text: A Framework for Organizational Governance of Knowledge and Learning Identifying the decisions and decision-makers required to build and sustain an effective K&L program Authors: Bruce Strong, Thomas H. Davenport, and Laurence Prusak Date: April 2007 Many organizations are making substantial investments in their knowledge management and learning (K&L) functions. These organizations correctly recognize that knowledge and learning are the keys to their growth, innovation, and effective execution of strategy. While some organizations have reaped considerable returns – notably including General Electric, McKinsey, Toyota, the World Bank, and Goldman Sachs – we have observed that many are suffering from poor performance or are not as effective as they could be. Like other human resource and IT-oriented initiatives, they have long struggled to align themselves to the businesses they serve. Some knowledge and learning programs have even been shut down or outsourced. We combine the concepts of knowledge and learning in this article and in our research because we believe that they are really two sides of the same coin. Knowledge is only useful for those who can effectively learn, and learning is only effective if useful knowledge if available. We recognize, however, that many organizations still treat the two as separate entities. A recent Babson Working Knowledge study of 20 high-performing organizations, however, suggested that more than half viewed knowledge and learning as having close connections within their organizations, and were pursuing joint interventions for critical workforces.i Regardless of whether organizations combine K&L or not, what determines the performance of these functions? The literature offers many suggestions. Often cited are: a clear vision and purpose for K&L, K&L alignment with strategic goals, management support, embedding K&L into business processes, an integrated technical infrastructure, an organizational culture that supports the sharing and use of knowledge, and metrics for measuring program success. While we agree that these factors are generally important, we will argue in this article that they aren't the cause of a well managed K&L program, but rather the result. According to our research in ten knowledge-intensive organizations, what really matters to the success of K&L programs is how they are governed. No organization that we know of – not one – has enjoyed sustained benefits from its K&L program without establishing clear decision rights for how decisions are made and resources are used. At first glance, this statement may seem glaringly obvious, even tautological. For other business functions – like finance, operations, or marketing – few would argue against the assertion that good governance is a requirement of effectiveness. But for historical reasons, which we will discuss in the first section of this paper, many responsible for K&L have not yet grasped the importance of governance. In the second section, we will define what we mean by K&L governance and identify the underlying actions that constitute it. Finally, in the third section, we will present the results of a study we conducted of ten large organizations with significant K&L programs. In this study we identify the various governance models used by the observed organizations and compare the results. Based on our analysis, and our experience with other organizations, we will offer recommendations for governance models and practices that we believe will provide superior performance. Why Has Governance Been Neglected? Our research has found three factors preventing K&L programs from getting the requisite attention and resources for a disciplined implementation and institutionalization of K&L programs: K&L's novelty, K&L's invisibility, and K&L's context-sensitivity. Let's look at each separately. K&L are relatively new organizational disciplines, particularly when knowledge is incorporated. As a result, the models, standards, and vocabulary for describing K&L governance are still not commonly known or understood. In particular, knowledge management has only been in existence for about ten years as a documented practice. Contrast this with information technology, which has been with us for more than forty.ii Governing something as complex as human learning and knowledge is not simple. Without having a supporting framework, organizations often punt on formally governing K&L at all. Lack of visibility is a second factor why so few organizations effectively govern their K&L programs. The pain that K&L is supposed to alleviate is most acutely felt below the senior management level. In most organizations, subordinates are expected to cater to senior executive knowledge needs, and substantial resources are devoted to "executive education." Non-executive employees are often told to find their own way through an online education or knowledge portal. The difficulty other employees have in finding the learning and knowledge they need in a timely way just isn't experienced by those on the top. Because the problem is invisible to senior management, iii knowledge workers have often resorted to K&L skunk works. When times are flush, management may by default "let a thousand flowers bloom." The result of all this K&L activity not being visible at the enterprise level is that senior management seriously underestimates the amount of resources being dedicated to it. Often, K&L activity is hidden within other discretionary spending. For this reason, senior management may mistakenly think that K&L activity isn't worth governing. A third hurdle preventing K&L solutions from being optimized across the organization is that they are famously context-sensitive. Business units sometimes worry that control from the top will spoil the local characteristics that make their program effective. These fears have on occasion been fueled by ham- handed efforts by senior management to bring K&L under control without really understanding how it works. Similarly, sometimes there is active resistance to enterprise-level governance. A business unit may be quite happy to share knowledge locally, but may be less interested in sharing organization-wide. For these (and most likely other) reasons, K&L governance is not generally well executed. Nonetheless, some organizations do a much better job at K&L governance than others. What are the characteristics that separate superior performance from lackluster results? And how have these organizations "sold" the benefits of governance to K&L leaders at the business unit level? We will address these issues. But before we tackle them, we need to attend to some definitional matters. What Is K&L Governance and What Is its Purpose? We define governance as: specifying the decisions that need to be made, and those who should make them, to maximize the benefits and efficiency of K&L activities. Here we emphasize that governance is different from management, since governance's role is to determine who decides, while management is responsible for making and implementing decisions. In our research and experience, K&L governance needs to specify the decision rights in three major program areas to be successful: definition, ecology, and evaluation. Program Program Definition Ecology Program Evaluation Figure 1: The Major K&L Governance Areas Program Definition. Here, governance is concerned with assigning responsibility for what the K&L program will do. Specifically, organizations should begin by identifying desired outcomes. What is the vision for K&L and how does this vision support organizational strategy? Perhaps the organizational strategy is to derive a higher percentage of revenue from new products, or to retain knowledge being lost through retirement and attrition, or lower costs for selling and delivering work. If K&L is to be a "must have" and not a "nice-to-have," then these outcomes should be clearly specified. Once organizations have targeted these goals, they should take the next step of setting an overall budget for K&L. Creating a portfolio is the last step of program definition. It must be clear who has responsibility for evaluating K&L projects organization-wide to ensure that they support business strategy, have a desirable risk profile (i.e., the portfolio is bold enough to move the organization forward but not so risky as to be foolhardy), and have the right mix of projects to deliver short term wins while also building for the future. Program Ecology. These responsibilities involve ensuring that the environment for doing K&L projects is both efficient and conducive to long-term success. In our view there are 8 types of K&L responsibility. Below we describe the core aspects of each. Developing and Establishing K&L cultural norms. This touch point defines who is responsible for establishing the cultural norms that support K&L (e.g., that knowledge sharing is expected, that knowledge reuse is desirable, that the organization must constantly be learning.) Defining reporting guidelines. Only if there are organization-wide guidelines for reporting expenditures, allowing for efficient aggregation across the organization, can the real costs of K&L be understood (This exercise can be more contentious than one might imagine. Especially on the knowledge side, separating knowledge management activities from operational ones can be difficult.) K&L governance communications. Governance works in a vacuum unless it is able to communicate its purpose and decisions. Responsibility needs to be assigned for creating and maintaining the communication channels and education efforts that disseminate K&L governance principles and policies, and the outcomes of the K&L decision-making process. Architecture and application standards. Users expect consistency no matter what part of the organization they're in for such functions as search, collaboration tools, and online training systems. Responsibility needs to be assigned to ensure that the organization isn't buying redundant applications (one organization we visited was running five different learning management systems) and that the applications work well together. Shared services. Responsibility needs to be assigned for determining which shared services (e.g., collaboration tools, learning management systems) will be provided to the business units and which they will need to develop themselves. Service level agreements and charge out policies also need to be established. Embracing Standards Some people within organizations react to standards, like the ones suggested for K&L program ecology, negatively. They view them as an annoyance at best, and as stultifying creativity killers at worst. But, when carefully defined by those they will affect, standards can actually enhance creativity by allowing people to focus more on what they are trying to accomplish rather than on how. The classic example of this is HTML, the protocol for rendering Web pages. It is a strict, and some people would say clunky, standard which has nonetheless facilitated the release of an immense amount of creativity. The standards for content. Both knowledge and learning functions rely on content to create value for the organization. Well-functioning K&L programs ensure that there are standards for the purchase, storage, tagging (including attribution), updating, retiring, and security of content. The standards for K&L processes. Standards can also be useful for K&L processes. For instance, what are the standards for creating a community of practice? What are the requirements? How much funding will it receive? What justifications are required to their continued existence? And what are the criteria for retiring one? The procedures for addressing standards exceptions. Properly applied, standards – contrary to popular belief – can be very effective promoters of innovation and change. (See sidebar.) Nonetheless, sometimes exceptions need to be made when adapting to new opportunities or challenges. The exceptions process is very important for enforcing the integrity of K&L governance while also ensuring that it doesn't become hidebound. Program Evaluation. Governance can only maximize the benefits and efficiency of K&L activities if it establishes an effective feedback loop which includes senior management and the field. The first of two steps to achieving this upside is to assign responsibility for evaluating outcomes and promulgating lessons learned. Here the key function of governance is to instill the discipline to evaluate how well the program is being run, and to spread the learning to ensure all participants are performing at best practice levels. The second step is reporting on actual expenditures. Here governance must make clear who is responsible for reporting on what was actually expended on K&L (as opposed to budgeted.) The Characteristics of Good K&L Governance Now that we've defined the objectives of K&L governance, we turn to the research study. The ten organizations we interviewed were from the professional services, banking, governmental, and energy sectors. All had substantial K&L programs. While diverse in their mission and organizational structures, they shared three characteristics. They have a diverse, most often global, clientele and workforce. Second, they are complex organizations with independent business units that are active in distinct sectors. Third, they are all knowledge-driven organizations, and thus have a clear need to manage K&L. Notwithstanding their similarities, they approached governance of K&L in distinct ways. We categorized these in what we call "governance archetypes."iv The archetypes we observed in the sample were: • Business Monarchy: Top managers from the business leadership decide for the entire organization. • IT Monarchy: IT specialists, often from the Chief Information Officer's group, make the decisions. • HR Monarchy: HR specialists, often led by someone from the office of the vice president of human resources, decide. • Federal: Both corporate business leadership and representatives from each business unit make decisions (with or without the K&L organization being involved) • K&L Duopoly: K&L leaders meets individually with business unit leaders to make the key decisions • Feudal: Decisions are primarily made by the business units independent of corporate control. • Anarchic: Isolated individuals or small groups make K&L decisions. Some of the organizations combined K&L while others had separate organizations for them. While we believe that combining them is generally a good idea, doing so does not seem to be necessary for having successful programs in each area. In order to judge the effectiveness of their K&L governance, we used a simple scoring system to evaluate these outcomes of governance effectiveness: • The cost effective use of K&L • The use of K&L to stimulate growth • The use of K&L to improve knowledge asset utilization • The use of K&L to improve business flexibility. For each comparator organization, we rated each of these factors according to their importance to the success of the organization. We then rated the organization's effectiveness at optimizing these different factors. A score was then given for the overall effectiveness of K&L governance performance.v Bank Energy Govt 1 Govt 2 Govt 3 Govt 4 PS 1 PS 2 PS 3 PS 4 Governance Outcome 1=Not important, 5=Very important Cos t-effective us e of K&L 5 4 3 3 3 4 5 3 4 5 Effective use of K&L for growth 3 5 2 1 2 1 3 4 3 2 Effective use of K&L for ass et utilization 4 5 5 5 5 5 5 5 4 5 Effective use of K&L for bus iness flexibility 5 4 4 5 5 5 4 4 4 5 Success Measure 1=Not successful, 5=Very successful Cos t-effective us e of K&L 4 2 2 3 2 3 4 4 4 4 Effective use of K&L for growth 3 3 1 1 1 1 2 3 2 2 Effective use of K&L for ass et utilization 4 3 2 3 2 3 3 4 4 5 Effective use of K&L for bus iness flexibility 5 2 2 3 2 2 3 4 3 5 Governance Performance 82 51 37 57 37 51 62 75 67 87 Figure 2: Governance Performance Scoresvi The results are shown in figure 2. The first four rows of figures give the importance of the outcome. The next four indicate how successful the organization has been at realizing the value of K&L. The governance performance score can range from 20 (very poor) to perfect (100). From observation, it is our assessment that firms must have scores greater than 60 to begin to claim effective K&L governance. How did the rating work in practice? Take for example the bank in our sample, represented in the first column of the table. For this firm, the cost effective use of K&L is "very important" because of the amount of resources dedicated to it. On the other hand, the use of K&L for growth is only somewhat important because profitability, and not growth, is the firm's primary goal. This firm rates highly (second only to the profession services firm number 4) because for those measures that are important for it, it is also successful at realizing their benefit. Contrast this with governmental organization represented in the third column (Govt 1). While the agency judged the importance of asset utilization and business flexibility to be high, it was not successful at realizing them, resulting in a low score. One observation that can be immediately made is that effectiveness of these organizations' K&L governance varies a great deal. We believe that this reflects the immaturity of K&L governance as a discipline. Unlike the governance of financial matters (where one would see much less variability), the governance of K&L is still not consistently practiced. How do these scores relate to the governance archetype used by the organization? The results are striking: Governance Organization # of Knowledge Learning Performance Employees Governance Governance Score (Approx) Archetype Archetype 87 PS 4 10,000 Business Monarchy Business Monarchy 82 Bank 30,000 Business Monarchy Business Monarchy 75 PS 2 5,000 Business Monarchy Business Monarchy 67 PS 3 > 100,000 Knowledge HR Organization/Business Organization/Business Unit Duopoly Unit Duopoly 62 PS 1 > 100,000 Feudal (with IT Feudal (with IT Monarchy for IT Monarchy for IT decisions) decisions) 57 Govt 2 10,000 Feudal (but with an Feudal (but with an influential central influential central body) body) 51 Govt 4 10,000 Until a year ago, Federal feudal (and for some business units, anarchic.) With new organization, moving towards federal. 51 Energy > 100,000 Feudal (with IT Feudal (with IT Monarchy for IT Monarchy for IT decisions) decisions) 37 Govt 3 10,000 Anarchic and HR Monarchy sometimes feudal at the regional and country levels. 37 Govt 1 10,000 Anarchic (with IT Feudal (with IT Monarchy for IT Monarchy for IT decisions) decisions) Here, the results are sorted by score. In no instance where the organization had allowed a thousand flowers to bloom – which is to say, where K&L was governed either at the business unit level (feudally) or at the individual or group level (anarchically) – did the organization have a top score. Does the opposite hold: should senior management make all crucial K&L decisions? While we assert that establishing K&L governance is the responsibility of senior management, we would argue that making all of the decisions isn't. While a business monarchy is simple to administer, and often leads to efficient solutions (redundancy and diversity of K&L programs are generally reduced under such a model), it also has disadvantages. It can be difficult for the monarchy to understand all of the organization's K&L needs, especially in large organizations. (The top scores in our survey all came from relatively small organizations.) Isolated from the exigencies of the business units, such models can struggle to react with speed and accuracy to constantly changing needs. For larger, more complex organizations, we believe that a duopolistic model may be best. In this model, the business monarchy assigns responsibility for portfolio management, environment, and evaluation duties to its Chief Knowledge and Learning Officers (who maintain consistency and efficiency) in conjunction with the business units (who advocate for an adaptive program.) In the duopolistic model, senior management maintains oversight (generally through quarterly meetings) while the CKO/CLO work with business units one- on-one to ensure that the K&L program meets nuanced and changing business requirements. For organizations with large and complex constituencies – for instance in the public and non-profit sectors – a federal model may be more appropriate. While such a model can be cumbersome, decisions are made by the constituencies and business units voting – its inclusivity may trump efficiency. While it may be prudent for the business monarchy to assign responsibility for the portfolio management, environment, and evaluation duties to duopolies or federal systems, we observed that K&L is most effective when it reserves governance of K&L visioning to itself. Overall strategy is the responsibility of senior management, and for most organizations knowledge and learning are key assets. Senior management's involvement also sets the tone for K&L. By actively participating in its management, K&L gains organizational stature. How often should senior management participate in K&L? The results of our survey indicate that organizations with the most successful K&L programs involved senior management at least twice a year in governance, and quarterly involvement was common. We haven't seen cases of sustained success where senior management recused itself. Does Placing K&L Under One Leader Make a Difference? Some of the organizations we studied combined K&L functions under a single rubric and others separated them. Does it make a different in terms of performance? Our results showed that there was no correlation. Governance Organization K&L Functions Combined? Performance Score 87 PS 4 No 82 Bank Yes (though the emphasis is on learning) 75 PS 2 Yes 67 PS 3 No 62 PS 1 Depends on business unit, but generally "Yes" 57 Govt 3 Depends on business unit, but generally "Yes" 51 Govt 4 Yes 51 Energy No 37 Govt 3 No 37 Govt 1 No Besides setting direction, senior management in successful organizations was involved in making periodic announcements that reinforced the importance of K&L and its governance. As a result employees in these organizations were generally very aware of the importance of K&L and how it was governed. What about the roles of Chief Knowledge and Learning Officers – are they necessary for success? The highest scoring organization in our survey, a professional services firm, didn't have one. The knowledge function is rotated among the managing partners, and is certainly viewed as a serious responsibility. But all other organizations with scores greater than 60 did have either a CKO or a CLO. In our experience, while these roles aren't necessary, they are useful because they provide a recognized advocate, owner, and organizational home for K&L. Selling K&L Governance to Decentralized Units At the beginning of this paper, we articulated several reasons why employees at the business unit level may be mistrustful of K&L governance. Since governance, to be effective, must have their support, what are the arguments that should be made in its favor? One is that individuals at the business unit level should want good K&L governance as a means of getting more reliable access to resources. One can do K&L in stealth mode, supporting it using departmental funding, but ultimately the program will always be at risk. If K&L doesn't have senior management's attention, it will be vulnerable to inevitable budget cuts that will probably not take into account the program's value. The opposite is also true. Good programs, by having their value demonstrated, will be more likely to be able to convince senior management to increase investment in K&L. Another motivation is that business units can increase their cultural alignment. Without senior management support, convincing fellow employees to buy into the specific cultural norms (e.g., sharing knowledge) that support K&L is a Sisyphean task. Only if the organization is in alignment with the goals and methods of K&L – and this means that employees understand that their advancement requires it – will K&L provide sustained value. Finally, we have observed many effective K&L managers working in relative obscurity. Governance provides mechanisms for them to have more impact: standards allow local efforts to be shared across the organization; evaluation rewards good efforts and spreads best practice. (Also, because good governance creates positive business results, K&L managers can look forward to additional career opportunities.) K&L practitioners are generally more interested in working on the content of K&L programs than in thinking about how to govern its functions. But knowledge and learning, and the organizations that use them, are complex. Our experience is that K&L program definition, ecology, and evaluation won't be optimized unless they are wisely governed. For those organizations dedicated to making their K&L functions provide optimal value, good governance is critical. Endnotes i Thomas H. Davenport, "Focused Learning for Mission-Critical Jobs," Babson Working Knowledge Research Center Research Report, December 2006. ii Also, in contrast to K&L, investments in IT are very clear and tangible – they result in code and machines. Intangibles always suffer by this sort of comparison, though much work is currently being done to quantify intangible investments. (e.g., A good survey can be found in Measuring Capital in the New Economy, edited by Carol Corrado, et. al. published by University of Chicago Press in 2005.) iii K&L efforts probably also suffered in senior management's eyes because the people who promoted them – for the most part pedagogues, librarians, and information technologists – were generally not seen as being core business contributors. iv Some of these models were first used in an article entitled "Information Politics" by Thomas H. Davenport, Robert G. Eccles and Laurence Prusak, Sloan Management Review, Fall 1992, Vol. 34, No. 1, pp. 53–65. v This scoring system was adapted from one provided by Peter Weill and Jeanne Ross, IT Governance: How Top Performers Manage IT Decision Rights For Superior Results, Harvard Business School Press, 2004, pp. 239–40. vi The formula for scoring -- provided by Weill and Ross -- is: the following: (Σn=1 to 4 (importance of outcome{Q1} * influence of governance{Q2}))*100 ------------------------------------------------------------------------------------------------- Σn=1 to 4 (5 * (importance of outcome)) Note that the lowest possible score is 20 (when all of the factors are rated 1) and that the highest possible score is 100 (when all of the factors are rated 5.)


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Brad Lieb, Chickasaw Nation anthropologist, notes that the whitetail deer, so plentiful on the Blackland Prairie, was an essential part of Chickasaw culture, and provided food, deerskins for clothing and warmth and bone for weapons and tool-making. The deerskin trade with Europeans would change their way of life because it afforded the tribe access to the guns they needed to survive.
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Audio tool WireTap Anywhere hits v2.0
Ambrosia Software has released WireTap Anywhere 2.0, an upgrade to the company's professional audio routing and mixing software. Following up on the 2008 release of version 1.0, this upgrade claims that "hardwired is out; softwired is in" and allows users to capture, map, and independently adjust a...
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In 1992, Joel Rogers co-founded the New Party, a Marxist coalition that endorsed and helped elect left-wing political candidates; one of its most noteworthy members in the mid-1990s was Barack Obama. After the New Party closed its doors in 1997, it was reinvented the following year by Joel Rogers' partner, Daniel Cantor, as the Working Families Party, which became a powerful front group for ACORN. Rogers has […]
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NASHVILLE, Tenn. – Sarah Palin, in a speech that was short on ideas but big on enthusiasm, took aim at President Barack Obama and the Democrats, telling a gathering of "tea party" activists that America is ripe for another revolution. Noting his party's dismal showing in elections since Obama moved into the White House a […]
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Jets owner: 'I didn't sign up for 3-6 season'
Updated: November 15, 2012, 5:46 PM ETAssociated Press
FLORHAM PARK, N.J. -- Woody Johnson expects the New York Jets to turn things around -- and fast.
A 3-6 start has the owner just as disappointed as the fans, who were expecting a lot more this season from Rex Ryan's team.
"The record says what's going on," Johnson said during practice Thursday. "We're a 3-6 team. Are we happy? Are they happy? Are the players happy? I know the fans aren't happy. The answer is no. We're not happy. We're not happy with 3-6.
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Home » News » Religion
Argentina's pope stood up to power, but he has his critics
Argentine-born Jorge Mario Bergoglio already has broken with Catholic Church tradition on several counts. He is the first non-European pope since the eighth century; the first from Latin America; the first Jesuit; and the first to have assumed the name Francis.
On Wednesday, after his election in the Sistine Chapel conclave, he refused the papal limousine to go back to the Santa Marta residence where cardinals had been staying.
"He preferred riding on the minibus with the others," Vatican spokesman the Rev. Federico Lombardi said.
The new pope - who was known to use public transport and cook for himself as Archbishop of Buenos Aires - decided not to wear an ermine fur cape, as Benedict XVI had done before him, when he appeared from the centre balcony of Saint Peter's Basilica for the first time.
Bergoglio's humble demeanor was also evident when he asked the faithful to pray for him before giving his blessing. He also showed some humor, commenting that his fellow cardinals had gone to "almost the end of the world" to find him.
On Thursday, again wearing simple clothes and using a normal car rather than the papal Mercedes, he visited Rome's Basilica of Santa Maria Maggiore. He was accompanied by George Gaenswein, the Prefect of the Papal Household and the personal secretary of Pope Emeritus Benedict XVI.
"It looked as if he had always been a pope. He did not look embarrassed or scared," the Rev. Elio Monteleone, a Franciscan friar from the Basilica, said after witnessing the papal visit.
The pontiff then went to pick up his personal belongings from the Vatican guesthouse in central Rome, where he had stayed before the start of the conclave.
In the afternoon, he returned to the Sistine Chapel to celebrate Mass with his fellow cardinals electors, while his audience with the entire College of Cardinals _ including those over 80 age _ is scheduled for Friday.
From the moment white smoke announced the papal election, signals were sought about what kind of chief the 76-year-old Francis will be for a church beset by infighting, scandal and dwindling global appeal.
The Vatican also has confirmed that he had part of his lung removed when he was 21, but insisted that he is in good shape.
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The Church of God Food bank will be open Tuesday Nov. 23rd from 1:30pm – 4:30pm instead of Thursday this week do to Thanksgiving.
The Church of God Food bank will be open Tuesday Nov. 23rd from 1:30pm – 4:30pm instead of Thursday this week do to Thanksgiving.
Salvation Army Bell Ringers are needed. Begin ringing bells starting Friday Nov 26th – Sunday Nov. 28th. Two hour shifts are available. You will be ringing at Wal-Mart, Hy-Vee and Fareway. The Salvation Army is asking for church groups, service organizations and the general public to become involved. To get involved contact Deb Miller McCreedy at 319-461-6783 or Ron Bennett at 319-653-3003.
The United Methodist Soup Supper will be Friday Nov. 26th from 4:30 to 7pm at the United Methodist Church Fellowship Hall. Free will offering will be accepted for the HACAP food bank.
Disciple Prayer and Devotion Time at The Coffee Corner on the Square beginning during Advent Monday Nov. 29th and happening every Monday – Friday 6:30am to 7:30am and Saturdays at 9:15am through December 23rd.. Sponsored by the Family of Christ Ministry. Come have fellowship with other disciples joining in prayer, devotions and planning the work of the church.
Faith Baptist Church is celebrating Christmas with the Birthday Party for Jesus on Sunday, Dec. 5th from 2-4pm. All adults and children are welcome to join the fun. Festive crafts, games, and cake and ice cream make this an exciting Christmas celebration! For more information, contact Lisa or Cari at Faith Baptist at 653-4462.
Have Breakfast with Santa at the United Presbyterian Church on Saturday December 11th from 8 to 10:30am. Tickets are $3 a child, $6 for adults and 3 and under are free. Tickets are available at Main Street Washington at 205 W. Main St.
The Packwood Christian Church's Annual Thanksgiving Day Dinner will be at noon on Thanksgiving Day. The meal is free of charge and open to everyone. Please make reservations by Monday Nov. 22nd by calling Doug Dickey at 319-695-3601 or Frosty Van Voorst at 319-695-3009
The Richland United Methodist Church will be hosting the Annual Holiday Vendor Bazaar with multiple vendors' merchandise opportunities, the Church Bake Sale and luncheon on Friday , December 3rd. Doors will be open for the public 8 am to 3 pm. There are a variety of crafts, products, gifts, and various interesting items available from a variety of vendors.
The Washington Area Habitat for Humanity Annual Soup Luncheon and Dinner will be Tuesday Nov. 16th from 11am to 1pm and 4:30pm to 7pm. At the United Presbyterian Church in Washington. A Variety of soups, crackers, relishes, desserts and drinks will be served. A free will offering will be accepted, carry outs available.
The UMW Country Fair Fundraiser at the Washington UMC will be Friday Dec. 3rd from 10 am to 1pm. The Luncheon will be from 11am – 1pm. Sweet Shoppe, Granny's Attic also open. Free Will Offering and Carry Out Available.
Southeast Iowa Live Animal Christmas Play will be DECEMBER 11-12. The 2010 production will be presented Saturday, December 11th at 11:00am, 2:00pm, and 5:00pm. Then on Sunday, December 12th at 10:30am. Members of the Marion Avenue Baptist Church comprise the cast and crew. For more information regarding the Live Animal Christmas Play, please contact the production director at email@example.com
The Kalona United Methodist Church Harvest Dinner and Auction will be Sunday (11/7) at the Church at 302 4th Street in Kalona. Dinner starts at 11am and includes Pork Loin; Cost is $8 for Adults, $3.50 for 6 to 12 year olds, five and younger are free. The Auction starts at 1:30pm and includes quilts, crafts and wood works. The public is welcome.
The United Presbyterian Church Christmas Tea and program will be held on Wed. Dec. 1 at 1pm in fellowship hall. All women are welcome to come.
On Thanksgiving Eve, the Youth of Inside Out would like to invite you to join them between 5 and 6:30pm for a delicious soup supper.
The United Presbyterian Church Read and Feed Book Club will meet on Thursday Nov. 18 at 11:45am in the church library. Each reader is to choose one of the children's books by Judy Blume. Bring your lunch.
The United Presbyterian Church in Washington Adult Fellowship will be on Sunday Nov. 18 at 6:30pm at the church. Bring sandwiches, a salad or a sweet and table service. The program will be presented by Jim Petersen on cars made in Iowa.
The Ainsworth Community Church ACCW Meeting will be on Nov. 11 at 11:30am with a salad/dessert luncheon. Bring a salad or dessert to share. Marcia Wilson will be hostess. Everyone please bring a story, poem or special memory that pertains to the holiday season.
The Conesville United Methodist Church Fall Supper is Thursday (11/4) at 5pm at the Conesville Community Center. Cost is a Free will offering.
The Winfield United Methodist Church will be serving its annual turkey with all the trimmings supper Wednesday November 10th. Serving starts at 5:00, cost is $8.00 for adults, $3.00 for children ages 5 to 10 and four years and under is free.
The Christmas Extravaganza at Hamakua Place will be Saturday November 20th from 9am to 2pm. Booths are available for home based business owners, crafters, flea marketers and holiday goodies. Hamakua will be serving lunch and the venturing club will be doing a bake sale. For more information call Deb at 653-4700


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You're leaving Wedding Paper Divas to see the Deal of the Day at our parent site, Tiny Prints.
You won't be able to dismiss this by usual means (escape or click button), but you can close it programatically based on user choices or actions.
"I actually bought 2 sets of these to go with some invitations I ordered and to use for everyday. They are so lovely - high quality, easy to read and overall the best labels I've ever purchased."
"I love these address labels. We ordered the light gray color and used the original black font and images. These were so easy to apply to the envelopes and got many compliments from friends and family. We love them so much we are ordering more for personal use!"
"Great color and text. A bit larger than I was imaging (they are about 2 in wide and 1 in tall), so I am going to use them on the back of the small envelopes for my save the dates. But overall I am very happy with them!"
"I fell in love with this design and color scheme. Getting married this summer, our names on the label will be a lovely gift to my groom."
"Who doesn't like their own name in print? I can't believe I even thought twice about ordering these. They dressed up the envelope so nicely and made getting the invites out so much faster!"


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New answers tagged skype
In case anybody has the same issue - you might want to checkout if you've got glibc-locale-32bit and perl-Text-Iconv installed on your machine. The issue has nothing to do with qt as some people have suggested on other topics on the net.
There're builtin application restriction approaches, you don't have to run it within a container. Take a look at apparmor, it should fit all your needs. e.g what file it can read / write, what binaries it can execute
I had a similar issue and used the following steps: $ sudo yum update --skip-broke $ sudo yum remove epel-release.noarch $ sudo yum update NOTE: you may need to remove other conflicting repositories.
SkypeTroubleshooting article in Ubuntu's Help Wiki solved the issue very neatly. I used the "older Ubuntu versions" instructions. Skype has been known to mess up the mixer settings. So disable the automatic configuration of the mixer controls in Skype: right-click with your mouse on the Skype icon in the system tray - Options - Sound Devices - ...
Top 50 recent answers are included


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Join Or Renew Today
Join or Renew With AARP for Just $16 a Year
- Discounts on travel and everyday savings
- Subscription to AARP The Magazine
- A voice in Washington and in your community
- Free membership for your spouse or partner
En español | Subscribe: RSS Search
Posted: 08/12/2014 by Katie Levingston | Comments
A big-name musical lineup will unite to honor Lynyrd Skynyrd in a concert, "One More for the Fans! Celebrating the Songs & Music of Lynyrd Skynyrd." Trace Adkins, Gregg Allman, Alabama, Charlie Daniels, Peter Frampton, John Hiatt, Jamey Johnson and Cheap Trick (among others) will celebrate the rock group known for such hits as "Sweet Home Alabama" and "Free Bird." The concert will be taped, for later release, on Nov. 12 at the Fox Theatre in Atlanta, where the band …
Posted: 06/15/2012 by Raquel "Rocky" Egusquiza | Comments
Political and economic pressures have motivated many Latinos to uproot themselves and migrate north looking for a better future, often leaving their families behind. These brave men work multiple jobs back-to-back to provide for their loved ones while saving big sums of money to, one day, finally reunite with his family. Father's Day is around the corner and I want to dedicate this blog post to these trailblazers that opened the doors for most of us in this country with …
AARP is a nonprofit, nonpartisan organization that helps people 50 and older improve the quality of their lives.


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Happy 54th Birthday, Michael Jackson!by Free Britney at . Comments
The late, great Michael Jackson would have been 54 today.
As the dominant entertainer of his generation, if not world history, it's no surprise that his music and legacy continue to spark passion among fans young and old.
The commemoration of Jackson's August 29 birthday has, for the fourth consecutive year, sparked tributes to the music icon from Gary, Ind., who died in June 2009.
Michael Jackson (1958-2009).
Chances are, you know most if not all there is to know about MJ - from his dozens of hit songs and personal eccentricities to the feuding among his siblings.
But it's still sad he's gone, especially today. One hopes he'll be remembered more than anything for his talent and his three wonderful, well-raised children.
Prince, Paris and Blanket would make him so proud.
Michael shares his birthday with Courtney Stodden and Lea Michele. Happy birthday to those ladies as well. Now, here is a little photo tribute to MJ ...
Happy Birthday, Micheal Jackson! May God bless you my brother. To the ones that come on a website and make nasty comment, need to fall right down hill to hell. Yes, I may have made some jokes about him but still, show some respects to him and the family. Don't be an idiot! I just saw a interview on his life and troubles that he have been through from years of depression. Micheal had problems of sleeping because people was being evil to him. It is sad how the media work, just to get a lying story out. Don't always believe what you read.
Happy Anniversary of your Birth, white lady!
Happy Birthday Michael!!!! We miss you!!!
Happy birthday Michael Jackson u will be missed
¤¤¤¤happy birthday to you mj¤¤¤¤and i love you so much prince ,paris and blanket rip mj rip ppb¤¤¤¤¤
Jehovahs Witness' don't celebrate birthdays. Move along now.
Happy Birthday to the most wonderful & beautiful Icon of all times the Man that everyone sing, dance and laugh he was a good son, brother,uncle, cuzin and much more he was a TRUE FRIEND Indeed,I can remember singing out loud I Want You Back & Stop The Love You Save, ABC, these song's have a meaning if you just set an listen too them really good, I miss you Michael you will always be in my heart See you on the other side when I see you as always God Bless R.I.P.


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Oregon oil barge launched
|| Print |
|Archives - November 2006
|Wednesday, November 01, 2006
PORTLAND — It may look like a simple flat boat, but for two Oregon companies, the Morro Bay, an oceangoing double-hull barge, represents a business partnership built for the high seas. Portland-based Gunderson Marine launched the barge, built for Sause Bros., a Coos Bay-based shipping company, in September. At 380 feet, the Morro Bay can transport about 87,000 barrels of petroleum products.
Election SeasonNovember/December 2014
Wednesday, October 22, 2014
We didn't intend this issue to have an election season theme. But politics has a way of seeping into the cracks and fissures.
Read more...
The 100 Best Companies survey is openNews
Friday, October 24, 2014
How does your workplace stack up against competitors? How can you improve workplace practices to help recruit and retain employees? Find out by taking our 100 Best Companies to Work for in Oregon survey!
Read more...
Political CloutNovember/December 2014
Wednesday, October 22, 2014
Businesses spend billions of dollars each year trying to influence political decision makers by piling money into campaigns.
Read more...
The short list: 5 companies making a mint off kaleThe Latest
Thursday, November 20, 2014
Farmers, grocery stores and food processors cash in on kale.
Read more...
Shifting GroundNovember/December 2014
Wednesday, October 22, 2014
Bans on genetically modified crops create uncertainty for farmers.
Read more...
Woman of SteelNovember/December 2014
Wednesday, October 22, 2014
Tamara Lundgren tackles the challenges—without getting trampled.
Read more...
Podcast: Turn Things Around with David MarquetContributed Blogs
Friday, October 17, 2014
How can you move from a command-and-control leadership model to one of true empowerment and accountability? David Marquet did, and he took notes along the way.
Read more...
|A Complex Portrait: Immigration, Jobs and the Economy
|Revenge Forestry
|Woman of Steel
|The Bookseller
|Kill the Meeting
|Political Clout
|Ferguson bakery saved by crowdfunding
|Obamacare yields more than 1M applicants in first week of open enrollment
|Price of already-built homes in Seattle area drops
|Apple hits record-high value
|Fed's ability to regulate questioned
|Budweiser to move away from Clydesdales
|Mergers lucrative for departing CEOs, but not necessarily shareholders
Is your business ready to join us in the call for action? This opening panel includes Oregon businesses who will discuss why they signed the Oregon Climate Declaration, the investments they are making to reduce carbon emissions, and how their actions are affecting their companies.
Get ready for two days of special events produced with the EPA, Portland Timbers and ISOS before and after the GoGreen Conference on October 16.
Plenty of employers seem "dazed and confused" after the recent vote to legalize marijuana. In light of Measure 91 passing, what are some issues for private-sector Oregon employers to consider?
Rotary's Oregon Ethics in Business aims to raise consciousness about business ethics by honoring exceptional companies.
Barran Liebman's annual employment law seminar is an industry classic.
Is my drug-free workplace policy up in smoke?
More than 400 "Change Makers" will gather to invest in a socially sustainable community.
Sussman Shank LLP is pleased to announce that Dallas G. Thomsen and Victor J. Roehm have become partners of the firm.


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Kamer van Koophandel Dordrecht: Handelsregister » Inventaris nr. 1730
Naam archiefblok:
Kamer van Koophandel Dordrecht: Handelsregister
De volgende nummers ontbreken: 47413 t/m 47432, 47435 t/m 47440, 47442, 47443, 47444, 47449, 47454, 47455, 47457 t/m 47464, 47467 t/m 47470.
There are no scans of this inventory number available. You can order scans by clicking on the 'Add to shopping cart' button. In the shopping cart, you can request a custom scan. A research fee is payable for this in addition to the scan fee. The scans will be made available for downloading as soon as they are ready.
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Upcoming Events
Men's Breakfast (3rd Saturday of the Month)
September 20th, 8 am
October 18th, 8 am
SCAR Events
Mark Adamson, Andy Warns and Allen Watkins lead our SCAR Crew with outdoor adventures that will stretch you physically. SCAR stands for Ski, Climb, And Ride. We will hit the slopes in the winter, climb mountains in the summer, ride the rapids in the spring and bike the hills in the fall. This ministry is intended to get men together to share experiences and building faith while enjoying God's creation. Send Mark an email to get on the group list and you will receive updates and info about the next challenge.
Mark Adamson: email@example.com
October - Hike in the new Staunton State Park near Pine Junction. Some colors may still be visible and possibly reach Elk Falls. 7-10 miles roundtrip, 1000' elevation gain. Meet at church at 7:00 AM. Info about Staunton State Park Contact Mark Adamson at firstname.lastname@example.com
November - Bike Bear Creek Lake to Red Rocks loop. Approximately 20-25 miles. Meet at church at 7:30 AM. Please RSVP with Mark Adamson at email@example.com or call 720-470-6061.
December - Annual New Year's Eve SCAR snowshoe trip. Location TBD.
2015January - Friday Downhill Ski, location TBD
February - Snowshoe or back country ski trip, locatioon TBD
March - Downhill ski trip, location TBD
Men's Service ProjectsTheodora House
Get 'Er Done Group
If you are interested in helping a group of guys handle some needed maintenance around the church and the homes of those in need in our congregation join the Get 'Er Done group.
Drop Pastor Nate and email at email@example.com for more info.
Men's Small Groups
|Arvada Covenant Church
|Sunday, 7:00 pm, Weekly
|Mark Delahunt
Info about study: HERE
|Various Locations
|Monday, 7:00 pm, Weekly
|Fred Viarrial/Kevin Bernhardt
|Arvada Covenant Church
|Tuesday, 6:00 am, Weekly
|Matt Powell
|Indian Tree Golf Course
|Wednesday, 6:30 am, Weekly
|Wes Wolffrum
|Arvada Covenant Church
|Thursday, 4:30 pm, Weekly
|Scott Boykin
|Various Locations
|Friday, 6:30 am, Weekly
|Kent Larson
Men's Breakfast at His Love FellowshipContact: Fred Viarrial
Join Fred and represent Arvada Covenant at this monthly breakfast at "His Love Fellowship" located at 910 Kalamath Street
First Saturday of every month from 8:00 am - 9:30 am


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Covercraft Block It 380 Car Cover C15899TT
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Justin Price Photographer
Margaret OTangerModel Female York, Pennsylvania, US
My Website: Facebook!My MM URL: http://www.modelmayhem.com/peachykeenxxx
Mayhem # 2103742
About Me*~My name is Margaret. I am 23 years old and i'm a small town girl looking to make myself into a model. Ever since I was a little girl I've wanted to be a model. I would go through magazines looking at all the beautiful models telling my parents that's what I wanted to do when I grew up. I think i've almost watched every single episode of America's next top model. I always thought it would be something I could see myself doing and enjoying.
*~I'm a very creative and artsy person. I love photography but I enjoy being in front of the camera. I just recently started getting some photos taken. I want very much to become an actual model, possibly signed with an agency. I want photographers to want me to model for them, rather then me constantly searching for opportunities. I'm not saying I want to be on the cover of vogue but I wouldn't mind being on or in a local magazine.
*~My "style" is a mix between rocker chick, punk, 40's pinup, and biker. I don't have a set style. I'm flexible depending on what I want to wear. One day i'll be doll'd up like Marilyn Monroe and then the next day wearing a misfits t shirt and converse. I currently have 13 piercings {nothing nasty} and 14 tattoos. I'm not afraid to express myself with body art. I'm planning on getting a lot more. I absolutely love tattoos and I would like to incorporate them in my photos and not have to hide them. I am not a stick thin runway girl, and I will never be. I'm not fat, I have more of an average female body. I'm comfortable in bathing suits and lingerie. NO NUDE PHOTOGRAPHY.
*~Quote: Some people have a different view of beauty. Some people such as myself feel that they can use body art to cover up mistakes in themselves or imperfections, and that you will only see the art work and not everything else "wrong" with you. Even though you may be the most beautifulest human ever you may not see yourself that way. I've learned this going to tattoo conventions. Seeing many amazing creatures It's a crazy thing to think that people view themselves in such a horrible manner. But I can't say anything. Considering I keep going back for more thinking its going to fix me. But in the end no matter how you see yourself on the outside the inside is what really matters anymore.
*~You can contact me via message or email if your interested. Ask for my email please. I will get back to you!
CreditsToxic Images Photography by Jason Heiner MM#1075443
BCR Photography by Greg Platzer MM#1387266
Dan Jenkins
Derek Krehling
Sonya Lietta
Tessa Ward
Justin Price Photographer
Andrew Rosenzweig Photo Photographer
Carl Eric Porter Photographer
TonyBendel... Photographer
MIGUEL ANDREW Photographer
MrForbes Model
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Mofos B Sides deep-throat VIDEOS (13)
Abella thought that giving the border patrol agent a deepthroat blowjob and a piece of her wet Latina pussy might win her freedom, but not even a banging round booty and amazing perky natural titties can save you from the long arm of the law!
88 %
18469 views - today
A Border Patrol Agent caught this amateur redhead slut Alex, and she was DTF as soon as she saw his uniform! She stripped down, showing off her perky natural tits and tight ass, and took the agent's dick deep in her mouth and pussy!
94 %
18464 views - 2 weeks ago
Bliss is a sexy Latina slut that thought she could sneak into the country, but Border Patrol picked her up and put her to work. Guy fucked her mouth, her tight pussy, and even her tight Latina ass, then busted a fat nut all over her face!
89 %
11150 views - 2 weeks ago
Hannah thought she could sneak across the border illegally, but the guys at BP were on hand to teach her that when you try to fuck us, we fuck you right back! She gave a sweet deepthroat blowjob and then got fucked hard right out in the open!
88 %
10884 views - 2 weeks ago
The fellas down at Border Patrol found this Latina slut trying to make it into the country. They gave her a quick cavity search and her pussy started getting really wet, so dude fucked that amateur slut's mouth and pussy then gave her a huge facial!
88 %
10163 views - 2 weeks ago
Border Patrol agents caught Sophia trying to jump the border, and that amateur slut got so horny when the agent was strip searching her that she had to get some dick! The officer stripped her down, and then fucked her tight Latina pussy hard!
88 %
7580 views - 2 weeks ago
Agent Smith found stripper Sara trying to sneak into the country, and decided to sample some of her moves for himself. She stripped down and then sucked his dick, gagging on his fat cock until her amateur pussy was dripping wet and ready to fuck!
92 %
11518 views - 2 weeks ago
This 18 year old "town whore" got in touch with us cuz she wanted to try making a pro porn scene. We hooked her up with a bro who knows how to bang. Melissa showed off her ace deepthroat skills, and filmed up the fantasy fuck of her nasty d...
87 %
32513 views - 1 month ago
Some guy picked up this horny slut Christen Courtney, she wanted the dick so bad that she started stroking and sucking his cock right there in the cafe. People pretended not to notice the public sex, and that amateur slut took a facial with a smile!
86 %
37462 views - 3 months ago
Our budd found this amateur girl showing off her body on the net, and offered her a gig with us. First, Rachael told us all about her nympho sex life, then she boned our buddy right there. She deepthroated his cock, then got fucked HARD from behind.
92 %
44082 views - 3 months ago
An amateur couple's private session with a Milf sex therapist turned XXX-rated when they realized she was actually porn star Joslyn James. After Sasha learned to deepthroat, this horny pair sent in this tape of their dirty threesome.
94 %
49238 views - 3 months ago
Kylie was just chilling on vacation with her man when they bumped into porn star Summer Brielle at a cafe. Since Summer had a few hours to blow before her flight, she took the horny amateurs upstairs to show them how a real porn star fucks!
91 %
42594 views - 4 months ago


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Blue Jays Press Releases
Friday, November 28, 2014
A's trade third baseman Donaldson to Toronto
The Oakland A's acquired left-handed pitcher Sean Nolin, right-handed pitcher Kendall Graveman, infielder Brett Lawrie and Minor League infielder Franklin Barreto from the Toronto Blue Jays in exchange for third baseman Josh Donaldson, the club announced today.
Blue Jays set 2015 promotional/events schedule
The TORONTO BLUE JAYS 2015 EVENTS and PROMOTIONAL schedule focuses on some established fan favourite quality giveaway items and new theme days, events and programs. The 2015 Promotions and Events calendar will have something for everyone from the Honda Home Opener through the entire season.
Blue Jays sign Russell Martin
The Toronto Blue Jays have signed free agent catcher Russell Martin to a five year contract worth US $82 million dollars.
Blue Jays name Brook Jacoby Hitting Coach
The Toronto Blue Jays have named former Major Leaguer Brook Jacoby as Hitting Coach, joining John Gibbons' staff for the 2015 season.
Blue Jays trade for 2B Devon Travis
The TORONTO BLUE JAYS have acquired 2B DEVON TRAVIS from the Detroit Tigers in exchange for outfielder ANTHONY GOSE.
Blue Jays announce 2015 spring schedule
The TORONTO BLUE JAYS 2015 SPRING TRAINING SCHEDULE will consist of 32 games starting on Tuesday, March 3rd at home in Dunedin vs. the Pittsburgh Pirates.
Blue Jays Trade Lind
The TORONTO BLUE JAYS have exercised the 2015 option on 1B ADAM LIND for US $7.5 million and have traded him to Milwaukee in exchange for RHP MARCO ESTRADA.
Blue Jays roster additions
The TORONTO BLUE JAYS have claimed OF ANDY DIRKS off waivers from the Detroit Tigers and signed LHP JEFF FRANCIS to a minor league contract with an invitation to Major League spring training.
Blue Jays acquire Hendriks
The TORONTO BLUE JAYS have acquired RHP LIAM HENDRIKS from the Kansas City Royals in exchange for C SANTIAGO NESSY.