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Faculty Senate ad hoc Governance Committee
March 29, 2006
CONTENTSPART 1 Introduction
PART 2 Board Functions and University History
PART 3 Detailed Proposals for Board Reform
PART 4 General Considerations and the Future
PART 5 Action Items for Consideration
APPENDIX Action Items for Consideration
This report of the faculty senate ad hoc governance committee (FSAGC) proposes reforms to improve governance at American University. The faculty senate charged the FSAGC with developing a proposal for reform of the board of trustees, including the manner in which the board interacts with the campus. The objective of any effort to revise governance at an institution is to establish an effective set of practices that warrant the confidence of all constituencies. Effective governance is best understood as a collective effort to take actions using suitable and legitimate processes that advance a shared purpose consistent with the institution's mission and values. The report proposes to achieve these objectives through an expansion of transparency, greater faculty participation, a strengthened system of oversight and more rigorous accountability. The report not only enumerates reforms, but also situates them within the past, present and future of our university. Improved governance will serve as a foundation to support the university's progress.
This report of the faculty senate ad hoc governance committee has five parts. The first is this introduction. The second addresses the functions performed by boards of trustees and the implications of American University's history for board reform. The third offers specific proposals for reform of the board of trustees, along with justifications for these proposals. The fourth explains some general considerations that arose in the context of the FSAGC's deliberations. The fifth section is a set of actions for the faculty senate's consideration. An appendix lists the members of the faculty senate ad hoc governance committee.
PART 2: Board Functions and University History
Some consideration of the institutional history that has shaped AU's mission and values is important in establishing the context and foundation for board reform.1 This report will attend to four aspects of American University's history that have special pertinence. AU was founded to promote scholarship and teaching. AU has long sought to be inclusive. Service has been central to the university. AU has only recently ended a history of fiscal insecurity. These are not the only matters of importance in American's history. They do, however, have particular bearing upon board reform.
Scholarship and Teaching. AU's mission is grounded in both scholarship and teaching. The first full-time salaried chancellor of the university, Franklin Hamilton, in his opening plan for the university included as a priority the creation of an Institute of Research. He declared the need for research central to the "search for ultimate reality" and "the vitalizing of truth."2
AU has fulfilled Chancellor Hamilton's vision. Its faculty excels in scholarship and creative activity. For instance, in 2004, 86 faculty members published books, monographs, and government and corporate reports. Another 126 faculty members published refereed articles. Fully 143 faculty members served on editorial boards. Thirty-one faculty members published poems, stories, and plays or were featured as performers or artists.
AU's commitment to the dissemination of knowledge extends from faculty members' work in their individual disciplines to work with our students. The dual emphasis on scholarship and teaching is central to American University's identity. The National Survey of Student Engagement tracks responses from 472 four-year colleges and universities, including 42 "doctoral extensive universities." In the most recent results, AU ranked first among college seniors at doctoral extensive universities in academic challenge. It also ranked first among these seniors in student-faculty interaction. AU is a university that is not only committed to conducting scholarship and creative activity, but also to active engagement of our faculty with our students.
Board reform must take into account American University's emphasis on scholarship and teaching. The board must include individuals who share a background in and passion for these aspects of our mission. The board must have processes that are consistent with open inquiry, which is essential for excellence not only in the advancement and dissemination of knowledge, but also in effective governance.
Inclusiveness. As far back as March 1890, at the first public meeting to discuss the creation of American University, Bishop John Newman spoke of the need for the new university to challenge established norms with regard to sex and race.3 We have confronted this challenge ever since. The law school, independently chartered in 1896, was established to provide women an equal opportunity for the study of the law. Between 1915 and 1923, the univer-sity awarded sixty-eight fellowships. Twenty-five percent went to female graduate students. One African-American and two Asian-born students also received them. The first class of undergraduates in 1925 included thirty-four men and forty-one women, among whom were four Catholic and two Jewish students.4 In 1936, an African-American woman was admitted to the graduate school to pursue a Ph.D. in history. The board of trustees of the graduate school and the faculty reaffirmed the policy of "admitting students on the basis of intellectual and educational attainment," in spite of opposition from local residents and a small minority of board members.5 This historic collaboration of the faculty and board is particularly noteworthy in light of recent events.
Inclusiveness continues to be important at American University. Foreign nationals from 137 countries comprise 8 percent of the student body. Almost 22 percent of students are U.S. minorities and 61 percent are women. Our inclusiveness goes beyond demographic composition, however, shaping campus interaction. The centrality of inclusiveness to American's history speaks to the nature of board reform. The board must become more inclusive in its internal workings and in its relationship to the American University community.
Service. Throughout its history, AU has emphasized service. In the early years after World War I, AU's School of Citizenship was designed in part to train public servants and social workers. In 1934, when speaking at the inauguration of Joseph Gray as chancellor, an event at which the formation of the new School of Public Affairs was announced, President Franklin Roosevelt said of AU: "[Y]ou have a great future—a great opportunity for initiative, for constructive thinking, for practical idealism, and for national service."6 Twenty-five years later, university leaders deliberately used the word "service" rather than "studies" when establishing the School of International Service in order to underscore the intention that SIS prepare students for service in government, non-governmental organizations, and religious bodies.
This emphasis on service continues today. For two years in a row, American University has had more Presidential Management Interns than any other university in the country. We are consistently represented disproportionately in the Peace Corps. Approximately half of freshmen volunteer in the Freshman Service Experience program before they have ever taken a class at AU. Close to 2000 undergraduates engage in some form of volunteer activity. Faculty have assisted former Communist countries in drafting constitutions and have worked to rebuild education in Iraq, to name but a small fraction of the contributions to the greater good.
Given this history, reform of the board of trustees should reflect the centrality of service. The president of the university should be seen as embodying not just scholarship and inclusiveness, but also a sense of service. The composition of the board and the interactions of board and campus constituencies should also reflect the importance of service.
As befits a university with such an emphasis on service, integrity has been central to our identity. It is part of the "brand name" of American University. Recent events have tarnished the reputation of the university. The reforms that we describe below should thus be undertaken mindful of the need to bolster both the perception and the reality of integrity at American University.
Fiscal difficulties. American University has long existed in a state of financial insecurity. The university was chartered in 1893, a year that became known for "The Great Panic" that hobbled the economy. Due in large part to difficulties raising funds, the university was unable to open until over two decades later, in 1914. The Great Depression took its toll. AU tottered on the edge of insolvency. In April 1932, the university was even unable to meet its payroll.7 When Hurst Anderson became president of American University in 1952, the extent of the deterioration of the campus shocked him. He later said, "I almost had heart failure. I've never seen a place in worse physical shape."8 American University got by in the relatively robust decades of the 1960s and 1970s. The recession of the early 1980's, however, once again brought the university to the financial brink. At the time that Richard Berendzen assumed the university presidency, the unrestricted and internally designated funds balance fell under $1 million. The endowment stood at a meager $7 million. More than a decade later, AU's finances were still somewhat precarious. There was a mid-year 8 percent reduction in the operating budget in FY 1993, not long before Benjamin Ladner became university president. The belt tightening was required in part because full-time freshman enrollments had dropped from 1127 in Fall 1990 (the last class admitted while Dr. Berendzen was president) to just 941 in Fall 1994 (the last admitted prior to the presidency of Dr. Ladner), despite the acceptance rate rising from 54 percent in 1988 to 77 percent in 1994. The 1994 entering freshman class was the smallest since 1984, a dangerous trend for a tuition-dependent university.
The University's finances are now on a more secure footing. The unrestricted and internally designated funds balance has risen to $87 million at the end of FY 2005. The endowment has climbed, largely by transferring operating funds, from about $36 million in June 1994 (i.e., 301st among the 460 colleges and universities surveyed by the Chronicle of Higher Education at the time) to $271 million in June 2005 (i.e., 175th among the 746 surveyed).
The repeated bouts of financial distress had an unfortunate result on governance at the university. The board of trustees has at times sought out and supported presidents who promised to remedy the university's financial problems without always exercising sufficient oversight of the methods used in their efforts, or indeed of other crucial aspects of university administration. As a result, executive decision-making became increasingly exclusionary and top down.
Governance reform must be considered against the backdrop of not only the extended history of American University, but also the events of 2005. On September 26, 2005, all seven major teaching units at American University passed resolutions expressing no confidence in president Benjamin Ladner after reports that he had misspent university funds. The faculty senate followed suit shortly thereafter with a unanimous vote of no confidence in the president of the university. In October and November, five of the seven major teaching units and the faculty senate voted no confidence in the board of trustees after the board decided to give the president of the university a large severance package despite the alleged misspending. The events of 2005 were symptomatic of governance issues that had been present for decades. Inadequacies in transparency, accountability, effectiveness, and representation laid the foundation for the events of 2005. Thus these are the areas targeted for improvement in this report.
The next section of this report details our proposals for board reform. We include justifications for each proposal.
PART 3: Detailed Proposals for Board Reform
A core responsibility of the board, as the AAUP/ACE/AGB joint Statement on Government of Colleges and Universities indicates, is to "[obtain] needed capital and operating funds." Indeed, American University is in the midst of a capital campaign that is important to its academic mission, and board assistance with this campaign is crucial. However, the greatest contribution that the board of trustees could make to the university today is not a monetary one. It needs to be a coherent body that works together constructively to advance the university.
Because the university is currently on a sounder financial footing than in years past, there is now an invaluable opportunity to address the non-financial aspects of board responsibilities. To be comprehensive in its abilities, a strong board needs individuals from diverse backgrounds and with varieties of experience.9 In particular, board members should be added to emphasize the inclusiveness and diversity that has long marked American University. Board members should be added who have a background in higher education. This will assist in setting the strategic direction of the University and undertaking effective oversight. The board should also add to its membership individuals who have a background in service for similar reasons.
Having the president serve as a voting member of the board creates the potential for either real or apparent conflict of interest. Even the appearance of a conflict undermines the credibility of the president and board with the campus and thus their ability to govern the university effectively, especially when difficult decisions must be made.
Nonvoting status for the president demonstrates that American University is a place where the persuasiveness of an argument is the strongest currency. It is true that a single trustee rarely determines the outcome of a vote. Nonetheless, being unable to vote can serve as a reminder of the role the president has in fostering the most robust and inclusive dialogue possible on campus.
Nonvoting status reinforces the commitment of the university to service. One of the concerns often expressed in the community in recent times has been the sense that there has been an imperial presidency. From their first days on campus, our students learn the centrality of service. It is essential that the president of the university teach the value of service as well. Having a nonvoting status would help remind the president and the community that the president serves the university as a whole.
Nonvoting status also allows for a more appropriate separation of the board of trustees from the president. This, in turn, will permit the board to engage in more effective oversight. Improved oversight is one of the most important goals of board reform.
For many of these same reasons, we recommend that the president of the university no longer serve as a member of the executive committee, though the president would certainly be expected to meet with the executive committee. To avoid an appearance of conflict of interest, we recommend that the president not serve on the audit, compensation, or trusteeship committees. Given the centrality of auditing issues to the well-being of the University, we recommend that the audit committee chair be given the vacant seat on the executive committee.
We propose the addition of the faculty senate chair, past chair, and vice chair as ex officio nonvoting members of the board who would participate in executive sessions.
As we have noted, American University has, from its inception, emphasized inclusiveness. Diversifying the board, as was proposed in item 1, will foster inclusiveness. An additional essential step would be to add current faculty members to the board. Faculty representatives would bring with them the particular expertise in scholarship, teaching, and service that mark AU. They also hold detailed knowledge of the performance of American University's core missions.
We need to rebuild trust on campus. To do this, we will need to enhance transparency. Including faculty on the board is a particularly important part of that enhancement. In some cases, faculty will be able to report back to the campus about what has occurred in meetings of the board. Of course, sometimes the faculty will need to hold the matters discussed in board meetings confidential. But even in these instances, ensuring that some portion of the faculty has participated in and been witness to the workings of the board will augment transparency. Faculty board members will be able to vouch for the quality and character of board discussions.
The faculty voice was largely absent from the board in recent years. As a result, the board was surprised when the lack of support for President Ladner permitted the overwhelming votes of no confidence in September 2005. Having faculty members on the board will guard against such surprises. The absence of surprise is important in building trust.
The board and the faculty need to hear from each other directly and to discuss the matters that are most pressing for the institution. This discussion is necessary to produce policy of the highest quality and the fullest campus-wide understanding of the decisions made. The campus needs the faculty and the board to work in harmony. As the AAUP/ACE/AGB joint statement on government notes: "...a college or university in which all the components are aware of their interdependence, of the usefulness of communication among themselves, and of the force of joint action will enjoy increased capacity to solve educational problems."
Currently, the faculty senate chair, who is in office for one year, serves as an observer at board of trustees meetings. This is problematic on several counts. First, a year has proven to be too short under most circumstances a time for the faculty senate chair to become sufficiently acquainted with board members and procedure to make a meaningful contribution. Second, reliance on a single faculty member, regardless of the length of service, would make it impossible to maintain continuity over transitions. The board would have to bring up to speed each new faculty member from scratch. Our proposal remedies these shortcomings by allowing for more faculty to serve and for a longer term of service.
The faculty senate has three executive officers, the vice chair, the chair and the past chair. The faculty member elected to the position of vice chair automatically moves in successive years to the positions of chair and past chair. If these three senate officers were to belong to the board, each faculty member on the board would serve for three years, which is equivalent to a full term for the other trustees. Faculty service on the board would be staggered, which would provide for continuity in faculty representation.
There are several additional reasons for having the three faculty senate officers serve as the board representatives. These three officers have full legitimacy because the highest body of the faculty—namely, the faculty senate—elects them to their posts. Moreover, the faculty senate officers are already involved in university governance, so they will bring to the board the experience and perspective that accrue from this engagement. In contrast, selecting faculty representatives to the board of trustees through a process wholly independent of the faculty senate, such as a direct election, would be likely to undermine the effectiveness of faculty governance because it would be creating two parallel channels of faculty representation with no means of coordination between them.
We do not recommend that faculty on the board vote. Faculty voice is by far the most important aspect of representation when addressing issues facing a university. As AAUP General Secretary Roger Bowen and former Colby President William Cotter noted in a recent column, "[w]hether faculty serve as voting members of the board is not as important as their ability to speak to the trustees on issues of faculty concern. After all, most board decisions are reached by consensus, and a faculty member's 'vote' would almost never prove decisive."10 Just as we are recommending that the president of the university be a nonvoting member due to the appearance of conflict of interest, we recommend the same for the faculty representatives. For instance, we foresee potential conflicts if faculty were to vote on allocation issues, direct financial perquisites, and programmatic initiatives. Given that little would be gained by faculty vote, but that conflict of interest issues would much more easily be raised, and given the faculty's strongly expressed preference that the university president be a nonvoting member of the board, we recommend that faculty status also be nonvoting.
We do recommend that faculty be present during executive sessions of the board. Including faculty representatives in board discussions at all phases, especially when the board engages in its most rigorous deliberations and casts votes, is consistent with the values of openness and discourse that are hallmarks of American University. The trust of the faculty can only be restored through faculty participation in board discussions from start to finish. There will certainly be occasions during which the same concerns about conflict of interest that lead us to recommend against voting membership will lead to concerns about faculty presence during certain board discussions. We are confident that the members of the board, including the faculty members, will be able to navigate these difficulties. Board members need to keep confidential the discussions of the board. This need would apply to faculty members on the board just as it would apply to any other members of the board. As a result, we understand that faculty members serving on the board would at times be unable to report back to campus on the substance of discussions. Nonetheless, having faculty present would lend a voice to discussions that is necessary to the effective workings of the board and faculty can report back on the process.
In adding faculty to the board, we note that we hope to empower the board and to empower the president of the university. We believe that the atmosphere of trust, transparency, and cooperation that would be enhanced by faculty membership on the board would serve the board and president as they execute their independent, yet interdependent, roles at AU.
In their letter to campus of October 27, 2005, the board identified as one of the lessons of the events of 2005: "The need for the trustees to be less isolated and insulated from the campus and to have a better understanding of the concerns and priorities of all who work and learn here."11 The proposals on faculty inclusion on the board and its committees address this particular lesson.
The board has already taken interim steps to enhance faculty participation on the committees of the board. We recommend that these steps be expanded to include all standing committees. Our reasons for this proposal mirror those that we have made in arguing for adding faculty to the full board. There is, however, less of a concern about conflict of interest for decisions made at the committee level, as opposed to those by the board, because committee decisions are simply recommendations to the board for consideration. Most board committees operate by consensus, and so the concept of a voting member does not pertain, but to the extent that a committee does vote, the board should accord faculty serving on it that right. By adding members to these committees, we will increase the number of faculty members who have contact with the board, which will, in turn, further increase transparency. These faculty members would serve to enhance communication between board and faculty.
Faculty representatives to committees would be nominated by the faculty senate officers and ratified by the full senate. To the extent possible, faculty representatives to committees should come from faculty senate committees parallel to the board committees because members of those committees have the expertise and contacts among faculty colleagues to fulfill the mandate most effectively.
The board has already taken steps towards enhancing transparency. Both a consolidation of existing measures and a further expansion of transparency are essential to board reform. We encourage the board to regularize the process by posting the agenda of board and committee meetings when they are sent to board members and by continuing to release summaries of discussions held and decisions taken at board meetings as soon as possible. In addition, we recommend that the board engage in other informal interaction with the campus community.12 AU's central activity is to promote the dissemination of knowledge. This is at the heart of the mission of the academy. Increased board transparency would serve, by example, to foster an atmosphere of open inquiry and dialogue across the campus. This proposal is consistent with two of the lessons the board identified in its letter of October 27: "The need for the board to be more transparent in its discussions and decisions" and "[t]he need to assure that the board itself, as a matter of leadership, reflects the values of the university in its work and processes."
The committee considered recommending an amendment of the university charter to require that all board meetings be open to the public. The committee members concluded, however, that the changes embodied in our recommendations may be sufficient to create the necessary openness and inclusiveness without amending the charter.
We congratulate the board for having already taken an initial and important step toward making the trusteeship nomination process more inclusive. Allowing anyone from the community to nominate members of the board through a regularized and transparent process deepens the stake the community has in the university. It also fosters trust that the composition of the board will reflect the values of the broader community. Opening the process this winter led to the nomination of close to ninety new people for the board. This was a particularly impressive pool of talent and commitment from which to draw. The board should make the process used this year routine.13 The board should also be commended for taking full responsibility for the process of selecting trustees. Board ownership of trustee selection avoids the appearance of conflict of interest and enhances the credibility of board oversight. For the same reasons, the president of the university should not be a member of the trusteeship committee.
Orientation of new board members needs to be expanded. The principal objective of the orientation should be to promote the effectiveness and collective engagement of the board. Part of this orientation should be to inform new board members about current issues having to do with the faculty. It should also broaden the members' understanding of the history of the university. We recommend that part of the orientation process be a session for new board members with current and past chairs of the faculty and university senate. We also recommend another session with the university archivist.
The events of 2005 made plain a long-running problem. The board of trustees was not functioning effectively as a collective body. The board meets only three times a year. An increase in the number of meetings annually would provide more time to discuss issues in depth and permit trustees to get to know each other better. Alternatively, a regular retreat, which could be counted as an additional meeting, might be beneficial, since it would permit old and new board members to become acquainted in a less formal setting than an official board meeting and it would permit more time to consider issues and to engage in strategic planning.
Some of the change in communication is cultural and therefore cannot be legislated, but structure does matter. Our recommendations are to promote a structure that fosters communication.
We considered the role of teleconferencing in board meetings.14 Physical attendance is a valuable measure of a board member's interest in service to the university. Teleconferencing limits non-verbal interaction and communication with other board members in crucial ways (often rendering the trustee who does not actually attend a passive participant in the meeting). It also eliminates communication with the campus during the periods of board meetings, but attendance by teleconference is obviously preferable to complete absence. Teleconferencing, though allowed, should be discouraged. For instance, the board could allow members to attend, but not count participation toward any attendance requirement or quorum. Those attending via teleconferencing might be allowed to partake in the conversation but not vote.
Many of the difficulties of the recent past have stemmed from a failure to ratify executive committee decisions. The president's 1997 compensation contract was not widely known and never formally ratified by the board as a whole. The executive committee's decision to place the president on administrative leave in August 2005 was neither widely discussed within the board as a whole nor ratified. We recommend that actions taken by the executive committee should be reported to the whole board immediately and ratified by vote of the whole board at the next board meeting.15
The board should distribute responsibility more widely. It is easy, when times are good, for work to migrate to the chair of the board, which disempowers the rest of the board. Though legislative solutions may not wholly prevent this tendency, they can foster alternative practices. To this end, we propose that the board chair not serve as chair of any other committee. This should help ensure that more members of the board, by being chairs of important committees are actively involved in the workings of the board, and permit the board chair to play a chief executive's role.16
Currently, the university president appoints the board secretary, has the board secretary report to the president and determines the board secretary's compensation. In order to remove a conflict of interest and to enhance the effectiveness of oversight, we recommend that the board appoint the secretary to the board and an assistant secretary (recording) if needed, have these individuals report exclusively to the board of trustees, and determine their compensation.
The performance of the president of the university should be fully reviewed at least every three years in a process that includes intensive consultation with representatives of the campus community. There should also be an annual review that need not be as elaborate.17 Feedback to the board from the campus may have provided early warning that could have helped to avert the troubles surrounding former President Ladner.
The above-market salary paid to President Ladner generated a corrosive cynicism that disillusioned and demoralized many faculty and students. Questions regarding the composition of the board's compensation committee and the selection of compensation consultants compounded the distrust. The FSAGC recommends restoring trust by making the process to determine the compensation of the president and other top university officers regular and transparent. Faculty should serve on the compensation committee in order to participate in the selection of consultants to perform compensation reviews. The actual review should include comparisons to compensation for presidents at reasonable target schools as a benchmark.
While we call for greater oversight of presidential compensation and expenditures, we recognize that excellent presidents are well paid. The Chronicle of Higher Education database of presidential salaries for 2003-2004 indicates that the median salary for the 48 presidents of "private doctoral/research universities-extensive" (AU's category) was approximately $510,000 and that figure includes six presidents who drew no salary at all. The median for the 41 "private doctoral/research universities-intensive" was approximately $310,000, including five clergy who drew salaries under $100,000. We urge the board to provide adequate, but appropriate, compensation for the excellent president we expect to be found in the upcoming search.
The board's letter to campus of October 27, 2005, included a note that, given recent events, the board needs to be more vigilant with respect to financial matters including but not limited to compensation. We agree that this is a priority. Re-establishing trust on campus requires that there be clarity that the top executives are not reimbursed for personal expenses. For instance, an audit of the president and vice presidential office expenditures by the university's internal auditors should be conducted annually, reviewed by the independent auditors, and reported directly to the board of trustees audit committee. After an initial period of careful examination, the audit of the various offices might be done on a rotating basis.
Our proposals to this point have been aimed at making the board more effective by enhancing oversight, participation and transparency. To these steps must be added an increased measure of board accountability. The board, both collectively and individually, needs to undertake periodic reviews.18
Board self-assessment needs to be seen as an opportunity for education and improvement, as well as evaluation.19 An annual internal substantive discussion of board performance is warranted, as is a professional external evaluation every three to four years.20 Assessment of individual trustees must be objective and rigorous. There should be no assumption that trustees will be reappointed when their terms have ended. The Board needs strong trustees who are actively engaged in support of the university.
Various additional steps could be taken to enhance accountability. The FSAGC considered whether term limits for trustees was desirable. We noted that: (1) the board=s ability to recruit new members is untested after the events of 2005, (2) term limits tend to strengthen those not subject to them—in this case, the president of the university vis-a-vis the board—a situation counter-indicated following so closely on the events of 2005, and (3) term limits, had they been in place already, would not have had any obvious effect on these events. On the other hand, term limits also create the possibility of refreshing board culture. As a result, the board should seriously consider term limits as a means to improve board performance.
PART 4: General Considerations and the Future
In addition to the specific proposals described above, the faculty senate ad hoc governance committee discussed several other issues. These issues are presented in brief below.
Substantial majorities of the committee approved every proposal listed above. Not all were approved unanimously, of course. Some felt that any faculty representatives on the board of trustees should have voting rights and did not see the conflict of interest issue as weighing as large as did the majority. Some felt that faculty should not vote on committees for the same reasons that they would not vote on the full board, whereas others saw a difference in degree of conflict of interest. Some felt there should be more members of the faculty on the board. Some felt that the faculty should use direct elections to select any faculty trustees. A large majority of the FSAGC supported the proposal to have the faculty senate officers serve as faculty trustees, as is recommended in this report. Some felt that it would be useful to have an ombudsperson. Others argued that the combination of an effective whistleblower protection policy (something we strongly recommend as a committee) and sound governance reform should preclude the need for an ombudsperson. The concern that an ombudsperson could also potentially have unintended consequences detrimental to academic freedom was also expressed.
We considered the size of the board. There is a frequent recommendation that boards be smaller so as to enhance communication.21 We encourage the board to revisit the issue of size in the future, but we recognize that in the near term the board might need to expand so as to enhance diversity.
Several other constituencies have presented proposals for reform of the board. We encourage the board to consider these proposals carefully. We note in particular that we have not made proposals about the relation of other campus constituencies to the board. We believe that those constituencies can present their own arguments more persuasively than we can.
Our proposals call for closer contact of the board with the campus. However, we encourage the board not to engage in micromanagement.22 In some instances, the board has failed to engage in oversight of sufficient detail. In correcting this tendency, there is a very real possibility of overreaction. As the AAUP/ACE/AGB joint statement indicates, the president and faculty each have broad responsibilities in shared governance and it is essential to the health of the institution that trustees, president, and faculty each work independently, if collaboratively. The nature of the academic enterprise is creative. As a result, those on the front lines are sometimes in a unique position to recognize both opportunity and need and to act upon that recognition. To the extent that the board expands the details of its oversight activities, this expansion should be limited to the oversight of the compensation of and expenditures by the president and other top university officials, the president's management of the university and strategic planning.
We note continuing faculty dissatisfaction with the lack of budget transparency. We encourage more budget transparency, but do not set forth a specific proposal. The faculty senate instructional budget and benefits committee will submit such a recommendation. There was some interest on the committee to examine the structure of governance at American University and the events of 2005 more broadly. However, our charge was specifically to examine board reform.
Crisis creates opportunity. Board governance reform is such an opportunity. The university has been growing in stature and in resources. What we need now is change to allow the university to take the next step forward in its progress, a step that will be directed by our history. As a university that is marked by commitment to both scholarship and teaching, we need the elements that will permit additional excellence in both. What we need now is in part made possible by the financial resources that traditionally have been emphasized by boards—opening up the time and the resources for the faculty and students to engage in their scholarship, teaching, learning, and service. We also need leadership, both within the board and appointed by the board, that can identify the potential already extant at American University simply waiting to be tapped and that empowers the community to achieve excellence in our respective functions. We need a governance process that reflects the love of ideas, the inclusiveness, and the service that mark American University.
The culture of a university—of this university—is unique. The fundamental enterprise is to engage in teaching and research. The bonds of scholars to disciplines and of students to teachers are, as a result, central. We too easily confuse these bonds with those that exist between corporation and customer. Corporations often measure success in very tangible ways: monetary profit, gross output, stock prices. It is easy in a university to also attend to that which is most tangible—endowment, SAT's, external ratings. These are important, but much of the university's enterprise is less tangible, if no less real. Chancellor Franklin Hamilton spoke of the "search for ultimate reality" and of "vitalizing of truth." Just as these are dear to the academic mission of the university, they are also dear to its governance. By these proposals we hope to reorient the university toward these goals. We hope to help further build this community based on a love of the life of the mind. We hope to build trust.23 In one way, it is possible to measure the progress of governance reform by ticking off the items on our list of proposals that are adopted by the board. These are important. Yet there has been in recent months progress that is less tangible, but no less real. The board and the faculty have been engaged collaboratively in the "vitalizing of truth." It is our fervent hope that this engagement continues.
PART 5: Action Items for Consideration
Faculty senate ad hoc governance committee members:
Tony Ahrens, CAS (co-chair)
Stephen Silvia, SIS (co-chair)
George Arnold, Library
Barlow Burke, WCL
John Douglass, SOC
Eileen Findlay, CAS
Clarence Lusane, SIS
Michael Sampson, KSB
Rita Simon, SPA
Myra Sklarew, CAS
Richard Stack, SOC
1Indeed, the Statement on Government of Colleges and Universities cited by the American Association of University Professors (AAUP), the American Council on Education (ACE), and the Association of Governing Boards (AGB) notes, "The governing board has a special obligation to ensure that the history of the college or university shall serve as a prelude and inspiration to the future."
2 George D. Arnold and William E. Ross. "History of American University." Unpublished manuscript. University Archives. American University, Washington, D.C. back to text
3 Arnold and Ross. back to text
4 Arnold and Ross. back to text
5 Arnold and Ross. back to text
6 Arnold and Ross. back to text
7 Arnold and Ross. back to text
8 Arnold and Ross. back to text
9 An article on boards makes much the same point about nominating committees operating such that "each member brings not only the all-important fund-raising capabilities but also necessary skills or relationships with community leaders, politicians, or regulators" (Paul J. Jansen and Andrea R. Kilpatrick, "The dynamic nonprofit board," The McKinsey Quarterly, no. 2 [2004]). back to text
10 Roger W. Bowen and William R. Cotter, "Our model for effective governance," Trusteeship, September/October 2005. back to text
11 http://www.american.edu/trustees/statements/10272005.html. back to text
12 Bowen and Cotter report this as being crucial to the development of trust on campus. In the instance of Colby, they write: "How did such happy relations develop? We believe the board's willingness to meet with faculty and the president's encouragement of such interaction was an important reason. Cocktail hours for trustees and faculty were arranged, as was an annual faculty-trustee dinner during commencement weekend." Change was gradual, but trust, in their view, did grow. back to text
13 Jansen and Kilpatrick note that "[t]he committee should recruit candidates from as wide a range of channels as possible..." back to text
14 We did not consider videoconferencing. back to text
15 Phyllis Palmeiro, "Best Practices in University Governance," testimony, Roundtable Discussion, United States Congress, Senate, Committee on Finance, March 3, 2006. back to text
16 We note, in particular, that the board chair currently, by regulation, serves as chair of the compensation committee. Having separate individuals serve as board chair and compensation committee chair should enhance oversight of the university president. back to text
17 Palmeiro. back to text
18 This proposal is not new. The Middle States Self-Study recommended independent evaluation of the Board (American University, "American University Self-Study," prepared for the Middle States Association Commission on Higher Education and the AU Community, December 2003. American University, Washington, DC). back to text
19 McKinsey. back to text
20 Palmeiro. back to text
21 For example, see: T. Eisenberg, S. Sundgren, and M. Wells, "Larger Board Size and Decreasing Firm Value in Small Firms," Journal of Financial Economics 48 (1998); Benjamin E. Hermalin, "Higher Education Boards of Trustees," in Ronald G. Ehrenberg, ed., Governing Academia: Who is in Charge at the Modern University? (Ithaca, N.Y.: Cornell University Press, 2004); B.E. Hermalin, and M. Weisach, "Boards of Directors as an Endogenously Determined Institution: A Survey of he Economics Literature," Economic Policy Review 9 (2003); Y. Wu, "Honey, I shrunk the Board," Working paper, University of Chicago (2000); and Daniel Yermack, "Higher Valuation of Companies with a Small Board of Directors," Journal of Financial Economics 40 (1996). back to text
22 Richard.P. Chait, "How to Keep Trustees from Being Micromanagers," Chronicle of Higher Education, May 6, 2005. back to text
23 Bowen and Cotter note, when considering faculty presence on boards that "...the potential for benefit...is too great, or too ephemeral, to calculate. How can trust, after all, be measured?" back to text


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Hungary's new Church Act violated the rights of religious communities when it stripped them of their church status, the European Court of Human Rights ruled on Tuesday.
Religious communities' loss of full church status breached their rights to freedom of assembly and association and their rights to freedom of thought, conscience and religion, a statement said.
"The Court found in particular that the Hungarian Government had not shown that there were not any other, less drastic solutions to problems relating to abuse of State subsidies by certain churches than to de-register the applicant communities," the court said.
"Furthermore, it was inconsistent with the State's duty of neutrality in religious matters that religious groups had to apply to Parliament to obtain reregistration as churches and that they were treated differently from incorporated churches with regard to material benefits without any objective grounds," it added.

subset: commoncrawl


text:
Posted 5 years ago
(1 item)
As much as I would love to put these candlesticks on my stall at the Panama Fairs market at The Riddell Hall in Walton-on-the-Hill they have been in our family forever and I would never put them up for sale. I once identified the two small sunburst markings on the base but have long forgotten where they were made. I must make time to look them up again. They stood on an ancient oak table in our family home for as long as I can remember. The plating is worn with cleaning and the brass is coming through but this adds to their charm. We use them all the time now and whether they have white dinner party candles or red Christmas ones, I will always remember Grandad lighting his Woodbines from them many moons ago.


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BDSM Discipline Heavy Spanking Paddle, Great for Thuddy Spanking!The Kink Factory
New Discipline Paddles in Stock! These Paddles are wonderful for those discipline scenes about which you've been fantasizing! The head of the paddle measures approximately 8.5" x 4" for that excellent coverage and a longer handle for better balance and an improved grip and an overall length of 15 inches.
This spanking paddle is handmade by those who know what a good paddle should be...attractive and effective.
Woods Available (wood choice will change the "feel" of the paddle):
Paddle Qualities:
~Excellent coverage for thuddy spanking
~Natural wood colors, no dyes or paints
~Sealed in food-safe finish
~Fine sanded to a smooth finish
~Rounded edges for comfort and safety
To clean, use a Lysol wipe and allow to air dry before returning to your toy bag.
Several available. Due to the handmade nature of these items, they may vary in dimensions by +/- 0.25". Please note that wood grains vary so each paddle will be unique! No two will ever be the same!
As with all of our toys, these are made only for play between consenting adults. Please always observe rules of safe play.
All of our products are shipped in discreet packaging.
All dimensions are approximate.


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This just in from FNL's fearless Emily Turner! Thanks, Emily!
-January is National Mentoring Month and we'll continue our FNL Mentoring at Sonora and Summerville. Mentors (10th-12th grade) and protégés (7th-8th grade) are still welcome to join. Mentoring is held Tuesday nights from 6:00-8:00 for Sonora High and its feeder schools in the Sonora High cafeteria. Mentoring is held Tuesday nights from 6:00-8:00 for Summerville High and its feeder schools at Summerville High in room 202.
-January is National Human Trafficking and Slavery Prevention & Awareness Month. Sexual exploitation falls into this category. If you, or someone you know, is being held against their will or is exchanging rent or other services for sex, please seek help. You can call the FNL Coordinator at 533-1397 x 297 or the Human Trafficking hotline 1-888-3737-888.
-FNL Action is a continuous program for 7th-12th graders on Thursday nights from 6:00-7:00. Action is held in the Behavioral Health conference room. This group meets to address issues that youth face and how we can resolve them. We are currently going through the Committed Campaign- decreasing the access of alcohol to minors in Tuolumne County.
-"Be the Change" Challenge Day follow up groups are held on these 3 campuses: Sonora High, Sonora Elementary and Jamestown Elementary. This clubs exist to cultivate positive change on their campuses through addressing bullying behavior and meeting that with love, mediation and peer leadership.
-FNL is now being held at Cassina High School on Wednesdays from 3:00-4:00 in the gym.
-Club Live is on 5 campuses: Sonora Elementary, Summerville Elementary, Twain Harte Elementary, Soulsbyville Elementary and Curtis Creek.


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RJ Stallings didn't score every time he touched the ball last Friday, but he made the end zone a frequent final stop.
The Silver Bluff senior scored three first-quarter touchdowns in less than three minutes of action, doing so in three different ways in the Bulldogs' 36-20 win against South Aiken.
After a 51-yard run with 9:16 to go in the quarter, Stallings had a receiving touchdown at 7:42 and then returned an interception for a TD with 6:39 remaining, helping him earn The Augusta Chronicle's Player of the Week.
"I was watching film, and I was supposed to have the flat; I ran with the wrong guy," Stallings said about his interception, adding he went with a receiver. "I saw the ball, and when the ball is in the air, we're supposed to catch it."
Stallings scored his final touchdown with 9:05 still to go in the first half, when he reached the end zone on a nine-yard run. He finished with 125 yards on 13 carries.
"We had a lot of great blocking," Stallings said. "I got into the open field and I knew no one could catch me."


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Type of Document Dissertation Author Cooper, Christopher Author's Email Address firstname.lastname@example.com URN etd-08202007-204147 Title The Depression Scale for Severe Disability: A Diagnostic Tool for the Assessment of Depression in Adults with Severe and Profound Intellectual Disabilities Degree Doctor of Philosophy (Ph.D.) Department Psychology Advisory Committee
Advisor Name Title Johnny L. Matson Committee Chair Alan Baumeister Committee Member Amy Copeland Committee Member William D. Gouvier Committee Member Janna B. Oetting Dean's Representative Keywords
- psychopathology
- mental retardation
- psychometrics
- mood disorders
Date of Defense 2006-09-22 Availability unrestricted AbstractThe Depression Scale for Severe Disability(DEPRESSED) is a clinically and empirically derived informant-report behavioral rating scale designed to measure depression in persons with severe and profound intellectual disabilities by assessing behavioral symptoms of depression. Behavioral symptoms of depression and item and factor analyses were used to construct the scale resulting in a 20-item four-factor solution producing factors that were labeled "Sleep"(F1), "Mood"(F2), "Skills"(F3), and "Motor"(F4). The DEPRESSED identified the core symptoms of depression including mood, anhedonia, sleep, appetite, fatigue, and psychomotor agitation and retardation. Internal consistency, interrater and test-retest reliability of the DEPRESSED scale were excellent. The DEPRESSED also demonstrated face and factorial validity and excellent construct and convergent validity with the DASH-II. Based on a preliminary psychometric evaluation, the DEPRESSED appears to be a reliable and valid measure for screening depression in individuals with severe and profound intellectual disabilities. Files
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28.8 Modem 56K Modem ISDN (64 Kb) ISDN (128 Kb) Higher-speed Access Cooper_dis.pdf 172.72 Kb 00:00:47 00:00:24 00:00:21 00:00:10 < 00:00:01
If you have questions or technical problems, please Contact LSU-ETD Support.


text:
Club Amenities
At Encanterra, we understand that the Club experience only begins with the exceptional Tom Lehman-designed golf course. After a day on the course, you want a place to unwind, relax with friends, and maybe even catch a workout or a swim - and for this we present La Casa.
La Casa, The Club At Encanterra
This 60,000+ square foot Resort Club is dedicated to delivering you an exceptional membership experience. Please click here to view a photo gallery of the La Casa at Encanterra resort club and grounds.
A sampling of the La Casa's personalized elements include:
- Fully equipped sports shop
- State-of-the-art athletic club
- Contemporary indoor and outdoor pools
- The revitalizing and indulgent Alvea Spa
- Friendly cafe and elegant restaurant dining accommodations
- Flexible and inviting ballroom and indoor/outdoor event spaces
- Convenient and fully appointed business center
- Full service concierge and lifestyle director
- Private lounges
- Women-only workout center
Member-only dining selections include:
- A full-service restaurant with a contemporary continental menu
- Numerous private, indoor and outdoor dining rooms including a large group table set right within the kitchen
- Member wine storage and tasting room
- Cafe offering assorted light fare and a chef-staffed restaurant
- Relaxing lounge providing a tempered social atmosphere
- Flexible catering capacity
For membership information, please contact us by email at email@example.com or by phone at (480) 677-8000.


text:
After a 46-year wait the Wharfedale FA's Under-17 side won the West Riding County Minor Cup by defeating a battling Keighley FA side 3-1 in Saturday's final at Woodlesford.
Wharfedale, as one of the smaller associations in the county set up, had been underdogs for much of this competition which is played in two groups before semi-finals and a final at County HQ.
They last won the trophy back in 1967-68 season when managed by current Wharfedale FA Council member Peter Wigglesworth, who was there to watch this latest triumph.
It was a nice touch by the County FA to allow long-serving Wharfedale FA and County FA member Reg Allwood the honour of presenting the trophy to the winning Wharfedale captain Josh Snowden.
Play was scrappy in the opening stages before Wharfedale settled to play some good football with the strong running Dylan Palfreyman a danger.
Manager Colin Seal had to make a brave decision when Palfreyman was booked and left frustrated after failing to satisfy the referee with some of his challenges.
Seal removed the striker from the game in the knowledge that with the use of rolling subs he could bring him back later in the game.
His return proved to have a devastating effect for with the game in the balance at 2-1 with Keighley pressing Palfreyman produced a stunning strike worthy of winning any game.
Wharfedale opened the scoring in the 38th minute when striker Nathan McDonnell showed great determination to bundle the ball in on the line despite the close attention of the 'keeper.
Euan Sessford, who had scored a hat-trick in Keighley's semi-final swin over Barkston Ash, shrugged Will Wells aside to fire high into the net giving Greg Moorhouse no chance.
Just six minutes later Wharfedale were back in front when midfielder Joel Thompson was on hand to find the net before being submerged under a pile of celebrating players.
Keighley battled on and posed further problems but Wharfedale were not going to give in. Palfreyman sealed the result with a spectacular strike which left the goalkeeper helpless.
Wharfedale squad: Greg Moorhouse (Guiseley Academy); Josh Snowden captain (Guiseley U-17s/ Guiseley Academy), Bailey Worcester (Horsforth St Margaret's), Will Wells (Guiseley Academy), Simon Hall (Horsforth St Margaret's); Stephen Smith (Guiseley U-17s/ Guiseley Academy), Ben Taylor (Guiseley Academy), Joel Thompson (Guiseley Academy), Shaun Brooks (Guiseley U-16s); Dylan Palfreyman (Horsforth St Margaret's/Guiseley Academy), Nathan McDonnell (Guiseley Academy). Subs all used: Will Patterson (Guiseley Academy), Ben Palmer (Guiseley Academy), Jake Chambers (Menston Juniors), George Kear (Guiseley U-16s), Myles Foley (Guiseley U-15s).
The team was managed throughout the campaign by Guiseley Academy and Guiseley U-14 coach Colin Seal, assisted by Guiseley U-14s manager Gary Proctor and Guiseley U-17s manager Martin Snowden.


text:
Teddy Bear Stickers, Printable 2″ Party Circle, Thank you Stickes, Baby shower Personalized Stickers, D405♥♥♥♥ PERSONALIZED PRINTABLE FILE
Please leave the information about your order on the Notes to the seller box during check out,
You will not receive any PRINTED products
Your Digital File will be sent in a PDF format to the email address on your Etsy Account.
Images are high quality, 300dpi
I will send digital proof within 24 business hours before sending the completed file to make sure everything is correct. Final PDF will be emailed once proof is approved.
There are 12 tags to each 8.5 x 11 sheet. Tags measure 2.25 x 2.25 inches each. (You will need a 2 inch Circle craft punch to create the CIRCLES. The tags come in SQUARE shape)
• Adobe Acrobat Reader (free download at http://get.adobe.com/reader/)
• Color printer
• Card stock or full page Sticker paper depending on your project.
• Scissors or Puncher
This file is not formatted to work with pre-cut sticker stock. If you'd like to make stickers, print on a full sheet of label paper and then individually punch each sticker.
* All artwork as shown.
* No physical items are shipped from this shop. ALL ITEMS ARE DIGITAL.
* By purchasing my items you agree to my Terms of Use.
♥♥♥♥ All Rights Reserved. Copyright © MariaPalito – Partymazing By MariaPalito
You may NOT use my photos in any form.


text:
Factoring as a Form of Accounts Receivables Re-financing
This article covers the essence of factoring. The need for its use by Ukrainian businesses for the purpose of quick debt recovery was identified. Increasing of competitiveness and efficiency of management of all kinds of resources is rather significant for successful business development in Ukraine nowadays. The global economic turmoil has sufficiently influenced the economy of Ukraine, thus the problem of non-payment and shortage of working capital remain acute which can be evidenced by the proportion of accounts receivable and payables in the balance sheet. The use of factoring as an up-to-date form of re-financing is one of the ways to solve this problem which would result in effective management of business accounts receivable.
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Volume (Year): (2012)
Issue (Month): 4 (December)
Pages: 35-40
|Contact details of provider:
| Postal: 10, Heroiv Oborony St., Kyiv, 03680
Phone: +380442190044
Fax: +380442590124
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text:
Teddy Tote Giveaway
A cuddly stuffed bear and carryall sack in one seamless design
While traditionally just a cuddly staple in a child's life, the teddy bear gets an upgrade with the addition of a built-in tote. Recognizing its comforting effect on kids, the Vermont Teddy Bear Company recently introduced the useful Teddy Tote, giving kids another excuse to bring their beloved bear everywhere.
The Teddy Tote looks like a standard stuffed animal but by unzipping its back, a convenient carryall bag unfolds—perfectly-sized for kids to transport coloring books, snacks and more.
"Made from scratch" in Vermont, each Teddy Tote comes with a lifetime guarantee. Launching July 2010, CH has one in advance to give away to a lucky reader. To enter follow us on Twitter and simply tweet @coolhunting with what you would do with a Teddy Tote and we'll pick from entries received before 11:59 pm EST on 29 March 2010.


text:
Senior Audit
- Company: Quality Recruiting Solutions, LLC
- Updated: 3/9/2016
- Location: Little Rock, AR
- Status: Full-Time
- Salary: $65K-$75K
- Job Level: 3-5 Years Experience
- Region: Central
- Category: Accounting/Bookkeeping, Banking/Finance, Professional
One of Arkansas' top five largest CPA firms is searching for an accountant with a minimum of two years audit experience in public accounting.
Company offers a laid-back atmosphere, competitive salary, medical, dental, long-term disability life insurance, 401K-3% match, flex time, excellent work life balance, PTO, and paid CE.
Please contact Lloyd Allen at email@example.com or call 501.240.0970, Quality Recruiting Solutions.


text:
In their effort to end Voldemort's power and immortality, Ron and Hermione open the door to the Secret and Chambers to get to the Basilisk skeleton.
In anticipation of its U.S. release on July 15, one more new clip from "Harry Potter and the Deathly Hallows: Part II" has landed online. It follows Ron and Hermione as they come back to the Chamber of Secrets to get a Basilisk fang and stake a Horcrux.
The last installment of "Harry Potter" film franchise, "Deathly Hallows: Part II" marks the epic war between the wizarding community and Voldemort's Deathly Eaters. During the journey to finish He-Who-Must-Not-Be-Named, Harry is the one who should make the ultimate sacrifice as he draws closer to the climactic showdown with the Dark Lord.
Daniel Radcliffe, Rupert Grint and Emma Watson will return the upcoming movie as Harry, Ron and Hermione respectively. Together, they leave Hogwarts behind and set out to find and destroy the Horcruxes-the secret to Voldemort's power and immortality. The fright and anxiety ensue for both of the parties.
"Voldemort knows that as each Horcrux is destroyed, he loses his power and is actually diminished to nothing," said Ralph Fiennes, who plays the Dark Lord. His "vulnerable" sides and "the things that make him the monster that he is" will be explored by director David Yates in the film.


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Russell Neal of the '90s R&B singing group Hi-Five is in police custody in the stabbing death of his wife in Houston. Officers say the platinum-selling artist turned himself in Wednesday after admitting his wife was dead in their home.
Neal, 40, reportedly handed himself over to the Harris Country sheriff's office, telling authorities he had gotten into an argument with wife and fitness model Catherine Martinez. He refused to answer any further questions.
Cops then forced their way into the couple's west Houston apartment where they found Martinez, 24, unresponsive with multiple stab wounds. She was pronounced dead at the scene.
Court records show Neal remained in jail Friday on a $100,000 bond. The singer is facing murder charges and is scheduled to appear in court Monday.
Photo courtesy of Instagram


text: Joe Torre is slated to have his number retired by the Yankees on August 23, but he spoke to the media about it today while in Milwaukee for the Milwaukee Braves Historical Association. "It would always be special when you get honored by a particular team," Torre said. "But when […] Joe Torre talks about being honored by Yankees9 May, 2014 in Yankees News by Delia Enriquez


text:
Some Aspects of Regional Development of Information Society in the Czech Republic
Th e paper starts with the priority goals of the Strategy of regional development for the period of 2007?2013, whereas increasing in competitiveness is supposed to be one of the most important items of regional development. On the grounds of general economic view of use of information and communication technologies (ICT) the proposition that use of ICT is just basic presumption for increasing in competitiveness is being discussed gradually, which is also applicable within regional level. In terms of regional development in the Czech Republic I show the situation of Public Administration and its development, where the ICT are used as well. Th e main part of the paper deals with comparison of NUTS 3 regions of the Czech Republic with respect to three realms: economical development of regions, modernization of Public Administration by means of ICT and information society development in the sphere of households. Th e rate of correlation of mentioned realms is examined by means of chosen indicators in 2006. Both the correlation coeffi cient between the level of electronization of Public Administration and the economical situation of region, and the correlation coeffi cient between the extent of development of information society in the sphere of households and the economical situation of region are approximately 0.65, which shows positive dependency of investigated realms. Th ere is discussed development of chosen indicators in the period of 2003?2006. Th e results are following: ? Prague has a dominant position of all investigated realms. ? Th e correlation between modernization of Public Administration and general regional development is not explicit in the period of 2003?2006, on the other hand if I take into account signifi cant regional projects of development of electronic services of Public Administration, such as Interspis Project in Prague and Virtuos Project in Plzeňský region, I fi nd a positive correlation between mentioned realms. ? Unfavorable situation of modernization of Public Administration need not indicate low economical factors, but in regions, where these economical factors are low, development of public electronic services embodies similar characteristic. ? Th e typology of NUTS 3 regions of the Czech Republic based on our research, which means with respect to our investigated realms, roughly corresponds to the general typology by R. Wokoun.
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Volume (Year): 2008 (2008)
Issue (Month): 2 ()
Pages: 34-40
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Phone: (02) 24 09 51 11
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text:
This Issue
Clough on Comics
Hip Hop Family Tree, Volume 1
Ed Piskor
Softcover, full color, 112 pages, first in a serial, Fantagraphics Books, 2013
Let's jump straight into history. Not so much facts and figures, but history as a kind of story. The first volume of Ed Piskor's Hip Hop Family Tree explores the earliest roots of rap, when most of the primary movers and shakers were teenagers. (A rapper named Busy Bee Starksi was once yanked off the stage by his mom for violating curfew.) Drawn in the style of 1970s Marvel Comics, every page provides details about the dozens of people who created an art form on the fly. Piskor brings them to life while tying rap into other forms of contemporary art like break dancing, hip hop fashion, and graffiti.
A Voyage to Panjikant, Issue 1
Marguerite Dabaie
Softcover, full color, 20 pages, first in a serial, available at mdabaie.com, 2013
Marguerite Dabaie goes all the way back to the seventh century to tell a familiar story in A Voyage to Panjikant. Issue 1 introduces teenaged Vandak and his family of traveling merchants. Despite the distant era and unfamiliar locale (roughly, modern-day Uzbekistan), Vandak's struggle to navigate his parents' expectations and restrictions will resonate with readers today. Dabaie brings the era's brightly colored and intricate fashions to life with a careful eye to historical accuracy, but the garments have a flair that would not look out of place in a modern setting.
Marble Season
Gilbert Hernandez
Hardcover, black and white, 128 pages, Drawn & Quarterly, 2013
Set in the 1960s, Gilbert Hernandez's semi-autobiographical Marble Season presents the escapades of a group of preteen friends during the kind summer where every day has a sense of magical possibility, where the mere fact that it is summer changes all the rules. Rendered in Hernandez's simple, expressive style, the story speaks to pop culture's ability to unite different groups as Caucasian and Latino characters bond over their obsessions with comic books and The Beatles.
Rob Clough writes about comics for The Comics Journal, Study Group Magazine, Infinity, and his own blog, High-Low (www.highlowcomics.blogspot.com). He lives in Durham, North Carolina, with his wife, daughter, and two cats.
© 2014 by Rob Clough


text: The Western Union Company (NYSE:WU), a leader in global payment services, today urged consumers globally to join together in supporting education through its long-standing partner, UNICEF. The company also unveiled plans for a new Western Union Education for Better Fund to support UNICEF programs that provide education for children in and around Syria whose schooling has been disrupted. The Western Union Company will provide a one-to-one match of consumer donations to The Western Union Education for Better Fund, benefiting Syrian children, effective in early October through December 31 st, 2014, up to a combined total of $100,000. Consumer donations will be part of a "no transfer fee*" program online at www.WesternUnion.com or using the Western Union ® Quick Collect ®, Quick Pay SM, or Payments Service through participating Western Union ® Agent locations. As part of the company's ongoing partnership with UNICEF, Western Union has committed the funds to support UNICEF education programs benefiting Syrian children. Full details will be jointly announced when the fund is activated. During emergencies, schools are critical in helping provide normalcy for children. UNICEF is setting up temporary schools, recruiting teachers, distributing educational materials and is promoting an innovative home-based self-learning program in order to help Syrian children regain access to education. "Education is one of the surest paths to a better future, and it shouldn't be put on hold during times of need," said Luella Chavez D'Angelo, Chief Communications Officer, Western Union. "Western Union makes it easy for people to get money where it is needed most through our reliable, convenient payments network. The Western Union Education for Better Fund will help provide quality education for Syrian children through UNICEF, while making it easier for nearly everyone, everywhere to help." "Since the last school year, nearly two million Syrian children have dropped out of school, which could turn a crisis into permanent impact in their lives. Yet, if we come together, we can change that," said Gordon Brown, UN Special Envoy for Education. "We are promoting the idea of 'education without borders' and Western Union is extremely well positioned to help. We applaud Western Union's efforts to raise awareness and funding for this unmet need, and encourage others to join them."


text:
Article Preview
GOVERNOR SIGNS RIVER ROAD BILL; Overrides Protests Against Hudson Expressway
Special to The New York Times ();
May 30, 1965,
, Section , Page 41, Column , words
ALBANY, May 29 -- Governor Rockefeller signed a bill yesterday authorizing the construction of a controversial 47-mile expressway from Beacon to the Bronx along the Hudson River.
May 30, 1965
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text:
Dura-Europos Socks by Elanor Lynn
Welcome! You are browsing as a guestWould you like to see projects made from this pattern and much more? create a free account What am I missing?
This book contains 21 patterns€18.89 on Amazon look inside this book!
Dura-Europos Socks
Gauge is on larger needles.
This sock is an interpretation of leaf and ogee designs found on Roman textile fragments.
This sock is worked from the toe up, with an increasing wedge toe. There is a short-row heel turn, a hell flap, and gusset.


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Photo Courtesy of DiorIf theres been one luxury beauty trend on the runway to take note of in the last year, its the colored eyelids and lashes that have dominated couture shows. In a makeup land somewhere between theatrical and classic, this look struck a good note with audiences this season. And since most fashion trends start with haute coutures masters, we think this look will stomp right off the runway and onto the sidewalk.
The trend began last year at Stella McCartneys Fall show, for which makeup artist Pat McGrath coated models lashes with a custom-made electric blue gel. This season, McGrath doubled as Diors go-to artist for show-stopping makeup, and he applied sky blue and fluorescent pink and green on the models eyes for a show-stopping look. White eyeliner applied to the inner rim of the lower eyelid helped to make eyes appear larger, and silver shadow was added to the top inner corners of the eyes to make them really pop. Paired with blotted scarlet lips, this was a look that many took note of, and were expecting to see the trend take flight outside of the haute couture community in no time.
For those daring enough to experiment with the look and go for the colorful side, Dior suggests DiorShow Mascara in Azure Blue, which can be purchased here.
Check out some more trends coming from the House of Dior at Dior.com.


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Learn how MacUpdate Desktop can install apps on MacUpdate with the simple click of the icon. Plus, keep all your apps updated.
Dropshare is your very own secure file-sharing tool. Dropshare is a menu bar application for drag-and-drop upload files, screenshots and even directories to your own server, Amazon S3 or Rackspace Cloud Files. Sharing files with friends, customers, colleagues or anyone else has never been so professional! Dropshare is a secure alternative to cloud hosted file sharing. Instead of sharing your files via a cloud hosted service with no control and monthly financial commitments, just use your own server: Dropshare natively supports Secure Copy (SCP over SSH), a secure industry standard protocol for file transfers. Additionally
What's New
- Amazon S3 - Introducing support for US-East-2 Region (Ohio)
- OS X 10.9 or later


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Doctor insights on:
Dialysis Bonnet Exam
What is dialysis?
Kidney failure treat: Kidneys are vital to keep the body in a stable condition, removing waste products, keeping water and electrolytes within very narrow range required for normal function of all the organs. With kidney failure this can be done by dialysis either hemodialysis where blood is filtered through an external machine or using the lining od the abdomen (peritoneal membrane) as a filtering mechanism. ...Read moreSee 2 more doctor answers
Dialysis (Definition)
Simple answer is that it is a medical technology used primarily to provide an artificial replacement for lost kidney function in people with renal failure. Hemodialysis remove wastes and excess water from the blood by circulating blood outside the body through an external filter, called a dialyzer. Blood and dialysate flow through in opposite directions and the ...Read more
How is dialysis performed?
Dialysis: Dialysis can be done through the blood (hemodialysis) or through the abdomen (peritoneal dialysis). Hemodialysis involves passing the blood across and filter to purify it / remove toxins and remove water. Peritoneal dialysis takes advantage of the membrane within the abdomen to act as a filter. In either case toxins are removed from the blood stream. ...Read moreSee 1 more doctor answer
What exactly will dialysis do?
Clean blood: Dialysis removes waste products from the blood and extra fluids to replace the function of the kidneys and prolong life. Without it death is usually eminent in a few months more or less. The quality of life on dialysis is less than that with functioning kidneys due to substantial fatigue and other medical problems and medications. ...Read moreSee 2 more doctor answers
Can you tan while on dialysis?
NO,not a good: idea.Get a more detailed answer ›
How old is to old for dialysis?
Depends: Age itself is just a number. What is more important is how likely is dialysis going to improve the patient's quality of life. If a patient has a terminal illness or multi-organ failure, some kidney doctors will not recommend dialysis. ...Read moreSee 2 more doctor answers
Can I have children on dialysis?
Less likely: Fertility is significantly decreased in patients on dialysis, but it is still possible to have children. If you become pregnant, however, your likelihood of a successful pregnancy are much lower. If it is not your intention to become pregnant, make sure that you are using some form of birth control. ...Read more
What exactly does dialysis mean?
Filter: Dialysis does the work of kidneys, acts like kidney filter. Removes the extra fluid and wastes, toxins that accumulate in the body. ...Read more
Will dialysis affect my employment?
Possibly: If you are on hemodialysis, then you will have to be at an in center facility three times a week for 3 to 4 hours per session. This form of dilaysis makes it very difficult to maintain a full time job however if you choose to perform peritoneal or home hemodialysis, they you have a better shot of maintaining a full time position. ...Read moreSee 1 more doctor answer
When is it time to to stop dialysis?
See below: Dialysis is initiated if your nephrologists determines you have inadequate kidney function, some cases are reversible and they can determine if you have recovered some function and hold dialysis. ...Read moreSee 1 more doctor answer
Why do you get cold during dialysis?
Out of body: The blood flows in tubes out of the body (~150ml), losing heat during it's path from and back to the body. ...Read more


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Mayweather vs McGregor prediction: Fight won't happen
Canelo vs Chavez Jr odds make sense
According to MyTopSportsbooks.com, Canelo is a sizeable favorite. The smaller Alvarez sits at (-850) while Chavez Jr is positioned at (+550) as of January 29.
Canelo vs Chavez Jr prediction: Alvarez exalted by Amir Khan
The Canelo Alvarez (48-1-1, 34 KOs) vs Julio Cesar Chavez Jr (50-2-1, 32 KOs) superfight is less than two weeks away and many are offering predictions for the match-up.
Canelo Alvarez vs Julio Cesar Chavez: Just what boxing needs?
Manny Pacquiao vs Canelo Alvarez: Roach says PacMan kicks his a**
No...eight division world titlist and Philippines Senator Manny Pacquiao will not be fighting Gennady Golovkin anytime soon.
"Canelo Alvarez beats Gennady Golovkin," insists Richard Schaefer
Canelo vs. Golovkin update from Golden Boy Promotions' Oscar De la Hoya
Immediately after Canelo Alvarez captured the WBO Junior Middleweight on September 17, by stopping incumbent title holder Liam Smith with a vicious body shot, Golden Boy Promotions founder Oscar De la Hoya dropped an unexpected bomb on the media in attendance at the post-fight press conference, announcing an eight figure offer made to Gennady Golovkin for a potential fight deal with his Mexican superstar.
Canelo Alvarez: Next fight against Canadian KO artist?
If things go according to planned for team Canelo, its fighter should be back in the ring early next year.
Gennady Golovkin vs Canelo Alvarez 8 figure offer: Just an old tactic?
Shortly after Mexican superstar Canelo Alvarez captured Liam Smith's WBO Super Welterweight title on Saturday night, current promoter and Hall of Fame boxing legend Oscar De la Hoya dropped an unexpected bomb during the customary post-fight press conference.
Floyd Mayweather vs Manny Pacquiao: Will Canelo vs Golovkin cool the plague of disappointment from superfight?
Last night, September 17, Canelo Alvarez successfully lifted the WBO Super Welterweight title from former champ Liam Smith by beating him up and finishing him off with a wicked left hook to the liver at the 2:28 mark of the ninth round.


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Hey there, time traveller!
This article was published 15/4/2013 (1591 days ago), so information in it may no longer be current.
Progressive Conservative Leader Brian Pallister conjured up a Christmas metaphor this afternoon to describe Manitobans' anticipation of Tuesday's provincial budget.
"I really hope this evening that tomorrow Manitobans do not find another big lump of coal from this government," he told a pre-budget news conference at the legislative building on Monday.
Last year, Manitobans were stuck with the biggest hike in taxes and user fees in a quarter-century, Pallister said. Given that experience, "it would be understandable that Manitobans would be a little leery about what's coming (on Tuesday)," he said.
Pallister said he is hoping for a balanced provincial budget — although the government has already said it will be unable to achieve goal that until 2016-2017.
The Conservative leader refused to say what programs he would cut to get the province's books into the black. He said he'll offer some suggestions Wednesday after he sees what the NDP proposes on Tuesday.
But Pallister said he hoped the government would not rely on more tax hikes to free itself from a large pool of red ink.
"The problem with the province's inability to get its spending under control...(is) high taxes for Manitobans," he said.
Pallister is also tired of hearing the government blame flooding in Manitoba for its fiscal problems.
"The government raided the rainy day fund that they were fortunate to inherit in good times and had an opportunity to prepare for what Mother Nature would throw at us and failed to do so," he said.
The government has instituted what amounts to a "structural deficit" because of its high-spending ways, the Tory leader said.
"So don't blame Mother Nature for the nature of the NDP to spend more than they bring in. They were doing it before that flood and... if things don't change tomorrow they're going to continue to do it."


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|Internships - Spanish - Experiential Learning Programs in Nicaragua http://www.nicaraguainternships.com
strives to improve the overall socio-economic conditions of all Nicaraguans through programs that emphasize education. We work with institutions and communities to provide educational opportunities that create citizens that are pro-active in their health, human rights, families, and society in general. Education is the key to development and social justice and all of our internship opportunities – whether in health, social work, children and youth, or gender development – place and emphasis upon education.


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IT IS a sweltering, tropical night in an unnamed city. Riley Harry-Blackall swings his M16 and fires a short burst, stitching a tight pattern of holes into a lurking Vietnamese soldier's chest. He runs over and ''tea-bags'' his fallen opponent, bouncing up and down on the bloodied corpse.
Then he laughs with sudden self-awareness. ''This is not a very good life lesson,'' he admits.
Riley is a smart, articulate 12-year-old with a mop of ginger hair and a game controller. Tonight he's killing and being killed from a beanbag in his sparse, undecorated Brunswick bedroom. His vehicle of choice for this bloodletting is a high-definition Sony TV and Call of Duty: Black Ops, currently the biggest-selling video game in the world.
The seventh in a series, Black Ops sold 5.6 million units worldwide in its first day on sale last month, raking in $360 million in 24 hours for its makers, Activision Blizzard, and feeding what some researchers are beginning to call an addiction among gamers. At the moment Riley switches weapons and locales, looking for more targets to gun down somewhere in the Middle East, more than 200,000 gamers across the world are online playing the same game - jargonised in the trade as a ''first person shooter''.
''Yeah, I think Riley's addicted,'' says his mother, Cheryl Harry. ''Or obsessed. But aren't they the same thing? He could sit there from nine in the morning until nine at night.''
''Nah, that's just not possible,'' argues Riley. ''I don't do that. I play for four teams in sport, two in basketball, one in indoor soccer, one in football and then there's swimming. I don't have the time.''
He points out that the game records that he has devoted 11 hours to it since it was bought a couple of weeks ago. He confesses that might be because he prefers its earlier version or another game called Assassin's Creed. But in the three weeks since it was released, he says, some of his schoolmates have logged up well over 50 hours. ''There's one now,'' he says as a friend, Marshall, emerges from cover and is quickly machinegunned.
Preliminary results from a Flinders University, South Australia, study of 500 teenagers between 13 and 17 show more kids are now logging on to the internet to play games - usually violent - than for any other reason. Social science expert Dr Mubarak Rahamathulla says the study subjects were spending six to eight hours a day on the internet, and in some cases up to 15 hours, late into the night.
''That's a staggeringly big number,'' he says. ''And the consequence is pretty straightforward: they have to sacrifice their sleep.''
Dr Rahamathulla says new studies are warning that adolescents are getting less sleep than ever before because of increasing internet use, particularly on games, with adverse physical, psychological and social effects. ''The direct effects of loss of sleep include the kid loses weight, there may sometimes be binge eating; declining performance at school; irritability; and, more importantly, the child has trouble concentrating during the day.''
Psychologist Michael Carr-Gregg says adolescents need between 8.5 and 9.25 hours of sleep each night. ''But now a quarter of them are getting 6½ and the others are getting about seven.'' One teenage patient was spending 15 hours a day on games, eating at his terminal and only getting up to go to the toilet or, finally, bed.
''That means that every single day they are building sleep debt, which in turn means they inevitably have to sleep in on weekends. A little bit of that is fine, but a lot is bad because it resets their body clock and they're in a state of almost perpetual jet lag.''
There are added concerns about the graphic violence in such games. Call of Duty has an MA15 rating in Australia and a 17+ rating in the US, but online players can experience complete storylines.
There has been controversy over aspects of the Black Ops version, where gamers are cast as commandos sent to assassinate a Cold War-era Fidel Castro. Another scene features torture of a prisoner. The Cubadebate website called the game ''doubly perverse … it stimulates sociopathic attitudes in North American adolescents''.
Professor Elizabeth Handsley, spokeswoman for the Australian Council on Children and the Media, says the bulk of research over many years showed that playing games where violence was the theme was harmful to young people.
''Not everybody who plays one of these computer games will become a serial killer, obviously. But there is very, very strong evidence that it desensitises people to violence.
''Even if it doesn't make you more violent or aggressive yourself, it can make you more accepting of violence in others … That's an issue not just for the individual who's played the game and had their attitudes changed as a result, but for the whole of their community.''
Ron Curry, CEO of the Interactive Games and Entertainment Association, says it would not be seen as a problem for a person to spend two hours alone watching television or going to the gym, but there was a stigma associated with video games.
''When identifying people who may be clinically addicted to games, it's important to consider whether the person is mostly playing alone and withdrawing from friends and other activities. As with everything, balance is the key,'' he says.
Riley's father, Ted Blackwell, agrees that the games are moreish. ''The whole sensory input of the games is such that it is very addictive: the light, sound and movement; you've got control over it, there are rewards. As a media, they're designed to be addictive.''
He says Riley probably spends too much time on screen-based entertainment, but is balanced, fit, popular and doing well at school. He adds that neither Riley nor his 14-year-old brother believe the virtual reality is anything other than a game.
''Of course not,'' says his son. ''I still know what's real, what hurts and what would kill you and what wouldn't. And I know I won't respawn - come alive again like they do on this. Reality's an amazing thing.''


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The following persons may transmit identifying information and nonidentifying information to the State registrar for inclusion with the adoption history:
The report shall exclude information that would identify the birth parents unless the adoptive parent or adoptee who requests the information knows the identity of the birth parents.
For an adoption that was granted before 7-1-1993: Upon the request of an adoptee who is at least age 21, the licensed child-placing agency or a county office shall provide to the adoptee available information of social, medical, psychological, and educational records and reports. Information that would identify the birth parents shall be excluded from the report unless an adoptee already knows the identity of the birth parents.
Mutual Access to Identifying Information
Citation: Ann. Stat. §§ 31-19-22-2; 31-19-25-2; 31-19-25-3; 31-19-25-6; 31-19-25-8; 31-19-25-9
For adoptions before 12-31-1993: Identifying information shall be released if requested by a person listed in § 31-19-18-2 if the adult adoptee and the birth parent have submitted a written consent to the State Registrar.
For adoptions after 12-31-1993: Identifying information shall be released to the adult adoptee upon written request to the State Registrar unless the birth parent has submitted a written nonrelease form that indicates the birth parent's lack of consent to release of identifying information.
An adoptee who is at least age 21 or a preadoptive sibling who is at least age 21 may submit a written request to the State Registrar stating an interest in being reunited with any preadoptive siblings and authorizing the release of their name and present location to any preadoptive siblings who make similar inquiries.
If an adoptee or a preadoptive sibling submits a written request to be reunited with a preadoptive sibling, but the preadoptive sibling has not made a similar inquiry, the State Registrar shall search the adoption records for information concerning the preadoptive sibling and if possible, contact and advise the sibling of the request unless the sibling is younger than age 21. If the sibling is at least age 21, he or she shall make the final decision as to whether to release his or her name and present location to the requesting person. If the sibling is under age 21, the sibling's parents shall make the final decision regarding release of the sibling's name and present location to the requesting person.
The adoptive parents of an adoptee who is under age 21 may submit a written request for information concerning the identity and present location of any preadoptive siblings of the child. The State Registrar shall release the name and present location of the preadoptive sibling to the adoptive parents if the preadoptive sibling submitted a written request authorizing the release of the information.
Access to Original Birth Certificate
Citation: Ann. Stat. § 31-19-13-2
The original birth certificate is withheld from inspection except for a child adopted by a stepparent or as provided in statutes pertaining to release of identifying information.
Where the Information Can Be Located
Indiana Adoption History Registry, Indiana State Department of Health, Vital Statistics
Credits: Child Welfare Information Gateway (http://www.childwelfare.gov)
To see local Adoption resources, please select a location (U.S. only):
Note: Our authors are dedicated to honest, engaged, informed, intelligent, and open conversation about adoption. The opinions expressed here may not reflect the views of Adoption.com.


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Pardon The Interruption: Kanye West
Kanye West's now-legendary on-stage outburst at the MTV Video Music Awards is slowly becoming cult comedy. The latest post-VMA comedic goodie to hit the web is kanyelicio.us, a new URL prefix that invites Kanye to interrupt your web browsing experience.
Peep as Kanye makes vibe.com fall back.


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Plantar fasciitis (PLAN-tur fas-e-I-tis) is one of the most common causes of heel pain. It involves inflammation of a thick band of tissue that runs across the bottom of your foot and connects your heel bone to your toes (plantar fascia).
Plantar fasciitis commonly causes stabbing pain that usually occurs with your first steps in the morning. As you get up and move more, the pain normally decreases, but it might return after long periods of standing or after rising from sitting.
Plantar fasciitis is more common in runners. In addition, people who are overweight and those who wear shoes with inadequate support have an increased risk of plantar fasciitis.
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