text:
(systems) in public administration
- Marcia Welch
- 1 years ago
- Views:
1 EIPASCOPE 2010/2 Paradoxes of improving performance management (systems) in public administration Dr Wouter van Dooren* and Nick Thijs** Paradoxes of improving performance management New public management set off a new wave of performance management efforts in government. Recent performance literature has documented the shortcomings of performance management and provided recommendations on how to improve it. This emerging issues contribution revisits this literature and makes a distinction between recommendations for better implementation of what are seen as essentially good systems (single loop learning) on the one hand, and recommendations that target the performance management systems themselves (double loop learning) on the other. It is argued that in complex settings, performance management may benefit from new ways of carrying out performance management. It is suggested that performance management needs to be more agile, more decentralised and more political. 13 Introduction Performance management in public administration has had a long ascent, and in all probability, has a long road ahead. Nonetheless, performance management is not without its problems. Practitioners, management consultants as well as academics have sought solutions in response to the paradoxical and often problematic nature of performance management. Based on recent performance literature, this contribution tries to identify some emerging issues for performance management improvement. The article first outlines some paradoxes in public sector performance measurement and management, which at the same time echoes some of the main challenges. Next, Argyris & Schön s (1996) distinction between single and double loop learning will be used to categorise the character of the proposals, which may stimulate a strategic reflection on where to go with performance measurement and management. Single loop solutions suggest mitigating the implementation problems of performance management. The main argument is that better results in performance management can be obtained by better implementation. The message is to have a second go with an essentially good system. A second cluster of responses, the double loop, proposes to change (parts of) the system itself. Here, the message is not just to try it again, but to do it differently. In complex and ambiguous contexts, the double loop proposals have the highest potential to improve the added value of performance management. Alongside the learning approaches, the article stipulates some new ways of improving performance management in the public sector. Paradoxes in performance measurement and management NPM reforms worldwide have introduced a variety of performance measurement and management practices. Performance management has gradually become an integral part of modern governance arrangements (Pollitt and Bouckaert 2004). In recent years, evaluative research has uncovered some paradoxes in the current practice. Counting the uncountable Albert Einstein s office at Princeton University had a sign stating, Not everything that counts can be counted, and not everything that can be counted counts. Sometimes this insight is forgotten. Managers and politicians inferred
2 Ex mis etebatrum Paradoxes res? of improving Ceridest performance viridepsena management omaximil 14 from the conviction that what gets measured, gets done that what does not get measured, does not get done. This incorrect logical inference was reinforced by management consultants advocating the quest for the ultimate set of Key Performance Indicators (KPIs). Many employees deduced that services not subjected to a KPI are not that important they are no key performances after all. It is not uncommon for divisions in large organisations to lobby to get their activities into the KPI set (Van Dooren 2006). They know; what is counted, counts. The last decade, several performance management experts have pleaded for a focus on measuring outcomes instead of outputs or processes (Hatry 2002; Perrin 2003). The argument is that only outcomes are real key results, i.e. results that matter for society. It does not matter how many police patrols are negotiating the streets (which is an output); citizens want safety (which is an outcome). Therefore, performance measurement should primarily focus on outcomes. Yet, and therein lies the paradox, outcomes are in many instances very hard to count. We know that what is measured gets attention, but we also know that many important dimensions are immeasurable. Distrusting professionals, but relying on them Performance management doctrine has an ambiguous attitude towards expertise and professionals. On the one hand, professionals are the key to better performance. In fact, the NPM phrase let managers manage reflects confidence in the professionalism of managers (Kettl 1997). Similarly, it is expected that managers are entrepreneurs and leaders that bring about the best in the staff under their supervision. Not in a command and control style, but by empowerment (Osborne and Gaebler 1993). On the other hand, performance management systems often express a certain amount of distrust in professionals. Davies and Lampel (1998), assessing performance management in the British National Health Service, argue that managers primarily used performance information in a tactical way, in order to intervene in the doctor-patient relationship. Hence, a plethora of indicators has been developed to counterbalance doctors professional knowledge. Radin (2006) provides the example of the British Research Assessment Exercise (RAE) which audited the research quality of universities based on a number of performance indicators such as the number and type of publications. Rather than trusting the professional researcher, quality is counted. Similarly, Radin points to the No Child Left Behind initiative in public schools in the USA. She asserts that the most vigorous critique was on the standardised tests that allegedly did not leave enough room for teachers discretion. There is a clear paradox. On the one hand, trust in professionalism is vital in an increasingly complex society. On the other hand, we are reluctant to grant this trust and hence we fall back on control and audit. According to Power (1999) these audits are to a large extent ceremonial he speaks of rituals of verification. Many audits are mainly about creating an illusion of control. Similar arguments can be made for other performance measurement initiatives in both public and private sectors (Van de Walle and Roberts 2008). Not everything that counts can be counted, and not everything that can be counted counts Paralysis by analysis Decision makers have to process a lot of information; budgets, audits, impact analyses, evaluation studies, memoranda from interest groups, laws and jurisdiction, personal communication, etc An almost superhuman analytical capacity is required to process all these sources. Performance information comes on top of this pile, and for this reason, the risk of an information overload increases even more. Although performance management is devised to improve decisions, it may well lead to paralysis. It should thus not come as a surprise that practitioners consider selectivity in measurement to be one of the key challenges for implementing performance management (Mayne 2007). If everyone is accountable, no-one is There is increasing awareness that public organisations cannot be effective on their own. A considerable amount of literature on collaboration, partnerships, and networks has developed (see for instance Mandell and Keast 2008). As a result of collaboration, the responsibilities for performance are shared as well. Hence, when many organisations participate, it becomes more difficult to hold a single organisation accountable for results. And if many are accountable, the risk occurs that no one takes responsibility for failure and everybody for success. Should we then stick to traditional accountability schemes with one principal and one agent? Probably not. The willingness to collaborate can erode when single accountability schemes are maintained. Aristigueta & Denhardt (2008) demonstrated that typical approaches to performance management are impacting partnerships and collaborations. Performancebased accountability systems tend to undermine collaborative efforts unless they are accompanied by other strategies for providing an impetus for alignment and collaboration across agencies. Single loop learning - better implementation The usual response to the paradoxes of performance management is to improve implementation. This can be categorised as single loop learning, the basic premises of performance management are not called into question. The idea is that if only we try harder, performance management will improve. In what follows, four strategies for better implementation of performance management will be discussed. Improve the quality of performance information A first strategy is to improve the quality of the information. The attention paid by organisations to quality issues is not always evident. Research suggests that often only modest attention is paid to quality assurance practices in the area of performance measurement (Mayne 2007). Nonetheless, Hatry (2008) argues that investment in the many dimensions of quality can ratchet up the use of performance information. He mentions validity, accuracy, timeliness, analysis and presentation as some important quality dimensions. Clear and timely presentation of performance information may remedy the information overload of decision makers. Professionals may trust performance information more
3 EIPASCOPE 2010/2 when validity and accuracy increases. Better analysis may help to focus performance management on what matters and to single out accountability issues. Quality of performance information alone however does not guarantee the use of performance information. As we argued above, performance information competes with other sources of information for decision-makers attention. Moreover, research on gaming has revealed that on several occasions information is selected because it fits into a predetermined agenda and not because it is intrinsically good (Perrin 1998). Yet, it should be clear that in such a context, quality improvements will not help to overcome issues such as disputes about accountability or resistance from professionals. Leadership An OECD survey (Curristine 2005) found that strong leadership (also politically) is key in explaining the success of performance management. Someone has to put his or her shoulders under a performance management effort and develop a measurement strategy. Preferably, this person carries some weight. Good leadership may be a response to these paradoxes, because it takes the uncountable into account, quickly identifies core bits of information, motivates professionals and holds people to account in a fair way. However, leadership as a concept is ill-specified, and hence the interpretation of the OECD findings is more complicated. In particular in survey research such as the OECD s, there is the risk that respondents use leadership as a quick fix when they cannot point to more precise factors. Hence, better implementation through better leadership is not a very actionable recommendation. The issue of leadership certainly raises a host of secondary questions (Van Wart 2003); who should the leader be? What traits are important for performance leadership? Where does leadership in performance come from and how can it be sustained? What should these leaders do in which circumstances? Thus it does not suffice to state that better performance management depends on better leadership. We also need to make clear what it is and what leaders need to do. Ownership Another somewhat magical word in the management discourse is ownership. Implementation failures are regularly said to be caused by a lack of it. Mayne (2007) for instance notes that a system built on filling in performance information forms for others, with no apparent use for those down the line, is unlikely to be robust and survive over time. Better implementation of performance measurement and management requires that those who are affected by the system have to accept and internalise the system (Van Dooren, Bouckaert, and Halligan 2010). In a thrust to assure ownership, performance management reforms often fall victim of over-commitment (Pollitt 2008). Many people need to be convinced in order to introduce a performance management system; politicians, top and middle managers, professionals and front line workers, to name a few. Hence, an understandable strategy is to create high expectations and to play down the costs. Yet, although this strategy may prove successful in the short term, it almost definitely will boomerang in the medium term. Typically, costs of a performance management system are tangible and become apparent relatively shortly after the introduction of the system. Benefits on the other hand are intangible and may only appear in the longer term. Disillusionment with performance systems that do not (yet) deliver may undermine confidence and therefore the failure of the performance management effort may become a selffulfilling prophecy. Ownership strategies are hence relatively fragile. It takes much more effort to build acceptance of a performance management system than to lose it. Variations of integration Integration, coordination, formalisation, consistency, coherence, routine-building, and alignment are some of the most common key words for those who want to fix performance management without questioning its blueprint. Although the importance of integration and coordination is undeniable, we should also acknowledge its limitations. Complexity and change regularly tear carefully coordinated systems apart. The desire to coordinate all efforts in advance may lead to delay and even deadlock. In some instances, it may make more sense to remedy on the consequences of ill-coordinated performance efforts than to embark on excessively ambitious coordination efforts (see for instance Laegreid, Roness, and Rubecksen 2008). Double loop learning new ways of doing performance management The previous section suggested four strategies for better implementation. Although they may substantially mitigate the paradoxes identified in the first section, also some limitations were pointed out. Recent research on performance management however also suggests new ways of doing performance management. Not only in theory, but also in practice some of these new ways are emerging (see for instance Abramson and Behn 2006). The purpose of this section is to dig deeper into these proposals. Firstly by arguing that the main challenge of performance management lies in making it ambiguityproof. Secondly, in proposing more concrete implications of this argument. Making performance management ambiguity-proof The context of public administration is complex and ambiguous. Kravchuk & Schack (1996) explain what complexity means; indeterminate objective functions, multiple administrative layers, collective action problems, Ex Paradoxes mis etebatrum of improving res? performance Ceridest management viridepsena omaximil 15
4 Ex mis etebatrum Paradoxes res? of improving Ceridest performance viridepsena management omaximil 16 system overloads and information overloads, and an increasing scope and scale of operations. There are many sources of ambiguity: history (what has happened?), intentions (what must be done?), technology (what can be done?) and participation (who is present?). Noordegraaf & Abma (2003) add that current performance management, which they label as management by measurement, only fits the rare unambiguous contexts. Defined as such, not many unambiguous situations will be found. Since ambiguity is everywhere, the prospects for performance management in this view are rather limited. An alternative to giving up on performance management is to rethink it in order to make it ambiguity-proof. This can only be done by taking complexity and ambiguity as a given, and changing the practice of performance management on this foundation. Along these lines, Radin (2006: p ) argues that many problems with performance measurement and management can be attributed to faulty points of departure. She argues that intelligence is not based on universal principles and literal meanings. Rather, multiple sources, situational knowledge and literal and symbolic meanings are important in making sense. It should also not be assumed that values, politics and conflict are not at play in performance management. They clearly are. Finally, the assumption of linear causes and effect relations, clear goals and planned change does not survive the reality check. On the contrary, Radin paints a picture of complexity, interdependence and unplanned change. Implications; performance management needs to be agile, decentralised and political What would such an ambiguity-proof performance management system look like? Three features are discussed below; performance management needs to be (a) agile, (b) close to the action, and (c) political. A. Performance measurement needs to be agile use PIs for learning rather than accountability Kravchuck and Schack (1996) refer to Ashby, a cybernetics scholar, who posited that only complexity can absorb complexity. Rigid information systems will not be able to apprehend and to understand rising complexity in the environment. In the most extreme cases, chaos will appear to reign due to the ever increasing gap between practical experience and the knowledge base as provided by the information system. Information (what we believe to know) and practice (what we experience) risk becoming separated worlds; one orderly, where objectives are set and performance targets are reached, and one chaotic, where people are mainly trying to muddle through the day. The main implication would be that performance indicators (PIs) should be used for learning, and less so for accountability (see also (Delancer Julnes 2008)). PI based accountability requires stability for the period for which targets are set. Yet, not many fields remain stable for three to six years. Research in New Zealand has demonstrated the difficulties of maintaining stability in an indicator set. As a result, accountability erodes accordingly (Gregory and Lonti 2008). In addition to stability, accountability requires relatively univocal PIs that do not allow for much interpretation. PIs have to be an accurate representation of real performance. Unlike accountability, learning does not Performance information should primarily refocus political debate rather than curb it require the same stability and robustness. On the contrary, performance measurement is part of a permanent dialogue in order to make sense of complexity (Moynihan 2008). Hence, indicators can and should be adjusted in response to contextual changes and new insights. This proposal does not suggest that managers and professionals should not be accountable for performance. It only suggests that accountability through performance indicators is probably not compatible with the need to have agile measurement systems. Accountability however does not solely depend on PIs. Performance assessment can be qualitative, quantitative or both. In a complex environment, it might make more sense to hold managers accountable for, amongst other things, the way they facilitate learning from performance indicators, rather than the performance indicators themselves. B. Performance management needs to be close to the actionguerrilla tactics and decentralisation Organisations typically have an undercurrent of repeated decisions they have to make. To these recurrent cycles, a constant stream of unique one-off decisions is added. In recent decades, the relative importance of the stable, recurrent processes has decreased. Kettl (2002) argues that the traditional U.S. public administration boundaries of mission, resources, capacity, responsibility and accountability must be managed in an increasingly complex and political context, necessitating additional negotiation and collaboration between systems and agencies. These complex parallel processes are in a unique way shaped by situational requirements of time and place (Pollitt 2008). Recurrent financial, HRM and contract cycles have been the main vehicle for incorporating performance information in decision making (Bouckaert and Halligan 2008). Without a doubt, these cycles will remain the foundation of performance management in the future as well. Yet, top down performance management on a yearly (as in the budget cycle) or monthly basis (as in many balanced scorecard systems) will need to be supplemented by flexible efforts to provide performance information on demand. Since complex, unique processes will gain importance, the timing (when is performance information used) and the locus (where it is used) will be challenged. With regard to the timing, performance management in complex contexts may need to resort to a kind of guerrilla tactics. In complex policy and management processes, the demand for performance information can arise relatively unexpectedly. At the same time, demand can fade away as quickly as it came about. In such a context, expert staff is needed to quickly infuse complex processes with performance information. Those performance information brokers need to be able to both capture the need for and understand the availability of performance information. With regard to the locus, performance management in complex contexts may benefit from stronger decentralisation. Rather than devising top down systems, performance management needs to be in the hands of middle managers and front-line supervisors who understand the situational requirements best. This strategy might bring about the capacity of public managers that Behn (2004) calls performance leadership. He opposes the
5 performance leadership model to focus on performance systems and structures. He writes that rather than develop public managers with the leadership capacity to improve the performance of their agencies, we have sought to create performance systems that will impose such improvements (p.3). The same reasoning can be applied within agencies. Middle management and front-line supervisors need the leadership capacity to improve performance. This includes drawing lessons from performance indicators. For performance budgeting, this approach would suggest introducing performance information into budget negotiations through policy networks rather than systematically reporting performance in the budget document that is voted in parliament. Since the budget document is mainly an after-the-fact codification of political negotiations that have taken place before, performance budgets risk becoming a bureaucratic exercise. There is some evidence supporting the effectiveness of this approach. Bourdeaux (2008) for instance suggests that performance information mainly enters the legislative discourse through policy networks maintained by key committee staff, rather than through executive budget reports and requests. Some confirmation is also found in an OECD survey on performance budgeting showing that countries do use performance information to inform, but not determine, budget allocations (Curristine 2005). Furthermore, this study argues that much linking of these performance and financial information has been simply to provide them in the same report. A study of Melkers and Willoughby (2001) found that from a list of factors explaining the introduction of performance budgeting at state level, the improvement of decision-making was most important. A further study at local and county level found the strongest usefulness of measures within a budget cycle to be during budget development, with less importance as the budget process proceeds (Melkers and Willoughby 2005). C. Performance management needs to be political Some time ago, Innes (1990) observed that the only way to keep data-gathering out of politics is to collect irrelevant data. Good performance information should strengthen the evidence base for solving the political problems of who gets what, when and how. Issues of who gets what, when and how are at play at all levels; in government-wide policy making, in policy sectors and networks, in organisational management, and in micro-management. Performance indicators can elevate the quality of political discussions at all of these levels. It is not suggested that the political institutions (the executive, parliaments, parties, etc) have to interfere with all performance issues at all levels. Rather, we want to stress the importance of recognising the political nature of performance management. EIPASCOPE 2010/2 A first implication is that performance management should involve more, rather than fewer actors. In complex settings, performance management is mainly about making sense. Hence, we can expect that performance management will have the highest impact when different perspectives are drawn into the dialogue. Obviously, the interests around the table have to relevant and the number of participants needs to be workable. A second implication is that performance management should deal with controversy rather than suppress it. Performance information should not be an authoritative argument to end conflicting views on who should get what, when and how. Rather, it should underpin a careful argumentation of causes, consequences, and priorities in performance. It should bring controversy to a higher level of argument; more evidence based and more focussed on output and outcome. The assumption is that high quality dialogue will lead to improved judgement and decisionmaking. The previous paragraphs dealt with the political nature of performance management, and not so much about the political institutions. There are efforts however to strengthen the role of performance information in the political system as well (Moynihan 2009; Bourdeaux 2008). Such initiatives will only be successful however when they acknowledge the different values and positions that political players assume. Performance information that promises to end political debates, to get political argumentation out of the political system, is irrelevant at best, but potentially harmful. Disagreement is essential for the functioning of democracy and therefore performance information should primarily refocus political debate rather than curb it. Conclusion New public management set off a new wave of performance management efforts in government. Recent performance literature has documented the shortcomings of performance management and provided recommendations on how to improve it. Some of these recommendations mainly prescribe better implementation (single loop learning) while others suggest new ways of doing performance management (double loop learning). In particular in complex and ambiguous contexts, performance management risks becoming decoupled from practice and hence irrelevant for decision-making. Therefore, new ways are needed. In order to make performance management ambiguity-proof, it may be useful to have more agile measurement systems, to manage performance close to the action, and to better appreciate the political nature of performance management. Ex Paradoxes mis etebatrum of improving res? performance Ceridest management viridepsena omaximil 17 NOTES * Dr Wouter van Dooren, Lecturer, Department of political science, Antwerp University, Belgium ** Nick Thijs, Lecturer, European Institute of Public Administration, EIPA Maastricht.
6 Paradoxes of improving performance management 18 References Abramson, M. A. and Behn, R. D., (2006) The Varieties of CitiStat. Public Administration Review 66 (3): Argyris, C. and Schön, D., (1996) Organizational Learning: A Theory of Action Perspective, Addison-Wesley. Reading (Massachusetts). Behn, R. D., (2004) Performance Leadership: 11 Better Practices That Can Ratchet Up Performance. Washington, DC: IBM centre for the business of government. Bouckaert, G. and Halligan, J., (2008) Managing Performance: International Comparisons. London: Routledge. Bourdeaux, J., (2008) Integrating Performance Information into Legislative Budget Processes. Public Performance & Management Review 31 (4): Curristine, T., (2005) Performance Information in the Budget Process: Results of OECD 2005 Questionnaire. OECD Journal on Budgeting 5 (2):54. Davies, H. T. and Lampel. J., (1998) Trust in performance indicators? Quality and Safety in Health Care 7 (3): Delancer Julnes, P., (2008) Performance measurement beyond instrumental use. In Performance information in the Public sector: how it is used., edited by van Dooren W. and van de Walle S., Houndmills Basingstoke: Palgrave McMillan. Denhardt, K. and Aristigueta, M., (2008) Performance Management Systems: Providing Accountability and Challenging Collaboration. In Performance information in the public sector: how it is used., edited by van Dooren W. and van de Walle S., Basingstoke: Palgrave McMillan. Gregory, R. and Lonti, Z., (2008) Chasing Shadows? Performance measurement of policy advice in the New Zealand government departments. Public Administration 86 (3): Hatry, H. P., (2002) Performance Measurement: Fashions and Fallacies. Public Performance & Management Review 25 (4): Hatry, H. P., (2008) The many faces of use. In Performance information in the public sector: how it is used., edited by van Dooren W. and van de Walle S., Basingstoke: Palgrave McMillan. Innes, J. E., (1990) Knowledge and Public Policy: The Search for Meaningful Indicators. New Brunswick: Transaction Publishers. Kettl, D. F., (1997) The Global Revolution in Public Management: Driving Themes, Missing Links. Journal of Policy Analysis and Management 16 (3): Kettl, D. F., (2002) The Transformation of Governance. Baltimore: John Hopkins University Press. Kloby, K. and Callahan, K., (2009) Moving Toward Outcome- Oriented Performance Measurement Systems. Washington, DC: IBM Centre for the Business of Government. Kravchuk, R. S. and Schack, R. W., (1996) Designing effective performance measurement systems under the government performance and results act of Public Administration Review 56 (4): Laegreid, P., Roness, P. G. and Rubecksen, K., (2008) Performance information and performance steering; integrated system or loose coupling. In Performance information in the public sector: how it is used., edited by van Dooren W. and van de Walle S., Basingstoke: Palgrave McMillan. Mandell, M. and Keast, R., (2008) Introduction. Public Management Review 10 (6):687. Mayne, J., (2007) Challenges and Lessons in Implementing Results- Based Management. Evaluation 13 (1): Melkers, J. E. and Willoughby, K. G., (2001) Budgeters Views of State Performance-Budgeting Systems: Distinctions across Branches. Public Administration Review 61 (1): Melkers, J. E. and Willoughby, K. G., (2005) Models of Performance- Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects. Public Administration Review 65 (2): Moynihan, D. P., (2008) The Dynamics of Performance Management: Constructing Information and Reform. Washington D.C.: Georgetown University Press. Moynihan, D. P., (2009) Through A Glass, Darkly. Public Performance & Management Review 32 (4): Noordegraaf, M. and Abma, T., (2003) Management by Measurement? Public Management Practices Amidst Ambiguity. Public Administration 81 (4): Osborne, D. and Gaebler, T., (1993) Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector from Schoolhouse to State House. City Hall to Penagon, MA.: Addison Wesley. Perrin, B., (2003) Implementing the vision: Addressing challenges to results-focused management and budgeting. Paris: Organisation for Economic Co-operation and Development. Perrin, B., (1998) Effective use and misuse of performance measurement. American Journal of Evaluation 19 (3):367. Pollitt, C., (2008) Time, policy, management: governing with the past. Oxford: Oxford University Press. Pollitt, C. and Bouckaert, G., (2004) Public Management Reform: A Comparative Analysis. Oxford: Oxford University Press. Power, M., (1999) The audit society: rituals of verification. Oxford: Oxford University Press. Radin, B. A., (2006) Challenging the Performance Movement: Accountability, Complexity, and Democratic Values: Georgetown University Press. Van de Walle, S. and Roberts, A., (2008) Publishing performance information: an illusion of control? In Performance information in the public sector. How it is used., edited by van Dooren W. and van de Walle S., Basingstoke: Palgrave McMillan. Van Dooren, W., (2006) Performance measurement in the Flemish public sector: a supply and demand approach. University of Leuven. Faculty of Social Sciences. Van Dooren, W., Bouckaert, G. and Halligan, J., (2010) Performance management in the public sector, Masters in Public Management. London: Routledge. Van Wart, M., (2003) Public-Sector Leadership Theory: An Assessment. Public Administration Review 63 (2):
Better Performance Management Some Single and Double Loop Strategies
Better Performance Management Some Single and Double Loop Strategies Wouter Van Dooren Assistant professor Department of Political Science University of Antwerp Belgium Sint Jacobsstraat 2 B-2000 AntwerpenMore information
Pharmaceutical Sales Certificate
Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.More information
Statutory Disclosure Guidance. Second edition August 2015
Statutory Disclosure Guidance Second edition August 2015 Statutory guidance to chief officers of police on providing information for inclusion in enhanced criminal record certificates PURPOSE OF THIS GUIDANCEMore information
Ph. D. Program in Education Specialization: Educational Leadership School of Education College of Human Sciences Iowa State University
Ph. D. Program in Education Specialization: Educational Leadership School of Education College of Human Sciences Iowa State University The purpose of the doctoral program in Educational Leadership is toMore information
Business Network. Achieving Collaborative Advantage. Introduction. Collaborative Advantage. Collaborative Inertia
Business Network Achieving Collaborative Advantage At our first Business Network Breakfast Briefing, twenty four business practitioners from a wide range of backgrounds explored the challenge of achievingMore information
7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers
Contents Page 1 Introduction 2 2 Objectives of the Strategy 2 3 Data Quality Standards 3 4 The National Indicator Set 3 5 Structure of this Strategy 3 5.1 Awareness 4 5.2 Definitions 4 5.3 Recording 4More information
Performance appraisal
Chapter 7 Performance appraisal Introduction Major changes in performance appraisal over last two decades. Driven by organisational change rather than theoretical advances. Downsizing, decentralising,More information
Attribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION LevelMore information
Logan City Council. Strategic Planning and Performance Management Framework
Logan City Council Strategic Planning and Performance Management Framework 1 Table of contents 1. Overview 3 a) Purpose 3 b) Key Features 3 2. Context 4 a) National Framework for Sustainability 4 b) ElementsMore information
Railway Management Maturity Model (RM 3 )
Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policyMore information
1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.More information
Understanding and articulating risk appetite
Understanding and articulating risk appetite advisory Understanding and articulating risk appetite Understanding and articulating risk appetite When risk appetite is properly understood and clearly defined,More information
Monitoring and Evaluation of. Interventions
Monitoring and Evaluation of Sports in Development (SiD) Interventions presented by: Pamela K. Mbabazi, Ph.D. Faculty of Development Studies, Department of Development Studies Mbarara University of ScienceMore information
The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into
The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver anyMore information
Structure of the Administration (political and administrative system)
Thailand Performance Management 1. Introduction Structure of the Administration (political and administrative system) Since the declaration of the first constitution in 1932, the politics and governmentMore information
SCDLMCA2 Lead and manage change within care services
Overview This standard identifies the requirements associated with leading and managing change within care services. It includes the implementation of a shared vision for the service provision and usingMore information
Appendix 1: Performance Management Guidance
Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.More information
Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218
Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. YouMore information
Programme Specifications
Programme Specifications MASTER OF PHILOSOPHY IN ARCHITECTURE AND URBAN DESIGN (MAUD) 1 Awarding body University of Cambridge 2 Teaching institution Department of Architecture 3 Accreditation details NoneMore information
pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manageMore information
Role Context & Purpose
Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reportsMore information
The CAF External Feedback Labelling Effective CAF Users
EIPASCOPE 2010/1 From Self-Assessment to External Feedback The CAF External Feedback Labelling Effective CAF Users From Self-Assessment to External Feedback Nick Thijs* and Patrick Staes** The CAF modelMore information
Using Integrated Recruitment and Support
Using Integrated Recruitment and Support TO BUILD A STRONG POOL OF FOSTER, ADOPTIVE, AND KINSHIP FAMILIES What do we mean by integrated recruitment and support? In many child welfare systems, recruitmentMore information
Message from the Chief Executive of the RCM
Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.More information
Veto Players and Electoral Reform in Belgium. West European Politics, 34(3), 626-643. [Impact Factor 1.422; Taylor and Francis 2011] S U M M A R Y
Marc Hooghe & Kris Deschouwer 2011 Veto Players and Electoral Reform in Belgium. West European Politics, 34(3), 626-643. [Impact Factor 1.422; Taylor and Francis 2011] S U M M A R Y Abstract During theMore information
Ref: B15.01 Eumedion response draft revised OECD principles on corporate governance
Organisation for Economic Co-operation and Development (OECD) Corporate Governance Committee 2, rue André Pascal 75775 Paris Cedex 16 France The Hague, 2 January 2015 Ref: B15.01 Subject: Eumedion responseMore information
Change Management Practitioner Competencies
1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independentMore information
Cover Page. The handle http://hdl.handle.net/1887/33081 holds various files of this Leiden University dissertation.
Cover Page The handle http://hdl.handle.net/1887/33081 holds various files of this Leiden University dissertation. Author: Stettina, Christoph Johann Title: Governance of innovation project managementMore information
Performance measurement systems and performance measures: the good, the bad and the ugly
Performance measurement systems and performance measures: the good, the bad and the ugly Paper delivered to the Australasian Evaluation Society Conference, Wellington New Zealand, Friday September 3 2010More information
NETWORK SUSTAINABILITY 1. Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.
NETWORK SUSTAINABILITY 1 1 This document has been written by Alfredo Ortiz, Country Director Pact Ecuador & LAC Regional Coordinator, and Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.More information
Reflection from the higher education institutions point of view: Accreditation and quality culture Dr. Andrée Sursock European University Association
Reflection from the higher education institutions point of view: Accreditation and quality culture Dr. Andrée Sursock European University Association Working on the European Dimension of Quality: InternationalMore information
Internal and external use of performance information in public organizations: results from an international survey
1 Internal and external use of performance information in public organizations: results from an international survey Gerhard Hammerschmid, Steven Van de Walle and Vid Stimac This paper analyses how publicMore information
Ref. Ares(2014)571140-04/03/2014 DG ENLARGEMENT SECTOR BUDGET SUPPORT GUIDELINES EXECUTIVE SUMMARY January 2014 TABLE OF CONTENTS Introduction 1. RATIONALE FOR BUDGET SUPPORT 1.1 What is Budget Support?More information
III. Changes to the IMF s Mission Process and the Impact on Provision of Advice. Prepared by Thomas Reichmann
III. Changes to the IMF s Mission Process and the Impact on Provision of Advice Prepared by Thomas Reichmann 43 Contents Page I. Introduction...45 II. Changes to the Mission Process and Procedures...45More information
POLICYBRIEF EUROPEAN. - EUROPEANPOLICYBRIEF - P a g e 1
EUROPEAN POLICYBRIEF G. Hammerschmid, S. Van de Walle, A. Oprisor and V. Štimac Coordinating for cohesion in the public sector of the future (COCOPS) This policy brief summarizes the findings from a large-scaleMore information
Building and implementing an effective local workforce strategy
Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 ResourceMore information
Quality and organisational structure
Fallshaw, E., & McNaught, C. (2005). Quality assurance issues and processes relating to ICT-based learning. In S. Fallows & R. Bhanot (Eds.). Quality issues in ICT-based higher education (pp. 23 36). London:More information
Master Level Competency Model
Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched inMore information
Governance as Stewardship: Decentralization and Sustainable Human Development
Governance as Stewardship: Decentralization and Sustainable Human Development by Jerry VanSant Research Triangle Institute USA EXECUTIVE SUMMARY Introduction The United Nations Development Programme (UNDP)More information
H7M3 04 (SCDLMCE2) Lead the Performance Management of Care Service Provision
H7M3 04 (SCDLMCE2) Lead the Performance Management of Care Service Provision Overview This standard identifies the requirements when leading and managing the performance of the care service provision.More information
OWN RISK AND SOLVENCY ASSESSMENT AND ENTERPRISE RISK MANAGEMENT ERM as the foundation for regulatory compliance and strategic business decision making CONTENTS Introduction... 3 Steps to developing anMore information
The Work on Gender Mainstreaming in the Ministry of Employment by Agnete Andersen, legal adviser
The Work on Gender Mainstreaming in the Ministry of Employment by Agnete Andersen, legal adviser Agnete Andersen The outset for the work on gender mainstreaming Gender equality is a difficult bird becauseMore information
SCDLMCE2 Lead the performance management of care service provision
Lead the performance management of care service provision Overview This standard identifies the requirements when leading and managing the performance of the care service provision. It includes identifyingMore information
Mary Immaculate College. Human Resources Strategy 2014-2016
1.0 Introduction Mary Immaculate College Human Resources Strategy 2014-2016 1.1 Mary Immaculate College Strategic Plan 2012-2016 rests on 7 foundational pillars, each pillar representing a thematic imperativeMore information
ASSESSMENT CENTER FOR IDENTIFYING POTENTIAL PROJECT MANAGERS: A CHANCE FOR SYSTEMATIC HUMAN RESOURCE DEVELOPMENT Dipl. Psych. Ingo Heyn, ALLIANZ LEBENSVERSICHERUNGS-AG, Germany, 1999 Paper for the 6thMore information
Engaging Armed Groups the practical challenges: negotiation support
@ Background Paper 4c Engaging Armed Groups the practical challenges: negotiation support David Gorman, Andre le Sage HD Centre 1. Introduction This paper outlines the reasons why mediators might provideMore information
Methods Commission CLUB DE LA SECURITE DE L INFORMATION FRANÇAIS. 30, rue Pierre Semard, 75009 PARIS
MEHARI 2007 Overview Methods Commission Mehari is a trademark registered by the Clusif CLUB DE LA SECURITE DE L INFORMATION FRANÇAIS 30, rue Pierre Semard, 75009 PARIS Tél.: +33 153 25 08 80 - Fax: +33More information
Whose trust matters most? Paper for the session Meeting expectations from users within resources IAOS Conference Da Nang, Vietnam, 8-10 October 2014.
Whose trust matters most? Paper for the session Meeting expectations from users within resources IAOS Conference Da Nang, Vietnam, 8-10 October 2014. Richard Laux and Richard Alldritt The importance ofMore information
Community Policing. Defined
Community Policing Defined The Primary Elements of Community Policing Nonprof its / Service Providers Using the Crime Triangle Community policing is a philosophy that promotes organizational strategiesMore information
PERFORMANCE DATA QUALITY POLICY 2007 / 08 Improvement Service May 10 th 2007 Data Quality Policy V7 10.05.07 1 INTRODUCTION / BACKGROUND Good quality performance data is accurate, valid, reliable, timely,More information
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st CenturyMore information
Bringing performance management alive
ARTIKEL Bringing performance management alive How performance measurement becomes performance management by Peter Jørgensen Performance measurement & performance management There is just as much documentationMore information
Accountability: Data Governance for the Evolving Digital Marketplace 1
Accountability: Data Governance for the Evolving Digital Marketplace 1 1 For the past three years, the Centre for Information Policy Leadership at Hunton & Williams LLP has served as secretariat for theMore information
The place and role of the national quality assurance system in advancing higher education reforms in a society
The place and role of the national quality assurance system in advancing higher education reforms in a society Aurelija Valeikienė, Deputy Director of SKVC (Lithuania) 1 The place and role of the nationalMore information
USAID PROGRAM CYCLE OVERVIEW USAID AUGUST 2012 CONTENTS Background... 3 Overview Summary... 3 Program Cycle Components:... 3 Agency Policies and Strategies:... 4 Country Development Cooperation Strategies:...More information
Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significantMore information
A Relative Gap Moving from Gap to Strength A Relative Strength Organizational Readiness
A Relative Gap Moving from Gap to Strength A Relative Strength Organizational Readiness Performance history Implementation of new programs historically has not been well planned, and has not had intendedMore information
Managing Key. Business Processes
Managing Key Business Processes A guide to help you think strategically about how you manage the key processes in your business Managing your key business processes is primarily about helping to executeMore information
Outsourcing Risk - What should every client of outsourced software know about mitigating the risk of project failure? April 2014
Outsourcing Risk - What should every client of outsourced software know about mitigating the risk of project failure? April 2014 Scope of this Report IT Governance is about defining what decisions needMore information
British Dental Association. Strategy
British Dental Association Strategy 2015-2018 Foreword by Mick Armstrong, Chair of the Principal Executive Committee Put simply, a membership organisation is its members. And like all organisations financialMore information
Performance Measurement: A Technical Perspective
Performance Measurement: A Technical Perspective Clyde Tucker Washington, DC Customer satisfaction, public policy evaluation, data quality, technical expertise, trend analysis I. Introduction Performance-basedMore information
EVALUATION REPORT TITLE: Independent evaluation of the Demand-Driven Impact Evaluations for Decisions (3DE) Pilot
EVALUATION REPORT TITLE: Independent evaluation of the Demand-Driven Impact Evaluations for Decisions (3DE) Pilot RESPONSE TO EVALUATION REPORT (overarching narrative) Overall we are pleased with the findingsMore information
1. Introduction. 1.1 Background and Motivation. 1.1.1 Academic motivations. A global topic in the context of Chinese education
1. Introduction A global topic in the context of Chinese education 1.1 Background and Motivation In this section, some reasons will be presented concerning why the topic School Effectiveness in China wasMore information
Risk Management Strategy EEA & Norway Grants 2009-2014. Adopted by the Financial Mechanism Committee on 27 February 2013.
Risk Management Strategy EEA & Norway Grants 2009-2014 Adopted by the Financial Mechanism Committee on 27 February 2013. Contents 1 Purpose of the strategy... 3 2 Risk management as part of managing forMore information
THE PEOPLE FACTOR IN MANUFACTURING COMPANIES The people factor in manufacturing companies has a great impact on the bottom line. The choice is not whether or not management should pay attention to this,More information
CIVIL SERVICE COMMISSION STRATEGIC FRAMEWORK 2012-2016 THE CIVIL SERVICE COMMISSION We are established by statute to provide assurance that civil servants are selected on merit on the basis of fair andMore information
The EU role in global health QUESTIONNAIRE: Question 1 Question 2 Question 3: Question 4: Question 5:
The EU role in global health QUESTIONNAIRE: Question 1: In your opinion, does the proposed concept global health cover the most relevant dimensions? If not, which other essential factors would you suggest?More information
Crime and Older People, ISBN 0 642 22739 X
in compilation Australian Institute of Criminology 1996 in text Margaret Farr The contents of this file are copyright. Apart from any fair dealing for the purpose of private study, research, criticismMore information
Citizenship. (This is an extract from The National Curriculum 2007) Crown copyright 2007 Qualifications and Curriculum Authority 2007
Citizenship Programme of study for key stage 4 (This is an extract from The National Curriculum 2007) Crown copyright 2007 Qualifications and Curriculum Authority 2007 Curriculum aims Learning and undertakingMore information
The implications of self-directed support for residential child care
Scottish Journal of Residential Child Care December 2015 Vol.14, No.3 The implications of self-directed support for residential child care Simon Duffy Abstract The Social Care (Self-directed Support) (Scotland)More information
IMPLEMENTING THE TRIPLE AIM: A SENIOR LEADERSHIP PERSPECTIVE 1 Rafael BENGOA Patricia ARRATIBEL I. BACKGROUND There are numerous health care systems in the world undertaking the most important reformsMore information
BETTER POLICIES FOR BETTER LIVES OECD-NORWAY IMPROVING SCHOOLS REVIEW DRAFT ACTION PLAN FOR BETTER LOWER SECONDARY EDUCATION IN NORWAY RESULT OF THE OECD SEMINAR FOR NORWEGIAN LEADERS IN EDUCATION IMPROVEMENTMore information
ACTUAL PROBLEMS AND GOOD PRACTICES IN ACCOUNTANCY TEACHING TO STUDENTS IN ALBANIA Alketa Pasholli (Zheku), PhD Head of Finance and Accounting - Department Faculty of Economy Fan S. Noli University,Korce,More information
Principles for An. Effective Risk Appetite Framework
Principles for An Effective Risk Appetite Framework 18 November 2013 Table of Contents Page I. Introduction... 1 II. Key definitions... 2 III. Principles... 3 1. Risk appetite framework... 3 1.1 An effectiveMore information
Group of Coordinators for the Recognition of Professional Qualifications Mutual Evaluation of Regulated Professions Meeting of 06 March 2015
Romania s National Report An overview of the regulatory framework and national system to protect the psychologist profession with free practice objective in the health services sector 1. Definition InMore information
Citizenship. Programme of study for key stage 3 and attainment target (This is an extract from The National Curriculum 2007)
Citizenship Programme of study for key stage 3 and attainment target (This is an extract from The National Curriculum 2007) Crown copyright 2007 Qualifications and Curriculum Authority 2007 CurriculumMore information
Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca
Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardshipMore information
Teacher Performance and Development in Australia
AITSL is funded by the Australian Government Teacher Performance and Development in Australia A mapping and analysis of current practice March 2012 Graham Marshall, Peter Cole and Vic Zbar Contents Background...More information
INTERNATIONAL COUNCIL OF NURSES 3, place Jean-Marteau CH-1201 Geneva (Switzerland) Tel. (+41 22) 908 01 00 Fax (+41 22) 908 01 01 E-mail: firstname.lastname@example.com Web site: www.icn.ch Guidelines on shaping effectiveMore information
Peer Review Guide. Guidance for APS X2: Actuarial Quality and Peer Review. by the Regulation Board
Peer Review Guide Guidance for APS X2: Actuarial Quality and Peer Review by the Regulation Board November 2013 Contents 1. Introduction 3 2. About this guide 4 3. Application of peer review 5 4. ScopeMore information
Revised Policy Paper on Non-Formal Education: A Framework for indicating and assuring quality
Revised Policy Paper on Non-Formal Education: A Framework for indicating and assuring quality ADOPTED BY THE COUNCIL OF MEMBERS ANTWERP, BELGIUM, 6-7 MAY 2011 1 COMEM -FINAL Executive summary Non-FormalMore information
Kenya Revenue Authority (KRA)
Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:More information
Guideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0More information
Organizational Leadership and the Balanced Scorecard: Lessons to be learned from Marketing Activities in a Nonprofit Setting
International Journal of Business and Social Science Vol. 3 No. 15; August 2012 Organizational Leadership and the Balanced Scorecard: Lessons to be learned from Marketing Activities in a Nonprofit SettingMore information
LONDON SCHOOL OF COMMERCE. Programme Specifications for the. Cardiff Metropolitan University. MSc in International Hospitality Management
LONDON SCHOOL OF COMMERCE Programme Specifications for the Cardiff Metropolitan University MSc in International Hospitality Management 1 Contents Programme Aims and Objectives 3 Programme Learning OutcomesMore information
AG418 Public Sector Accounting. Brief description of honours classes 2012/2013. AG424 Accounting Theories
Brief description of honours classes 2012/2013 AG424 Accounting Theories To offer an advanced course on the historic foundations of, and contemporary theoretical issues in, accounting. The course buildsMore information
DATA QUALITY STRATEGY If you or anybody you know requires this or any other council information in another language, please contact us and we will do our best to provide this for you. Braille, Audio tapeMore information
1. Progress in developing the GMC s Revalidation Quality Assurance (QA) model.
4 May 2011 Continued Practice, Revalidation and Registration Board 9 To consider Quality Assurance Sampling and Audit Issue 1. Progress in developing the GMC s Revalidation Quality Assurance (QA) model.More information
Services for children and young people in North Ayrshire 28 October 2013. Report of a pilot joint inspection
Services for children and young people in North Ayrshire 28 October 2013 Report of a pilot joint inspection Contents 1. Introduction 1 2. Background 1 3. The Community Planning Partnership area 2 4. ParticularMore information
High Representative of the Union for Foreign Policy and Security Policy/Vice-President of the European Commission
Jean-Claude Juncker, President-elect of the European Commission Mission letter Brussels, 10 September 2014 Federica Mogherini High Representative of the Union for Foreign Policy and Security Policy/Vice-PresidentMore information
Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key
S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying whatMore information
The Scottish referendum. Response to consultations
The Scottish referendum Response to consultations March 2012 1 Translations and other formats For information on obtaining this publication in another language or in a largeprint or Braille version pleaseMore information
The PMO as a Project Management Integrator, Innovator and Interventionist
Article by Peter Mihailidis, Rad Miletich and Adel Khreich: Peter Mihailidis is an Associate Director with bluevisions, a project and program management consultancy based in Milsons Point in Sydney. PeterMore information
Chief Information Security Officer
Principles Vision Purpose Statement Chief Information Security Officer healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We willMore information
ITAG RESEARCH INSTITUTE Practices in IT Governance and Business/IT Alignment By Steven De Haes, Ph.D., and Wim Van Grembergen, Ph.D. In many organisations, information technology (IT) has become crucialMore information
Chapter 24 - Quality Management. Lecture 1. Chapter 24 Quality management
Chapter 24 - Quality Management Lecture 1 1 Topics covered Software quality Software standards Reviews and inspections Software measurement and metrics 2 Software quality management Concerned with ensuringMore information
Educating in the 21st Century
SASPA Discussion Paper June 2015 Draft Educating in the 21st Century This paper captures the best work of current practitioners in South Australian secondary schools. These educational leaders understandMore information
Center for Effective Organizations
Center for Effective Organizations WHO NEEDS MBAS IN HR? USC'S STRATEGIC HUMAN RESOURCE MANAGEMENT MBA CONCENTRATION CEO Publication G 98-10 (338) PAUL S. ADLER Marshall School of Business EDWARD E. LAWLERMore information
Leadership in public education
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional menMore information
for Vocational Education and Training (KRIVET) but the findings are not included in this paper.
A Comparison of Quality Management approaches for the Training and Vocational Sector in Seven Countries Liz Bowen-Clewley, Competency International Ltd, New Zealand (email@example.com) Karen Cooper, CompetencyMore information


text:
You went out hoping to join a new man. You had your nails done, wore a groovy outfit, and gave your property a bit of facial expression. Even your quill looked similar to it came out of a shampoo commercial. You arrived at the party, concerned to fitting new race but upbeat you'd loose up and have a super juncture.
You didn't.
The host snapped up the congested mushrooms you slaved terminated next to a rapid thank-you and revolved distant. Your courteous attempts at small homily near new guests brutal flat as a pancake. Nobody ready-made you cognizance peculiarly generosity.Post ads:
Derma E - Tea Tree & E Oil, 1 oz ( Multi-Pack) / Derma E - Vitamin E Creme, 12,000 IU, 4 oz cream ( / derma e Tea Tree & E Antiseptic Creme, 4 oz (Multi pack) / Derma E Tea Tree And E Body Wash 8 oz ( Multi-Pack) / derma e Vitamin A Wrinkle Treatment Gel 8 oz (Multi-Pack) / Dermalogica by Dermalogica / Dermalogica Special Cleansing Gel--/16.9OZ / DermaSaver Arm - Arm with Knuckle, L, Forearm Circ: / Devita Natural Skin Care Perfecting Time - 2.5 Oz, 3 Pack / DIAMOND NATURALS LARGE BREED PUPPY 40LB DIAMOND PET FOODS / Dietary Supplement Spirulina By the Thai Royal Chitralada / Dim, 60 cap ( Multi-Pack) / Disinfectant Spray, To Go , 1 oz ( Value Bulk Multi-pack) / Disposable Shorts Elastic Waist Blue, Large (case of 30) / Diversey- Inc DRK 94368 Fantastik Cleaner Spry 12/32 Oz / Doc Johnson Ultra Harness 2 & Plug With 8" Dong - Venla / (Dog) Stress Control, 4 oz ( Multi-Pack) / Dopaco 8" Pizza Slice Box Stock Print (8788) 400/Case / Double helix quick release erection enhancer (Package Of
You began to cognizance resembling a self-contained runner up. You itched to flee, but you'd secure yourself you'd get out of the home more oft. After all, you'll never assemble a fully clad man if you're not at lowest possible compliant to get out of the building more often!
So you pace your way to the get drunk table, devising speech communication near the mortal erect adjacent to you, solely to be rebuffed. You people to a niche of the room, sipping distant in a hopeless go to manifestation apathetic (while ignoring the ever-tightening twist in your internal organ), and fought off a pretend in the order of active home, acquiring into your pajamas, and actuation out your Bridget Jones DVDs.
Instead, you displace yourself to cudgel it out a bit longer, only to end up thinking, "I'm unusable. All these society are having a excellent time, and I'm erect in the region of same a large hickey. What's inaccurate beside me?"Post ads:
Double Wear Moisture Powder Stay In Place Makeup - 06 / Down & Dirty Triple Header Black (Package Of 4) / Dr Christopher's Cap For Complete Tissue And Bone Cr 4 oz / Dr Christopher's Cap For Respiratory Syrup 4 oz ( / Dr.Christopher's Complete Tissue and Bone Massage Oil - 4 / Drews All Natural Organic Harvest Dressing ( 6x8 OZ) ( / Drews Dressing-Peppercorn Ranch(95% Organic),8-Ounces / Drive Medical Folding Bath Bench with Back, White, / DryTime Training Pants, Xlarge, 4T to 5T, 38lbs+ (Case of / Dual Action Disinfecting Wipes, 7 x 8, White, 75/Can / Duotone collection (Package Of 3) / >Dvc bedwetting alarm f. D.V.C. Bedwetting Alarm / Dymon Inc. Dymon Germicidal Foaming Cleaner 1 DZ 08032 / Dynamic Health Menopause Formula 32 oz ( Multi-Pack) / Dynarex Oxygen Masks, Adult, High Concentration, 50/Cs / Ear Irrigation Basins ( BASIN, EAR, IRRIGATION ,3/BX ) 1 / Earth's Best Organic Sesame Street Vanilla Smiley Snacks, / Earth's Best Puree Pears, 3.1-Ounce (Pack of 12) ( Value / EasiClose One-Piece Drainable Pouch ( POUCH, DRN, C-F, 2P,
There is aught incorrect beside you. Nothing at all. You but acknowledged an letter to a bad celebration.
"But," you say. "If it was such as a bad party, why was each person else having such a tremendous time?"
The item is, sometimes you'll end up at an case wherever opposite family have a swell case because they know respectively other, and they don't have the conduct to list a new face in the happiness. (There will be else times, though, once you'll find yourself at an case where on earth grouping cognise all remaining but readily welcomed you into the flexure.)
And, remember, meet because an individualistic throws a organisation doesn't denote he or she knows the premier state of affairs about beingness a fitting grownup (which would be devising convinced that that no temporary is propped in a niche awareness similar a covering incident). Hosting a delegation is a enterprise. It's fun, but it's markedly a blameworthiness.
Bad hosts hurl parties that are all almost them. If you end up at one of these nudge fests, rod say for an unit of time. If holding don't improve, say thankfulness (that is, if you can get the attention of the push to convey) and get out of within.
Then, or else of re-experiencing the grim incident you endured, pat yourself on the posterior for feat out in the eldest position. Believe it or not, you've interpreted a maneuver toward ever-changing your vivacity.
Keep circulating, and one day in a moment you'll come across a man who makes you optimistic. The close circumstance you're offered an invitation, be courageous and accept it. Better yet, concert 'em how it's done and chuck a entertainment of your own. Super Bowl Sunday will in a minute be upon us. Make the best of it.

subset: commoncrawl


text:
Roscoe's House of Chicken and Waffles
Anaheim, CA 92802
- Open Mon.-Thurs., 7 a.m.-8 p.m.; Fri-Sat., 8 a.m.-8 p.m.; Sun., 8 a.m.-4 p.m.
- $$
- Breakfast, Brunch, Dinner, Lunch
- Beer/Wine
Get the Things to Do Newsletter
Sign up for our weekly guide to events in Orange County, and never be bored again. With suggestions for every day of the week, our recommendations will keep you busy on any budget.
Related Stories (5)
Ten Essential Fried Chickens in OC
Tuesday, January 27, 2015 at 7:33 a.m. by Edwin Goei
In The Matrix, a character tells Keanu Reeves' Neo that he thinks that everything tastes like chicken because the machines couldn't figure out what to make chicken taste like--so they made everything taste like chicken. But what if ...
Roscoe's House of Chicken and Waffles Finally Brings Its Famed Combo to OC
Thursday, September 25, 2014 at 6:03 a.m. by Edwin Goei
The first time I ate fried chicken at a Roscoe's House of Chicken and Waffles was about 20 years ago in Long Beach. There was a wait, as I'm told there always is on Sunday mornings; half the crowd was in church clothes. When I was f...
Roscoe's Chicken and Waffles
Scheduled toOpen in Anaheim at 8 AM TOMORROWTODAY!Saturday, August 23, 2014 at 4:06 p.m. by Gustavo Arellano
Two years ago, the beloved Roscoe's House of Chicken and Waffles chain announced they were opening their first OC location in Anaheim, just down the street from Disneyland. And then...the wait. Delays and delays and delays and delay...
Roscoe's Chicken And Waffles Questions Why Its Anaheim Location Still Isn't Open, Asks 'Could It Be Racial?'
Friday, May 24, 2013 at 12:30 p.m. by Michelle Woo
Last summer, we reported that Roscoe's House of Chicken and Waffles would be opening in Anaheim. It is now this summer, and we still aren't stuffing our faces with fried deliciousness. What gives?! See Also: * The Playground to Yelp...
Best Of Awards
More Breakfast Restaurants in Anaheim
More Breakfast Restaurants in Orange County
After Burrell's and a couple of Santa Ana Mexican taquerias, Ramos House is probably the only res...American
Breakfast and lunch only at South County's institution for Viet- and French-inspired brunch in a ...Breakfast
This 24-hour diner is a local institution that serves consistently good food. As it's incredibly ...American
This is where Balboa Island locals hang in the wee morning hours before work, munching on their a...Bakery
The breakfast burrito is a straightforward thing: greasy bacon, crunchy hash browns, eggs whipped...Breakfast
Egg Heaven would be Rockford's kind of place: plenty of wood paneling, a liquor store across the ...American


text:
The Microbe Discovery Project outlines an ambitious new study by top researchers that has collected patient samples, but needs desperately funds to complete the work.
Discuss the article on the Forums.
"Earthing" for Protection from EMFs
Discussion in 'Other Health News and Research' started by Wayne, Jul 5, 2010.
Page 2 of 6
Page 2 of 6


text:
There are those who will address the complex questions of gun ownership in the wake of the massacre in Orlando. There are those that will address the challenging nature of political radicalization in response to Orlando. Yet, in the face of so much loss of life -- tragically, horrifically and devastatingly -- those of us called to religious and faith leadership must rise to the tremendous challenge of taking responsibility for the teachings of our faith. It is not enough to be apologetic about … [Read more...]
Religious Conservatives: Let's Celebrate Marriage!
I am an Orthodox rabbi. In my faith community we do not perform same-sex marriages. We believe that the Torah and subsequent rabbinic tradition rule out the possibility of two people of the same sex coming together in marriage. Yet, we are called upon to be welcoming, to be embracing and to be inclusive of all people. A growing list of Orthodox rabbis and leaders have added their names to a Statement of Principles first published in July of 2010 affirming the inherent dignity of all people who … [Read more...]
Is There A Future For Jews In Europe?
A young girl's bat mitzvah is cut short. The life of a volunteer security guard is permanently cut short. The Jewish community of Copenhagen is only the latest in Europe to face the rising tide of anti-Semitic violence. It is almost impossible to comprehend how a community that still within living memory experienced the most systemic attempt at their genocide in history, now once again, faces the fear of terrorist attacks. This time though it is very different. Despite the strong emotional … [Read more...]
Why Anti-Semitism and Islamophobia Will Determine the Fate of European Society
The future of Europe rests on how it protects the Jews and Muslims who live on the continent. The fate of the liberal political experiment in Europe, initiated in the 18th century and brought to the brink of collapse numerous times in the years that have followed, rests entirely on whether Jews and Muslims can safely walk the streets of Paris, London and Berlin. Is it possible for Jews and Muslims to experience full integration as members of the larger society? Can they practice their religions … [Read more...]
One Lesson From The Voyeur Rabbi Scandal: Women Must Be Part of Every Board Room
It has now been more than a week since the revelations occurred in the media of the alleged voyeuristic spying committed by one of the most influential and powerful Modern Orthodox rabbis in America, Rabbi Barry Freundel. If it was not horrible enough that women, most of them in the process of converting to Judaism, were violated in one of the most special and intimate ritual places in Judaism, it is now clear that the problems go back for years. Abuses of a sexual nature are often more about … [Read more...]
Muslims and Jews: What Happens to the News That Doesn't Fit the Story?
I read Matti Friedman's article on Tablet published last month and was deeply intrigued. In fact, I read it several times because the picture he provides in the way news reporters craft a story happened to me not long before he published his piece. The article, "An Insider's Guide to the Most Important Story on Earth," which was shared on Facebook more than 78,000 times, details how the major news agencies are more interested in crafting a story than they are reporting on the actual news. He … [Read more...]


text:
|Start new thread in this topic | Flip this thread | Refresh the display
to continue to abuse my neighbour's dog?(105 Posts)
Sorry for the dramatic title, but that is what I am being accused of doing!
The sun has finally come out here, so I've let DD (4) play out in the garden, in her sandpit, tent and with a bucket of water etc. She isn't a loud, screamy child but does chat away to herself constantly.
My neighbours have a dog, not sure what breed, it's quite small in stature but has a massive head and broad shoulders. I've already had problems as this dog barks
its bollocks off everytime we walk past the house (hard to avoid as we are at the end of a cul de sac) and the neighbour doesn't like us doing this as it upsets his dog.
DD was happily playing in the garden, I was in the kitchen with the patio open (she wasn't being noisy, I could hardly hear her through the open doors) and I hear neighbour shouting "Excuse me! Excuse me!" over the fence (7ft fence so we can't see into each others gardens etc)
I answer to him and he asks if I can keep DD inside the house as his dog doesn't like DD playing outside, I can hear dog panting and making sort of growly snarly noises behind the fence. I'd heard it barking earlier but it barks most of the time in my experience so I didn't think anything of it! I asked if he could keep his dog inside if it was so upset by a child playing quietly. He said it would be against his dogs rights to be kept in when it's warm he leaves his back doors open and dog likes to come in and out as it pleases.
I said DD is just playing quietly in our own garden, he said it didn't matter, his dog knew she was there and didn't like it. He was being quite
arsey short with me so I just said back that its not our problem if his dog didn't like children, and we are allowed to use our garden (heaven knows we pay enough rent to use it!)
He snaps back "I'll report you to the RSPCA! You are causing unnecessary distress to my dog! You are abusing an animal" - I hear him storm back into the house, the he shouts back "Just you hope he doesn't work out how to get through the fence!"
If DD was being noisy, I'd ask her to be quiet and see his point, or if she was playing right next to the fence, but she's not, she's at the other end of the garden and I can hardly hear her 8 feet away. I've continued to let her play out but am sitting in the garden with her now, and can hear the dog pacing on the other side of the fence, breathing noisily.
I'm not a dog person and I don't know much about them - AIBU?
YANBU...I would of laughed... Good on you for handling the barking in the first place!
I know down our street, there are 5 Mini Eskimo Pomeranian Mix/type dogs.. and the bark constantly. I can hear them 1/2 mile away! When the kids and I walk by, they go crazy. To the point one actually gnaws at the fence! Honestly act like rabid dogs! (even attacking each other!) She came out many times to see if we were "teasing" them... I said, we aren't bothering them at all..
So... Next time DD is outside, go out and play with her...kick a ball, have fun, laugh loud...ooopss, did I say that? lol
Ugh, I'd def ring the polis, what he said about it getting through the fence sounds horrible.
Invite my two round, they are really loud and ds will shout at the dog and tell it to shut up if it barks! The man is a knob
Siiiigh - it's an offence to have a dog off lead on a public highway. To come under the rules of the dangerous dogs act they don't have to actually cause anyone harm, just a "reasonable person's" anxiety that they may do so. Phone the dog warden, they'll come and have a word. Or if you get on okay speak to them first and explain that the dogs being loose makes you anxious.
OP YANBU and your neighbour sounds like a loon with an unpleasant dog. I'd report him to the dog warden for causing a nuisance and to the police for threatening your daughter.
I hope i don't get flamed but
A) inform police
B) keep a diary ~ times, dates everything.
C) check fences each day incase he tampers with it...
D( do not retaliate yourself
E) do you know anybody to anonymously beat the crap out of him for threatening your child?
F) is he my ex neighbour reincarnated, who dropped dead
Thank fuck
roary1 can I ask you for some clarification?
(self obsessed thread hijack follows)
our neighbours across the road have an alsation (huge, daft, nervous, friendly, about 7yrs) and a Rhodesian ridgeback (huge, daft, nervous, growly, snappy, 1 year)
They let their dogs wander in the street, they DO now have a fence, but leave the gates open when they move the Porsche/range rover/mini cooper combo around.
They don't exercise the dogs enough, I have literally seen them being taken out for walks a handful of times. The ridgeback is snappy at ny kids - hasn't actually gone for them, but, I am wary of it.
I don't mind dogs - but, I REALLY don't like the ridgeback. They say "oh she's soft as a soft thing, really, she wouldn't go for them" whilst I think - your dog is growling at my 5 year old and I want you to discipline/train your dog, please. And, by the way, it's really unpleasant for you to let them out to shit in the street, even if it is accidental, and your stupid alasation just shat in my garden.
I like my neighbours. Apart from their cavalier dog ownership and Butterflies-esque posh car manoevering, they are very nice people.
But, I WOULD like to impress upon them that their ridgeback puppy needs a bit of training. In a helpful
if your dog doesn't stop growling at my kid I'll kick to hurt it kind of way.
Any ideas?
(thread hijack over)
OP - your neighbour's a worry. I'd phone the RSPCA and put spikes along my fence. AND, I'd strike him off my Christmas card list and start having fragrant BBQs in the garden, even if it were raining.
This guy is a complete cock, the RSPCA will laugh their bollox
off if he rings them and I'd seriously think about calling the police over his thinly veiled threats to set his dog on your DD if I were you.
what an utter cock, report him!
I'd be bloody livid if anyone made a tacit threat about their dog causing my family harm. A young girl was mauled to death not a month ago ffs. I'd actually call the police and report the incident so it gets logged.
Oh and YADNBU - he's a twat.
Yanbu. The man is being a cock!
Yanbu. I have two dogs, and there is no way I'd let them frighten anyone else in their own garden, let alone ask them to stay indoors. Bloke's living in fantasy land.
And neither are you.
Agree he is bonkers. It is his responsibility to make sure that his dog is not an annoyance or danger to other people. Your DC is doing nothing that can be called cruelty to animals.
I have a very yappy dog, if given the chance she would be outside terrorising the neighbours as much as she can, we have of course said sorry to them and they often say they don't mind but still, shes my dog, shes causing a disturbance so shes my problem, I wouldn't dream of telling someone to go inside because of her, We have tried over and over to try and curb her barking but it doesnt work so she is kept inside a lot unless one of us is in the garden with her. You are not being unreasonable, tell him next time you'll report his dog for agressive barking towards your daughter if he wants to go down that route, they'll take your report a lot more serious than his!
One of my dogs gets overexcited and barks quite a lot, but that is our issue and no-one else's. she will bark if the neighbours' kids play out on the cul de sac outside our house, and that is still my problem, not the neighbours'. I wouldn't dream of asking them to change their behaviour so as not to upset the dog. They come onto the drive or the front lawn to get their balls, and that is fine with us, even when it does make her bark.
We are working with her to try to stop her barking her stupid fool head off, and things are getting better, though we are nowhere near conquering the issue, but it is, and will remain our issue, not the neighbours' or their kids' issue.
Incidentally - does anyone have any advice on teaching her not to bark when excited?
What an utter loon.
Lure the little rat through the fence, shave it bald and then send it back.
Just tell him to fuck off.
Just poison his dog.
Not really :-) he's an idiot, i once had someone ask me to restrain my dog ( in our garden) as his horse had an issue with it. ( she may have barked)
My response was " err, no, she's in the garden"
YDNBU OP! Like others have said let him call the RSPCA. I feel your pain, one of our NDNs has 2 dogs that
bark their bollocks off if I so much as open the back door.
Unlike your Neighbour, they have never asked me to keep my kids indoors and they bring them in when they get too noisy so i've never felt the need to ask them likewise as they're actively trying to control it. I just can't get over him asking you not to use YOUR Garden ~
Concrete - my dog goes batshit crazy at next door's washing Their dog is a royal pain in the arse though (whereas mine is just anti washing ) so I'm not top fussed!
This is a joke, right? If not I have a gun you can borrow.
As a dog person I'd say your neighbour is a twat.
I have a new dog who is territorial aggressive, which it sounds like his dog is. I've had my dog 3 weeks and when I first got him he'd go nuts if next door's dogs were out.
I've sorted it within 3 weeks and my dog is now nice and quiet in the garden rather than snarling and barking through the hedge. I had to go out with my dog everytime he went outside for two weeks and kindly teach him he wasn't to do it.
Your neighbour needs to sort his dog out and get a big reality check.
He is saying that if the dog gets out of the garden, it will pose a risk.
That should be reported because if that is genuinely the owner's opinion, the dog should not be left in the garden unless it is contained in a run, or tied securely.
Presumably, if the dog gets loose, it is a risk to all members of the public, not just you and your daughter?
yes - he needs to be able to call his dog to heel and sit quietly and stay. Dogs that can't do this and are disturbed by normal noise are a danger.
I am a dog person. Your neighbour isn't; he's a twat who CBA to control his dog and would rather make it your problem. We had loud, barky, scary looking dogs and if they did that to a neighbour they would either be coerced into calmness or removed from the situation. YANBU and the neighbour has made an actual threat against your daughter - I'd definitely being referring this to the landlord and the police.
|Start new thread in this topic | Flip this thread | Refresh the display
Join the discussion
Registering is free, easy, and means you can join in the discussion, get discounts, win prizes and lots more.Register now
Already registered with Mumsnet? Log in to leave your comment or alternatively, sign in with Facebook or Google.
Please login first.


text:
6220 Stagecoach Rd., Little Rock, AR 72204
- $159,000
- 104 Days on site
- Est: $589/month
Estimate Your Monthly Payment
Data provided by Informa Research Services. Payments do not include amounts for taxes and insurance premiums. The actual payment obligation will be greater if taxes and insurance are included. Click here for more information on rates and product details.
- Mortgage Center
- Beds: 3
- Baths: 2 Full
- Single Family Home
- 2,168 sq ft
For more information, contact Johnny McKay at (501) 765-0001. Visit http://www. crye-leike. com/littlerock/17010906 to view more pictures of this property. 2-3 BR, 2 BA. 2. 6 ac piece of land in the city w/ a country feel. Original house w/ a very open addition. Original Den has been converted into office. Old kitchen is now a work room. The large & open great room/kitchen is perfect for entertaining & kitchen has gas stove, trash compactor, sep. ice maker. 2 car carport. Survey on file. Delayed occupancy will be needed. Wall furnaces & window units, but also has zoned central HVAC. Various storage buildings & 2 portable carports are negotiable. Click here to learn more about this listing.
- Single Family Home
- Beds: 3
- Baths: 2 Full
Listing Details
- Lot Size
- Approximately 113256 Square Feet
- Parking
- Carport
- Assessed Taxable Amount
- $28,780
- Tax Amount
- $1,482
- Property Type
- Single Family Residence
- Bathrooms
- 2
- Floors
- 1
- Home Size (Sqft)
- 2,168
- Lot Size (Sqft)
- 142,877
- Lot Size (Acres)
- 3.28
- Year Built
- 1955
- Units
- 1
- Fireplace
- Single
- Heating System
- Central
- Cooling System
- Central Air
- Exterior Type
- Wood
- Foundation Type
- Pier
- Roof Type
- Composition Shingle
Public Facts: As provided by County Assessor and Recorder offices. May not reflect recent additions or improvements. If you see any errors, the best way to get the records updated is to contact your local county records office. If any of the information in this section conflicts with property information provided by a listing agent or broker, agent-provided information should be deemed more reliable.
Local Info
| Median Household Income
| Median Years In Residence
| Median Homeowner Age
| Households with Children
| Percent of Homes Rented
Nearby Elementary Schools
- David O'dodd Elementary School
- 6423 Stagecoach Rd
- Romine Interdistrict Elementary School
- 3400 Romine Rd
- Western Hills Elementary School
- 4901 Western Hills Ave
Nearby Primary Schools
- Fair Park Early Childhood Center
- 616 N Harrison St
Nearby Middle Schools
- Mabelvale Middle School
- 10811 Mabelvale West Rd
- Cloverdale Aerospace Tech Char
- 6300 Hinkson Rd
- Capital City Christian Academy
- 7800 Interstate 30
Nearby High Schools
- J.A. Fair High School
- 13420 David O Dodd Rd
- Capital City Christian Academy
- 7800 Interstate 30
- Parkview Magnet High School
- 2501 John Barrow Rd
These are the closest schools to your requested location. Proximity does not guarantee enrollment eligibility. Please consult your real estate agent or school district to confirm the schools you are zoned to attend.
Mortgage Rates
Data provided by Informa Research Services. Payments do not include amounts for taxes and insurance premiums. The actual payment obligation will be greater if taxes and insurance are included. Click here for more information on rates and product details.
Property Contact Info
Need More Information?
Please fill out this form to request more photos or more information regarding this property.


text:
In shopping malls, the positioning of the anchor stores is a key consideration but these days, environmental responsibility is just as important.
|10 KONE MonoSpace® elevators, 43 KONE TravelMaster™ escalators, 4 KONE EcoMaster™ escalators, KONE Care™ Maintenance Service
The construction of 313@somerset, a premier retail shopping mall in Singapore, was on a fast track from the beginning. The mall has eight floors and accommodates 177 retail outlets. Easy access is possible from the basement level, which has a direct link to the Somerset MRT metro station.
The shopping mall was planned and built with people flow clearly in mind. We carried out a comprehensive traffic planning analysis to determine the optimal number of elevators and escalators to effectively cater to the needs of shoppers.
We were able to exceed customer expectations by delivering customized products that met capacity needs of the retail center plus were energy efficient, playing an important role in reducing the carbon footprint of the shopping mall.
To support the mall's green credentials, we installed energy-saving elevators that save up to 25 percent of the energy consumed by a typical elevator. To further enhance the reduction of carbon footprint in the building, escalators were equipped with variable speed drives that automatically put the equipment in standby mode during times of off-peak hours, helping to significantly lower energy costs.
313@somerset was granted the BCA (Building & Construction Authority) Green Mark Platinum award, the highest recognition for environmentally friendly buildings in Singapore. BCA evaluates buildings for their environmental impact and performances.
"With such a time challenged and complex project, it takes an understanding and collaborative partner to have achieved our demanding objectives," says Murray Woolcock, Project Director, Project Management & Construction, Lend Lease.


text:
Power Mario is Mario's Final Smash in Super Smash Bros. Mania. Once getting the Smash Ball, Mario will be able to deal more damage using the Smash Ball's power. There are many differences between Power Mario's and Mario's special moves, these are the differences:
- Regular Special Move
- MultiFireball
- Mario fires a stream of Fireballs, four or five at a time.
- MultiFireball
- Side Special Move
- Power Leaf
- Mario turns into Tanooki Mario and can attack now with his tail, and has the ability to fly.
- Power Leaf
- Up Special Move
- Super F.L.U.D.D.
- Mario pulls out F.L.U.D.D. and can use the Rocket Nozzle instead of the Hover Nozzle. F.U.D.D. also does not have to be charged.
- Super F.L.U.D.D.
- Down Special Move
- Mario Cyclone
- Mario spins around with the same animation for the Mario Tornado, but the Mario Cyclone lasts longer and deals more damage per hit.
- Mario Cyclone
Nintendo Gamecube - Super Smash Bros. Melee (2001)
In SSBM, the Fireball and Mario Cyclone were two moves that could have been hacked into the game, using the Action Replay.
Machinima - Smashtasm (Season 1 - Episode 10 (Part 1))
Super64, the main character of the series, gets hacked by his friend 1337f0x and becomes Super Super64, utilising Super Cape and Super Fireball moves.
Nintendo Wii - Super Smash Bros. Mania (2011)
In the new SSBM, the Power Leaf and Super F.L.U.D.D. moves originate from their original games. Combined with new ideas.
Nintendo Entertainment System - Super Mario Bros. 3 (1988)
The Super Leaf move originated from this game.
Nintendo Gamecube - Super Mario Sunshine (2001)
The Super F.L.U.D.D. move originates from this game.


text:
Benjamin from Maximo Latino is a cocky latin twink from Buenos Aires with a smooth body, low hanging balls and an uncut dick that turned out to be a real grower. He's also got a fuckable round bubble butt that looks great in tight shorts! When Benjamin first undresses, his rod is average at best, but as he gets into the mood, he starts to grow... and grow. Long before he's ready to shoot his load, Benjamin's pole is more than twice its original length, full and hard. That's when he strokes it to a creamy conclusion, forgetting all about the camera to empty his balls and spew an explosion of hot cum!
Tags: uncut cock (630), Maximo Latino (14), cumshot (295), latino men (298),


text:
How to Make pigs in a blanket with provolone and salami fast
In this tutorial, learn how to whip up some pigs in a blanket with a twist in about a minute. This video will walk you through all you need to know to give your pigs a little extra oomph. These little guys are much more than mini hot dogs in dough, check it out!


text:
NYC Parks Events Calendar
Get up, get out, and do something! Just about any day of the year, you can find something fun, informative, and healthy to enjoy at an area park. Feel free to browse the listings below, or use the search tools to find an event that matches your interests and location.
Viewing 8,751–8,760 out of 15,931 events
from April 27, 2013 (x) to January 20, 2018
Monday, March 20, 2017
FrogWatch USA Training Part 2
at Greenbelt Nature Center (in Blood Root Valley), Staten Island
7:00 p.m.–9:00 p.m.
Become a citizen scientist and discover how you can help frogs and toads in our environment by identifying and monitoring their unique vocal calls.
Category: Education, Nature, Volunteer
Tuesday, March 21, 2017
Morning Fitness at Fort Tryon Park
at Heather Garden (in Fort Tryon Park), Manhattan
7:30 a.m.–8:30 a.m.
Join us for one hour of walking, stretching, and strengthening exercises.
Category: Fitness
Exhibition - Zane York: Nature Morte
at Arsenal (in Central Park), Manhattan
9:00 a.m.–5:00 p.m.
With a hint of dark humor, Zane York transforms traditional floral still lives and familiar scenes into unexpected compositions in Nature Morte.
Category: Art, Seniors
Arts, Culture & Fun: City Birds by Elana Amity
at Poe Park Visitor Center (in Poe Park), Bronx
9:00 a.m.–5:00 p.m.
"City Birds" includes numerous paintings and monotypes of birds found in New York City's parks, sidewalks, and window sills.
Category: Accessible, Education, Art, History, Seniors
Paint it Up: Wine Bottles - Adults
at Poe Park Visitor Center (in Poe Park), Bronx
10:00 a.m.–11:30 a.m.
Participants will upcycle and decorate their own personal wine bottles as a personal keepsake or gift for a special someone.
Category: Accessible, Arts & Crafts, Seniors
Arts, Culture & Fun: Lenape Landscape: Trees as Tonic by Artist Susan Stair
at Conference House Park Visitor Center (in Conference House Park), Staten Island
10:00 a.m.–4:00 p.m.
This exhibit of clay castings by Susan Stair forms portraits in trees used by the Lenape Indians for food and medicine.
Category: Art
Tour of Gracie Mansion
at Gracie Mansion (in Carl Schurz Park), Manhattan
10:00 a.m.–10:50 a.m.
Gracie Mansion Conservancy presents New York 1942. Our newest installation marking the 75th Anniversary of Gracie Mansion as the official mayoral residence.
Category: Art, History, Tours, Seniors
Tour of Gracie Mansion
at Gracie Mansion (in Carl Schurz Park), Manhattan
11:00 a.m.–11:50 a.m.
Gracie Mansion Conservancy presents New York 1942. Our newest installation marking the 75th Anniversary of Gracie Mansion as the official mayoral residence.
Category: Art, History, Tours, Seniors
Central Park Tour: Hallett Nature Sanctuary and the Pond
at Sixth Avenue and Central Park South (in Central Park), Manhattan
11:00 a.m.–12:15 p.m.
Enjoy this walk through the park's smallest woodland area, open to visitors only on guided tours and limited open hours.
Category: Nature, History, Tours
Introduction to Sign Language: Adults
at Poe Park Visitor Center (in Poe Park), Bronx
11:00 a.m.–12:00 p.m.
Adults of all abilities are welcome to join in learning basic sign language (the alphabet, vocabulary, and how to build simple phrases using American Sign Language).
Category: Accessible, Education
Pages:< Prev1…873874875876877878879…1594Next >
Related Information
- Get information on upcoming events directly in your inbox by signing up for our Email Newsletters.
- Know about an event that's not on the calendar? Send us a tip!
- Planning an event and considering hosting it in a park? Make sure to read our Planning an Event page.


text:
Although we had showers after shower when we stayed here, we certainly had a good time at the guesthouse. The warm wood fire, and warm welcome of the staff was breath taking. The breakfast was excellent. And the rooms were very nice decorated, clean and warm. Remind you (some loose remarks): the sea is nearby, but not visible from this place. Parking is free. Laundry and ironing was very well done.
Many thanks! And till we meet again.
- Official Description (provided by the hotel):
- Sweet Ocean View Guesthouse is a gorgeous Cape Town Mansion that was recently entirely renovated to offer the very best in state of the art interior design. Each of the five rooms are individually furnished and include en-suite bathrooms as well as flat-screen TV's, hairdryers, mini-safes and other essentials.The lounge includes plush leather settees allowing you perfect comfort as you sit back and savour sea and mountain views. From there you can head over onto the 50 square meter roof terrace where you will once again be inspired by the glorious views and warm sunshine as you deck out on the sun loungers.For added relaxing pleasure head downstairs and slip into a bubbling jacuzzi with the majestic Lions Head watching over you. A shower on the roof terrace allows for some refreshment in between your newfound tranquil sunbathing & jacuzzi lifestyle.At Sweetest Guesthouses we offer you a unique experience – one where simplicity, great hospitality and exquisite decor unit ensuing a sense of unforgettable wellbeing. ... more less
- Reservation Options:
- TripAdvisor is proud to partner with Expedia, Orbitz, Hotels.com, Priceline, Booking.com, Cheap Tickets, HostelWorld, Agoda, TripOnline SA, Travelocity, Hotwire, Cancelon and HotelQuickly so you can book your Sweet Ocean View Guesthouse reservations with confidence. We help millions of travelers each month to find the perfect hotel for both vacation and business trips, always with the best discounts and special offers.
- Also Known As:
- Sweet Ocean View Guesthouse Hotel Sea Point
- Sweet Ocean View Hotel
- Sweet Ocean View Guesthouse Cape Town, South Africa