included. The C source code release should compile on any platform with an ANSI C compiler. There are binary releases for FreeBSD, Linux, Solaris x86, and Windows 2000.
miniDB is a small and fast isam/btree library/program for record based access, used as standalone or as client/server. It features a small footprint, multi-field indexes, autoincrement fields, and database logging. All data is kept in a pure ASCII file, so you can also use grep and awk on it.
KeyAccess is a light-weight object-relational mapping (ORM) tool for Java, using existing databases as the starting point to generate a domain model. Its main goal is to reduce and sometimes eliminate manual updating between your domain object model and the underlying databases, while still being able to use arbitrarily complex SQL queries. In addition, KeyAccess doesn't mandate a special architecture or framework – it will work in any application using JDBC.
pg-python provides access to Python from PostgreSQL. It contrasts with the built-in procedural language by interfacing with PostgreSQL types rather than converting them. This allows large instances of data types to be handled with greater efficiency while also allowing reasonable support for arbitrary data types without the need for a specialized implementation. Procedures are managed as entire modules so that initialization can be performed naturally by a stored procedure (each PostgreSQL function has a "main" entry point). Import statements may exist in a more natural position, and the "main" entry point may be decorated.
A camera app for Android.
Provides a generic CDS (or ARINC 661 Server) conforming to the ARINC 661 standard.


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Dwell Clicker 2 allows you to use a mouse or other pointing device without clicking buttons.
Dwell Clicker 2 is a Windows application that allows you to use a mouse or other pointing device without clicking buttons. It is ideal for people with RSI and people who use alternative pointing devices such as a headpointer or joystick.
Dwelling is resting the mouse over one area of the screen for a specified time. Using Dwell Clicker 2, you can left-click, right-click, double-click or drag, all without physically pressing a button.
Find out what Dwell Clicker can do and how it works:
Dwell Clicker 2 can be downloaded for free. The advanced features of the full version are available for 30 days, after which you can continue to use Dwell Clicker 2 Free for as long as you like. You can purchase the full version of Dwell Clicker 2, which includes target snapping, visual dwell display and click lock, for £9.99 using an integrated, secure online checkout process.
Download Manual (1Mb, PDF)
Dwell Clicker 2 requires:
Some features require Windows Vista with Service Pack 2 or later.


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Arm & Hammer Swivel Bin and Rake
Swivel bin saves time with less unloading. Lift bin and it swivels down, preparing for the next pickup. Rake works well on both grass and hard surfaces. Ergonomic handles with easy grip.
Color: Black with Copper accents
Complete This Look
Customers Ratings and Reviews
Write an online review and share your thoughts with other customers


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2325 El Camino Real Ste 104, Santa Clara, CA | Directions 9505037.352739 -121.965321
Mon-Sat: 11am-10pm, Sun: 5am-10pm
decent ambiance, mediocre food – Went on a weds night, 7:30, empty except a group. was in a strip mall, small parking lot, but since we went o off night we were able to get a place. nice atmosphere except for the fact that was empty and didn't pick up,
Ordered yellow curry with chicken, was average
house special - duck run, no that great. in fact, chewy, fatty and not delicate at all. Common, if it's a house special, shouldn't it be really good?
Wont go there again.
Not for Take-out – This review is based only on Take out for Dusita. First, there was absolutely NO parking and I had to use the handicapped spot. Unfortunately, the packed parking lot was NOT for the Thai restaurant. When I got home the food was barely warm. The Pad Thai noodles were ONE big clump, the red curry was okay at best, and their "specialty" Three Muskateer dish was Horrible. I would hope that the food is better when dining in but I won't be reviewing that any time soon.
Great food – If you're looking for a good fast Thai place, this it it. Their lunch specials are especially good, a large portion and two eggrolls and soup. Their food is as good as Krung Thai except more authentic since their dishes tend to be spicier but you can ask for mild, except I'd say Krung Thai's pad thai is probably better. In all other respects it's great. The parking is short but you can usually find a place nearby. It's usually not crowded so there's prompt seating and take out. The atmosphere is decent too. They are very accommodating to big groups as well but make reservations for that.
good food – the portion are big compared to other thai place. they usually ask you how spicy you want your dishes. the choices are : mild, medium , or hot. we like it "mild" for the family. "medium" is enjoyable hot. have not tried "hot" yet.
Tasty Thai Food – We had the curry with roast duck, very Tasty and not too spicy. Also ordered the BBQ Beef and Green Beans with Chicken in a red chili sauce. Everything was really good. We ordered off the dinner menu so it was that cheap. For 3 people it cost us approximately $13/person. Lunch is $6.95, and they have a variety of different things. We'll have to try that next time. Only bad thing was that we wanted more rice, but the server didn't walk around too often. It would take a couple of minutes just to get more rice.
Editorial Review by Citysearch Editors – Thai cuisine with beef, poultry, seafood and vegetarian options. Chow down on the specialty crazy scallops or seafood love boat.
Great Thai Food on El Camino – This is a nice, quiet restaurant with very good Thai food. The prices are very reasonable. The service and staff are friendly and attentive. Also, you can bring your own wine and pay only $5 for a corkage fee. Note, their food is spicy, so order things mild unless you can handle the spice!!
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I LOVE this die!! The middle can be popped out of the telephone and you can cover the hole with a button or die cut a different colored paper. You can even cut the top off the phone to make it "hang." I have not used the typewriter yet but I am sure it will be as impressive.
Love Tim holtz dies. They r high quality and make great cuts. This size is great for cards


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Welcome to the Orange Islands! Please remember to read the rules. Come chat with us on our IRC channel and enjoy your stay!
The I Really Need to Get a Hobby Challenge!
Discussion in 'Orange Islands' started by Romeert, Jun 26, 2011.
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BKE Culture Boot Stretch JeanSALE $59.97 was $79.95 Item #74845BPL1216
- Mid-rise zip fly stretch jean
- Comfort waistband
- Curvy fit, slightly eased through the hip and thigh
- 18" bottom opening
- Embroidery on pieced back pockets
- Hand sanding and whiskering details
- Need Help? View the Denim Guide
- 99% Cotton, 1% Spandex.
- Machine wash separately cold water. Do not bleach. Tumble dry medium. Warm iron.
- Made in Mexico.
BKE Culture Boot Stretch Jean 1 1
Finally Long Enough The lengths are wonderful. The quality is fantastic. I will no longer purchase jeans from any place else. Way to go Buckle. October 15, 2013
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Maureen and Mike Mansfield Library Digital Collections
December 17, 1971 CONGRESSIONAL RECORD-SENATE s 21853
Mr. MANSFIELD. Mr. President, I suggest
the absence of a quorum.
The ACTING PRESIDENT pro tempore.
The clerk will call the roll.
The second assistant legislative clerk
proceeded to call the roll.
Mr. MANSFIELD. Mr. President, I ask
unanimous consent that the order for the
quorum call be rescinded.
The ACTING PRESIDENT pro tempore.
Without objection, it is so ordered.
Mr. MANSFIELD, Mr. President, so
that the Senate will have some indication
as to what confronts us in the next session,
I would like to make a brief statement
at this time which will be read, I
hope, by all Members in the RECORD of
today's proceedings, which will appear
With some trepidation I must announce
that the legislative logjam that
has marked the concluding weeks of the
first session of the 92d Congress will mark
as well the beginning weeks of the second
While the Senate's record has been
significant, there remain in this Congress
a number of subjects of major importance
that must be addressed before the
92d Congress adjow·ns.
Top on the list are the equal employment
opportunity amendments which
have been on the Senrute Calendar awaiting
action since last October 28. It is
the intention of the joint leadership to
bring this measure before the Senate
as its fl.rst order of business in the new
session. For that purposeS. 2515 has been
made the unfinished business.
There will be a number of major items
thereafter that will be ready for early
consideration. On some, time limitations
agreements have already been obtained.
The others will be considered on the
basis of proceeding until disposed of on
the merits. They include voter registration,
S. 2574; higher education, S.
659; the equal rights amendment; and
welfare and social security, H.R. 1. !.11
of these items are extremely important.
All, hopefully, will be disposed of as soon
as possible.
Mr. President, I will read the list of
these items together with pertinent
agreements and announcements that
have appeared in connection therewith.
First, S. 2515, equal employment opportunities,
the pending business on return
for second session, January 18,
Second. Higher education, S. 659.
Time limit of 6 hours, 2 hours on each
amendment thereto, and one-half hour
on amendments in the second degree;
provided that 3 days' notice be given
p1ior to the consideration of S. 659-
RECORD, November 24, S19657.
Third. Equal rights amendment, expected
to be reported by February 1,
as indicated by Senator· ERVIN-RECORD
of October 19, S16536:
I belleve II 1t goes over, 1t will be r eported
by the 1st of February. I do not believe, with
the other press or business, we could possibly
do It sooner.
Fourth. Welfare, social security, H.R.
1, expected to be reperted by March 1
as indicated by Senator LoNG-RECORD,
November 17, S18872:
I said to the majority leader earlier today
and I said earl1er In discussion with him and
with other members of the committee prior
to that time that It Is my hope we can bring
the bill out by March 1. It may be that we
could have It out here by February 15. That
may depend on what schedule the Senate
Fifth. Voter registration, S. 2574.
Mr. President, in addition to the items
which I have listed as being in line for
consideration next year, I wish, on behalf
of the distinguished Presiding Officer
the Senator from Montana (Mr.
ME~CALF), and myself, to express the
hope that HR. 1163, a bill to authorize
the establishment and maintenance of
reserve supplies of farm commodities, will
be taken up by the full Committee on
Agriculture and Forestry as soon as possible
and be reported and placed on the
It is my understanding that this measure
was considered by the appropriate
agriculture subcommittee under the
chairmanship of the distinguished Senator
from North Carolina (Mr. JORDAN)
and was reported out of the committee
by, I believe, a vote of 9 to 1 or 9 to 0.
I do not recall the exact vote. However,
because of the lateness of the session, it
was evidently impossible for the full
committee to meet, and in order to keep
the record clear and to clear up any
misunderstandings about this bill, I
would point out it is not now on the
calendar. It has not been before the full
Committee on Agriculture and Forestry.
It will not be eligible for consideration in
the Senate until it is reported by the
committee and placed on the Calendar. I
want to state, on behalf of the two Senators
from Montana (Mr. METCALF and
Mr. MANSFIELD), who cosponsored the
bill in the Senate, our hope that it will
be given expeditious consideration as
soon as possible.
Mr. President, what this proposed
schedule indicates is that Members
should get a good rest when we adjourn
this year because next year being a political
year and being also a very difficult
legislative year will require that
Senators come back in the best of health
and, hopefully, in the best of spirits.
Mr. JA VITS. Mr. President, will the
Senator yield?
The ACTING PRESIDENT pro tempore.
Will the Senator first permit the
Chair to complete morning business?
Mr. MANSFIELD. Mr. President, I ask
Mike Mansfield Papers, Series 21, Box 47, Folder 82, Mansfield Library, University of Montana
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Friday, April 25, 2014
VarsityMaine The Portland Press Herald and Maine Sunday Telegram put a priority on high school sports coverage, and this blog is a place for all our reporters to put news and notes from around the state.
From football to field hockey, from cross country to volleyball, our goal is to keep you informed of the happenings in all high school sports.
Click below for sport-specific posts.
More from Maine High School Sports Bloggers.


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North Korea added to the destination rosterPosted on June 22nd, 2012 No comments
We are delighted to announce a brand new series of tours to North Korea, a landmark 'first' for the company, as we celebrate our 25th anniversary this year. The new North Korea itineraries provide a once-in-a-lifetime opportunity to visit one of the most secretive and intriguing countries in the world; an organized tour is the only way to visit the DPRK—there is no alternative.
North Korea is the second atypical destination to be added to Adventures Abroad's tour schedule in 2012; Iraqi Kurdistan has been offered since January and has since seen two successful tours conclude to rave reviews.
"How is it we can regularly put together 'off-the-beaten-track' tours that other operators can't? Because to us, it's familiar territory; Adventures Abroad has a quarter-century of experience creating and running tours to far-flung lands," said Product Manager Rick Unrau, who went on a reconnaissance trip to Iraqi Kurdistan before spearheading the project to create the itineraries. "We were among the first North American operators to run tours to Yemen the 1990s, then Libya, Iran and Syria when they were accessible, and our current schedule includes less-visited destinations like Indonesia, Colombia, Papua New Guinea, the Caucasus and West Africa. We are meticulous in our research and uncompromising when it comes to client safety. We know what we're doing."


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Bead Landing Seascape Blue Tassel Seaglass Necklace
Material List
- Bead Landing™ Seascape Sea Glass Connector
- Bead Landing™ Chain
- Bead Landing™ Seascape Faceted Beads
- Bead Landing™ Seascape Lobster Claw Clasp
- Jump Rings
- Eye Pins
- Bent Nose Pliers
- Chain Cutters
Project Instructions
Cut four 10" sections of Bead Landing™ chain.
Place an eye pin through 8 to 10 Bead Landing™ Seascape faceted beads. Fold the pin to a 90° angle and trim to ¼". Using a round nose pliers, begin rolling the pin over to form a loop.
Cut four lengths of chain with chain cutters. The chain length will be determined by how long you would like your necklace to hang.
Lay two lengths of chain side by side.
Lay the beaded eye pins in between the lengths of chain. Using round nose pliers, carefully open the loops on the beaded eye pins and close them around links in the chain. The beaded eye pins should lie perpendicular, between the chain lengths.
Repeat for the remaining two lengths of chain.
Remove the center top loop on the Bead Landing™ blue sea glass connector, with wire cutters.
Place a jump ring on each of the remaining loops on the Bead Landing™ blue sea glass connector.
Attach the chain with the blue faceted beads to each of the top loops on the connector.
Bring the ends of the beaded chain length together and join with a jump ring.
Repeat for the remaining beaded chain length.
On one of the bead lengths, place the Bead Landing™ Seascape lobster claw closure.
Add ¾" lengths of chain to the remaining loops at the bottom of the sea glass connector.


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Non-Discrimination Rules and Religious Associational Freedom
June 3, 2007Gregory S. Baylor, Timothy J. Tracey
Governments are applying rules banning "discrimination" on the basis of religion and "sexual orientation" to religious groups with increasing frequency. As interpreted by the courts, the extent to which the Constitution protects the freedom of religious groups to associate around shared religious commitments is not entirely settled. We believe, however, that a proper regard for religious liberty should move government to exempt religious organizations from such nondiscrimination rules. When government subordinates religious freedom to other public policy objectives, courts should—and must—find violations of the Constitution....
Non-Discrimination Rules and Religious Associational Freedom


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Sunscreen is the first line of defense against sun damage (experts say slather on an ounce—about a palmful—of SPF 30 or higher and re-apply every 2 hours). And now it has some help: the latest research suggests that these beverages may also deliver nutrients that protect your skin.
—Hillary Gilson


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27th Cinco de Mayo festival has big turnout
With plumes of peacock feathers on their heads and decked in shiny, gold-embroidered costumes, members of the dance troupe Ihuicatl awed audiences by moving to ancient Aztec rhythms Saturday…
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"A tragic incident involving an allegation of rape at the Victory Christian Center campus has been the subject of much media coverage.
On behalf of Victory Christian Center, we fully understand the gravity of these allegations and are working with law enforcement and investigating within our organization to gather all information to address this matter. We are fully committed to the safety of our church family and our campus visitors, and this is not reflective of how we strive to operate.
Victory Christian Center has a written policy that requires any allegation of abuse to be reported by employees to the Department of Human Services, and internally within one hour to their department head and the director of human resources. It appears that this policy was not followed by the employees initially involved, and the allegations were not reported as directed within the required time.
The employees who we found to be aware of the allegation of rape have been suspended while we complete our internal investigation and assess our final disciplinary actions.
We will be asking the state Department of Human Services to partner with us to conduct a full audit of our policy for responding to allegations of child abuse, and will conduct an in-depth review of these procedures with all employees and volunteers.
Victory Christian Center has fully cooperated with the police and their investigation, and we will continue to do so in the future.
Most importantly, our hearts go out to the victims involved, and we ask that your thoughts and prayers be with them and their families. The safety and well-being of anyone who comes on our campuses is extremely important to our ministry. We are deeply saddened and greatly disappointed by this event."
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The views expressed here do not necessarily represent those of KOKI FOX23 - Tulsa


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690 Van Ness Ave, San Francisco, CA | Directions 9410237.781875 -122.420428
Terrible service for decent hot soup – I went for lunch when I was the only customer. It seemed like forever before they even noticed that I was waiting and then were exceptionally slow at seating me. It was nice that they had little appetizers and salads to start with. I ordered soup noodles which somewhat tasty...different recipes than "authentic" noodlehouses, but tasty. Expensive for what it is.
Eat your way around the world at this spacious Civic Center noodle shop. – The Scene
A generous space with stark, raftered ceilings attracts primarily the office lunch crowd. An unfortunate Miami-esque color scheme, with pastel-green vinyl booths flanked by peach-colored walls, conjures up memories of an upscale cafeteria. A massive bar remains strangely deserted. Service is courteous but can be slow.
The Food
Although noodles are the inspiration for this informal eatery's name, stir-fried and grilled dishes easily outshine them. Noodles are consistently overcooked and oily in dishes such as pad see ew and vegetable chow mein. Even soups lack depth, like a mushy tempura udon with a flat broth. Spicy, herbaceous Thai basil noodles are the most successful, yet the noodles still lack bounce. Stick to familiar fare, especially a tender, piquant chicken Penang, pleasingly rich with coconut milk and bright with crisp green beans; or smoky-sweet grilled tamarind prawns paired with a fiery portobello-green bean stir-fry.
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Please enter your order id or your email address to check the status of your order.
IMPORTANT CONSUMER WARNING - BEWARE OF FAKE UGG AUSTRALIA PRODUCTS ON-LINE. Many counterfeits are sold at or near full price. Click Here to confirm the authenticity of CleanlineSurf.com as an authorized UGG® Australia retailer.


text:
product details
Indoor soccer players will love the lightweight versatility of the adidas freefootball SuperSala. Mesh panels help enhance breathability so your feet stay cool and comfortable during the match.
Upper: Synthetic and mesh upper is lightweight and breathable. Mesh tongue for comfort and breathability. Air mesh lining for breathability.
Midsole: Die-cut insole for step in comfort.
Outsole: Ultra light, low-profile, non-marking rubber outsole with Sala bottom for superb grip on indoor surfaces.
Style #: G65098
Color : Vivid Yellow/Tech Onix/Green Zest
Weight : 7.4 Ounces
Shoefitr uses 3D scanners to collect a shoe's internal measurements.
The measurements of your current shoe are compared to the one you want...
...and Shoefitr recomments the best fit.
Related products also available from Holabird Sports ...
- About adidas


text:
Narrow your search
A slick package of clips introduces Satya Nadella -- the new hoodie-wearing, hipster-spectacled face of Microsoft -- to the world.
The micro-blogging site will make a multitude of animated GIFs and many of the memes that make life worth living unavailable this weekend.
We get up-close-and-personal with an itty-bitty boombox and speak our peace on some cheapo-but-neato Star Wars earbuds.
Tune in this week to get a glimpse at the biggest iPhone you've ever seen, as well as a sun-demanding keyboard that may scare away gamers but lures Donald with promises of UV-ray disinfection.
Why whistle while you work when you can rock out? Then again, this idea has me a bit confused.
Hipster, a question-and-answer start-up, offers new recruits exactly what the company thinks they need. Money and beer. Oh, and a mustache-grooming service.
Could plaid be our gateway into accepting pink laptops? HP's new color scheme to its Mini 210 challenges us to say yes.
Modded Moleskine notebook makes a great hard drive enclosure.
InnerTee lets you select (and pay for) little design elements that are screen-printed onto the clothing item of your choice.
The company extends its analog Instax line into digital with a new portable Wi-Fi printer.


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Peace I leave you, My peace I give you: peace that the world cannot take away Do not let your hearts be troubled, and do not be afraid. (John 14:27)
These words of Jesus provide the focus and motivation for this web site. It's purpose is to provide a variety of resources that encourage and support Christian spiritual practice. As such, it is an online spirituality center -- a place where you can find retreats, workshops, books, handouts, worksheets, and a community of kindred spirits who are seeking to grow in Christ.
I have been able to develop these resources because of the support provided by
Heartland Center for Spirituality
, in Great Bend, KS. Kudos to the
Dominican Sisters of Peace
for recognizing the role of the Internet in furthering the "Holy Preaching" they so value and emphasize.
Philip St. Romain, M.S., D. Min.
www |
Spiritual Guidance
Books and eBooks
Internet Programs
Discussion Forum
Handouts, Worksheets
Prayer Requests
Link Exchange
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Keep in Touch
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An Online Christian Spirituality Center