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Disclosure of Independent Expenditures in New York State
By Richard Winsten and Deanne Braveman
The New York State Board of Elections (BOE) adopted new regulations regarding the disclosure of independent expenditures. These new regulations amend §6200.10 of Title 9 NYCRR and became effective on October 24, 2012.
They define independent expenditures and outline the registration and disclosure requirements for those engaged in independent expenditures.
Regulation of independent expenditures by the BOE was authorized under the Public Integrity Reform Act of 2011. Under this Act the BOE was directed to promulgate regulations "setting forth and implementing the requirements under existing law for individuals, organization, corporations, political committees, or any other entities to disclose independent expenditures made for advertisements or any other type of advocacy that expressly identifies a political candidate or ballot proposal." (2011 N.Y. Laws ch. 399, pt. E, §1). In Citizens United v. Federal Election Commission, 558 U.S. 310 (2010), the United States Supreme Court recognized that disclosure provisions on independent expenditures are constitutional, even when applied to communications that go beyond the "magic words" of Buckley v. Valeo, 424 U.S. 1 (1976), and the functional equivalent of express advocacy.
The NYS BOE regulations define independent expenditures as "an expenditure made in support or opposition of a candidate: (i) that expressly advocates for the election or defeat of a candidate; and (ii) that the candidate or his/her agents or authorized political committee(s) did not authorize, request, suggest, foster or cooperate with in any way." The BOE utilizes the standard of "express advocacy" outlined in Buckley v. Valeo, by the United States Supreme Court. Under this standard "express advocacy" means a communication that contains express words such as vote, oppose, support, elect, defeat, or reject, which call for the election or defeat of a candidate. These are often referred to as the "magic words."
The BOE limited these regulations to express advocacy despite the call of groups submitting comment on the regulations to include issue advocacy through the inclusion of electioneering communications in the regulations. Both issue advocacy and electioneering communication reference a political candidate or party but do not specifically call for their election or defeat. The BOE found that regulation of issue advocacy is beyond the scope of New York law which interprets the definition of "political committee" (Election Law §14-100(1)) to authorize only regulation of communications that expressly advocate in favor of or against a clearly identified candidate for public office. The BOE determined that regulation of anything other than express advocacy as defined in the new regulation would require an act of the New York State Legislature.
Independent expenditures must be registered before they can receive any money or make any expenditure. A political committee must be formed in order to do an independent expenditure with a treasurer who is responsible for completing registration of the committee and all filings. Committees making an independent expenditure for state offices (Governor, Lt. Governor, State Comptroller, Attorney General, State Senate, State Assembly, and State Supreme Court Justice) must register with the State BOE. Where independent expenditures are made for election of local candidates, committees must register with the local board of elections or clerk as applicable. When a committee raises or spends more than $1,000 they are required to register with the appropriate local authority as well as the State BOE. Any committee that registers with the State BOE must complete required filings with the State BOE, these will satisfy local filing obligations.
Committees engaged in independent expenditures are required to complete campaign financial disclosure reports under Election Law §14-102. These filings include periodic reports due on January 15 and July 15 of each year, election reports (3 primary and general and/or special), 24 hour notices starting the day after the cut-off date of the last pre-election report, and post election reports. Any committee which is required to file a primary, general and/or special report must disclose campaign materials in post campaign filings. These campaign materials include copies of all broadcast, cable or satellite schedules and scripts, internet, print, and other types of advertisements, pamphlets, circulars, flyers, brochures, letter heads and other printed materials.
Committees conducting independent expenditures must follow rules and regulations already in place regarding resignation of a treasurer and termination of a committee. A treasurer may resign from the committee by filing a Termination or Resignation Request Form/No Activity Report (CF-18) with the State BOE along with the required disclosures up until that date. The same form is used when terminating a committee. Terminations must be reviewed by the BOE and approved. They are not deemed final until approval is given. A treasurer has a continuing obligation to file campaign financial disclosure reports with the applicable authorities until the termination request is approved.
New legislation introduced by Assembly Speaker Sheldon Silver and Senate Minority Leader Andrea Stewart-Cousins would expand the definition of "express advocacy" under the BOE regulations. The proposed legislation (A.690/S.1460) includes not only the "magic words" set out in Buckley but the "functional equivalent" standard in the definition of "express advocacy." In McConnell v. FEC, 540 U.S. 93 (2003), the Supreme Court stated that the "functional equivalent" of express advocacy existed in a communication that lacked the "magic words" and gave voters "no reasonable interpretation other than as an appeal to vote for, or against, a specific candidate." In the proposed legislation by Speaker Silver and Leader Stewart-Cousins, express advocacy includes a communication that
"could only be interpreted by a reasonable person as containing advocacy of the election or defeat of one or more clearly identified candidates because: (A) the electoral portion of the communication is unmistakable, unambiguous, and suggestive of only one meaning; and (B) reasonable minds could not differ as to whether it encourages actions to elect or defeat one or more clearly identified candidates or encourages some other kind of action."
Governor Andrew Cuomo has made campaign finance reform a priority for this legislative session and we await a proposal from him.
As independent expenditures play increasingly important roles in elections they will receive additional attention and scrutiny. It is important to ensure that any independent expenditure complies with the law relating to registration and reporting. Should you have any questions about this please contact the NYS BOE or an attorney.
PrevFresh Dialogue Sparks 36th Annual National Labor & Management Conference
Tool and Parts Clerk Positions Are 'Viable'Next


Xbox Live Gold members will receive four new free games – two on Xbox One and two on Xbox 360 – as part of the Games with Gold program.
On Xbox One, Xbox Live Gold members can download The Technomancer ($39.99) for free during the month of April. Outcast – Second Contact ($39.99) will be available as a free download from April 16th to May 15th.
On Xbox 360, starting April 1st, Star Wars Battlefront II ($9.99 ) will be free for Xbox Live Gold members through April 15th. Then on April 16th, Xbox Live Gold Members can download Tom Clancy's Ghost Recon Advanced Warfighter 2 ($19.99) for free through April 30th.


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Forest Abbey
Forest Abbey is a Benedictine Abbey founded in 1105, beside a creek, a tributary of the Zenne, southwest of the city of Brussels. The abbots of Affligem, which had been the ecclesiastical owners of the parish since the bishop of Cambrai ceded it to them in 1105, decided to build a priory for women in Forest, Forest Abbey. The first abbess of the Forest priory was named in 1239. Also in the 13th century, the Romanesque church of Saint Denis was rebuilt in the newer Gothic style. The neighbouring abbatial church was rebuilt in the 15th century.
Relics of Saint Alena, whose cult was popular in the region, were formerly kept both in the parish church and in the abbey church, but since 1796 only in the parish church.
Much of the abbey was destroyed by fire on 26 March 1764. The abbey was suppressed on 8 October 1796 and sold the following year. The buildings that survived the dismantling are now a cultural center for seminars, banquets and exhibitions, owned by the Brussels municipality of Forest.
Monasteries in Belgium
Religious sites in Belgium
Place Saint-Denis 9, Brussels, Belgium
See all sites in Brussels
Category: Religious sites in Belgium
St. Nicholas Church (4,8 km)
La Grand-Place (4,7 km)
Brussels Town Hall (4,7 km)
Royal Museums of Fine Arts of Belgium (4,5 km)
Saint Jacques-sur-Coudenberg (4,6 km)
Royal Palace of Brussels (4,7 km)
Church of Our Blessed Lady of the Sablon (4,3 km)
Cathedral of St. Michael and St. Gudula (5,1 km)
Chapel Church (4,2 km)
Antwerp City Hall (46 km)
Cathedral of Our Lady (45,9 km)
Leuven Town Hall (28 km)
St. Peter's Church (28,1 km)
Rubenshuis (45,6 km)
St. Rumbold's Cathedral (26,8 km)
Lion's Mound (16 km)
Het Steen (46,2 km)
Mechelen Town Hall (26,8 km)

redpajama_set_name: RedPajamaCommonCrawl


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Female director films romantic comedy about Saigon in the 60s
Actresses in a scene in Cô Ba Sài Gòn (Miss Sài Gòn), a new film directed by female director Ngô Thanh Vân, scheduled to be in cinemas in September. — Photo VAAstudio
HCM CITY — Movie star, director and producer Ngô Thanh Vân is working on a new film, Cô Ba Sài Gòn (Miss Sài Gòn), after more than four months of filming a project in Hollywood.
Vân and her studio, VAA, will complete post-production in July and release the film later this year.
The 90-minute romantic comedy is about Vietnamese women living in Sài Gòn (now HCM City) in the 1960s. It features the culture and lifestyle of Saigonese.
The history of áo dài (Vietnamese long dress) will also be featured.
Vân asked veteran actresses Diễm My, Thủy Hương and People's Artist Hồng Vân, three of the industry's sexiest stars of all time voted by readers of HCM City Cinematography Magazine, to play the film's leading roles.
She also invited young star Ninh Dương Lan Ngọc, winner of 2011 Golden Lotus Awards for best actress, presented by the Ministry of Culture, Sports and Tourism, to work with her.
The film includes 3D effects with soundtracks by popular singers and pop bands.
"My film, Cô Ba Sài Gòn, is a romantic song by Vietnamese women who have triumphed in life and love," said the 39-year-old Vân.
Vân, known as Veronica Ngo in English, j\has completed her latest project in Hollywood.
She spent four months in Los Angeles last year to shoot scenes for Bright, a production directed by David Ayer and written by Max Landis, both of whom worked in blockbusters such as End of Watch in 2012, Furry in 2014 and Suicide Squad last year.
The US$90 million film stars Will Smith, Joel Edgerton and Noomi Rapace.
The film is about a policeman, played by Smith, and a humanoid creature called Orc, played by Edgerton, who work together to protect a magic chopstick from evil influences.
Vân competed against many Asian candidates for the role, a killer named Tien.
Distributed by Netflix, the film will be in cinemas later this year.
Bright is the second Hollywood film in which Vân has appeared.
In 2015, she played a supporting role in a sequel to the 2000 Hollywood blockbuster Crouching Tiger, Hidden Dragon, called Crouching Tiger, Hidden Dragon II: The Green Legend.
The film was directed by Yuen Woo-ping, starring Michelle Yeoh, who performed in Ang Lee's 2000 edition Crouching Tiger, Hidden Dragon, and Donnie Yen.
Vân learned kung fu with experienced martial arts artists before filming her scenes in New Zealand and China.
"I have improved my skills by working with my foreign colleagues. I will bring all I have learned in Hollywood to develop my career in a professional way," said Vân. — VNS
Female director Ngô Thanh Vân works on new film highlighted áo dài


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Shayfer James
Song Featured in "The Ranger" Film
My song "Two Dollars And A Dime" which was originally written for the film Psychopaths is featured in Jenn Wexler's amazing new slasher flick "The Ranger" which premiered at SXSW this year. Read the Variety Review. The song is a bit different than what I typically release, but I've since written three other songs in the style and might go ahead and release an EP of the songs together next year as a special lo-fi treat. But before then, you'll be able to get it as part of The Ranger soundtrack coming soon.
©2019. Shayfer James. All Rights Reserved.


If you or someone you love has been arrested for a crime in Florida, a Court may require a bail or bond to be paid before he can be released. The words bail and bond are typically used to mean the same thing, but they have different meanings. Fort Lauderdale Criminal Attorney Mark Lowry is a former prosecutor and experienced criminal defense attorney who can help you understand your charges and determine the best way to fight them. We will sit down with you for a free consultation and discuss your rights and possible outcomes to help you understand the entire process.
Bail is when someone pays the entire amount set to the clerk of courts in cash, and once the proceedings are over, the entire amount is returned. Bond is when someone hires a bondsman, pays the bondsman typically 10% of the entire amount set, and the bondsman uses his state license to promise, or bond, the clerk that if the defendant does not appear, the bondsman will owe the amount to the clerk. The 10% that is paid to the bondsman is his fee, and will not be returned after the case is over. If the defendant is charged with a serious crime and the bond amount is high, the bondsman may require collateral, meaning something of value like a car's title, that will remain with the bondsman until the case is over, to ensure the defendant does not miss court or flee the area.
If the defendant was arrested on a warrant, the warrant will state whether he will get a bond or be held without a bond. If the warrant was for a violation of probation, typically the defendant will be held without a bond and forced to appear before the judge who placed him on probation.


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David Lebón es el primer álbum del multiinstrumentista, cantante y compositor homónimo, lanzado en 1973 por Talent Microfón.
El disco incluye algunos de los más conocidos temas de su carrera, como "Dos edificios dorados", "Hombre de mala sangre" o "Casas de arañas". Contó con la participación de músicos como Pappo, Alejandro Medina, Charly García, Claudio Gabis, Black Amaya y Walter Malosetti, este último en el tema "Copado por el diablo", entre otros.

En el año 2007, la revista Rolling Stone de Argentina lo ubicó en el 34º lugar de su lista de los 100 mejores álbumes del rock argentino.

Historia
Luego de participar en varios proyectos de otros artistas y bandas, como Pappo's blues, Pescado Rabioso, Billy Bond y La Pesada del Rock and Roll o Color Humano, llega para Lebón el momento de encarar su carrera solista. Como pago por sus sesiones con La Pesada, Jorge Álvarez y Billy Bond le ofrecen grabar su propio disco. Para ello cuenta, como buena parte de los artistas de rock argentino de esa época, con músicos de La Pesada.
El disco fue lanzado por Talent, división del sello Microfón, y presentado en un recital en el Teatro Ópera de Buenos Aires en septiembre de 1973.
La primera edición en CD -de Microfón- data de 1992, Sony Music Argentina lo volvió a reeditar varias veces.

Composición y grabación
La composición y grabación de casi todos los temas se hizo en una sola semana. La autoría de los temas aparece acreditada a "David Lebón y Liliana Lagardé", aunque Lebón dijo en alguna oportunidad que su mujer solo lo ayudó un poco con las letras.

La poca relación entre el nombre de los temas y las letras se debe a que SADAIC no permitía el uso de nombres que llevaran a confusión con canciones ya registradas. Según diferentes fuentes, los nombres fueron inventados por Pappo o por Charly García y Liliana Lagardé en el momento del registro.

Portada
La portada muestra una foto del artista con un tono gris-azulado rodeada de un fondo negro y, debajo, en letras que simulan un cartel luminoso al estilo de las carteleras de teatro, el nombre "DAVID LEBON" (sin tilde y en letras mayúsculas). En la contraportada se encuentra una foto similar, pero con estrellas en el fondo negro, y debajo aparece el listado de temas, así como los datos de los derechos.

Lista de temas
Todos los títulos por David Lebón y Liliana Lagardé.

Lado A

Lado B

Músicos
 David Lebón - guitarra eléctrica, guitarra acústica, guitarra española, voz, bajo, batería, piano (en "Tema para Luis")

 Walter Malosetti - solo de guitarra acústica en "Copado por el Diablo"
 Claudio Gabis - guitarra
 Charly García - piano, teclados
 Pappo - piano en "32 macetas"
 Alejandro Medina - bajo
 Black Amaya - batería
 Isa Portugheis - batería
 Claudio Martínez - batería

Referencias

Álbumes debut de 1973
Álbumes de David Lebón
Álbumes de rock en español
Álbumes de hard rock
Álbumes de blues rock

redpajama_set_name: RedPajamaWikipedia


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What is Organizational and Business Management? How Do I Manage?
© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.
Comprehensive, practical book by Carter McNamara
The guidelines and resources in this topic are not sufficient to develop strong competencies in management. Those competencies come from extensive experience in applying that information.
Sections of This Topic Include
What is Management?
Traditional View of Management
Common Terms, Levels and Roles in Management
Is Leading Different Than Managing?
To Truly Understand Management, Know Its Broad Context
Different Levels and Roles of Management
Historical Theories
New Paradigm in Management
Contemporary Theories
How to Do Traditional Functions in Management
Controlling / Coordinating
How to Manage Yourself, Groups and Organizations
Suggested Core Competencies to Manage in Any Situation
How to Manage Yourself
How to Manage a Group
How to Manage an Organization
How to Manage Nonprofit-Specific Activities
Basic Guide to Management and Supervision
How Can You Improve Your Management Skills?
There are a variety of views about the term "management". Traditionally, the term "management" (sometimes referred to as "organizational management" or "business management") refers to the activities involved in the four general functions listed below.
1) Planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning.
2) Organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems and re-organizing businesses.
3) Leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction.
4) Controlling, or coordinating, including the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes and measures to avoid risks.
It helps to be acquainted with this information about management because, even among experienced managers, there are different interpretations. What is most important is that you come up with your own interpretations and be able to explain them to others with whom you work. See Common Terms and Roles in Management
Different Views of Management
Another view is that "management" is getting things done through others. Yet another view, quite apart from the traditional view, asserts that the job of management is to support employee's efforts to be fully productive members of the organizations and citizens of the community.
To most employees, the term "management" probably means the group of people (executives and other managers) who are primarily responsible for making decisions in the organization. In a nonprofit, the term "management" might refer to all or any of the activities of the Board of Directors, executive director and/or program directors.
Some writers, teachers and practitioners assert that the above view is rather outmoded and that management needs to focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding others to accomplish them. They also assert that leadership must be more facilitative, participative and empowering in how visions and goals are established and carried out. Some people assert that this really isn't a change in the management functions, rather it's re-emphasizing certain aspects of management.
There seems to be an increasing number of perspectives that leading is different than managing. They explain that perspective with phrases like "Leaders do the right things, and managers do things right" or "Leaders lead people and managers manage resources". See the View That Leading is Different Than Managing. There are others who disagree with that view and agree with a more traditional view as included above. Also see View That Separating "Leading" from "Managing" Can Be Destructive.
Additional Perspectives on the Term "Management"
Management (Business Dictionary)
Management (Leadership501)
Management (Wikipedia)
TO TRULY UNDERSTAND MANAGMENT, KNOWS ITS BROAD CONTEXT
It also helps you to be acquainted with historical theories, especially to appreciate the rather recent changes (which are quite different than traditional approaches) so you might adjust your own management styles accordingly.
Scientific Management Theory
At the turn of the century, the most notable organizations were large and industrialized. Often they included ongoing, routine tasks that manufactured a variety of products. Back then, the United States prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the "scientific management theory" which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.
Bureaucratic Management Theory
Max Weber embellished the scientific management theory with his bureaucratic theory. Weber focused on dividing organizations into hierarchies, establishing strong lines of authority and control. He suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks.
Human Relations Movement
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of the current theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some with names like theory "X", "Y" and "Z").
History and Theories of Organization Development
Driving Forces of Change
Around the 1960s and on to today, the environment of today's organizations has changed a great deal. A variety of driving forces provoke this change. Increasing telecommunications has "shrunk" the world substantially. Increasing diversity of workers has brought in a wide array of differing values, perspectives and expectations among workers. Public consciousness has become much more sensitive and demanding that organizations be more socially responsible. Much of the third-world countries has joined the global marketplace, creating a wider arena for sales and services. Organizations became responsible not only to stockholders (those who owned stock) but to a wider community of "stakeholders."
As a result of the above driving forces, organizations were required to adopt a "new paradigm," or view on the world, to be more sensitive, flexible and adaptable to the demands and expectations of stakeholder demands. Many organizations have abandoned or are abandoning the traditional top-down, rigid and hierarchical structures to more "organic" and fluid forms.
Today's leaders and/or managers must deal with continual, rapid change. Managers faced with a major decision can no longer refer back to an earlier developed plan for direction. Management techniques must continually notice changes in the environment and organization, assess this change and manage change. Managing change does not mean controlling it, rather understanding it, adapting to it where necessary and guiding it when possible.
Managers can't know it all or reference resources for every situation. Managers must count on and listen more to their employees. Consequently, new forms of organizations are becoming more common, e.g., worker-centered teams, self-organizing and self-designing teams, etc.
Traits of the New Paradigm
Marilyn Ferguson, in The New Paradigm: Emerging Strategic for Leadership and Organizational Change (Michael Ray and Alan Rinzler, Eds., 1993, New Consciousness Reader), provides a very concise overview of the differences between the old and new paradigm. (The following is summarized.)
Old Paradigm
New Paradigm
promote consumption at all costs appropriate consumption
people to fit jobs jobs to fit people
imposed goals, top-down decision making autonomy encouraged, worker participation
fragmentation in work and roles cross-fertilization by specialists seeing wide relevance
identification with job identity transcends job description
clock model of company recognition of uncertainty
aggression, competition cooperation
work and play separate blurring of work and play
manipulation and dominance cooperation with nature
struggle for stability sense of change, of becoming
quantitative qualitative as well as quantitative
strictly economic motives spiritual values transcend material gain
polarized transcends polarities
short-sighted ecologically sensitive
rational rational and intuitive
emphasis on short-term solutions recognition that long-range efficiency must take in to account harmonious work environment
centralized operations decentralized operations when possible
runaway, unbridled technology appropriate technology
allopathic treatment of symptoms attempt to understand the whole, locate deep underlying causes of disharmony
Contingency Theory
Basically, contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it's the approach that "it depends." For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation. If one is leading troops in the Persian Gulf, an autocratic style is probably best (of course, many might argue here, too). If one is leading a hospital or university, a more participative and facilitative leadership style is probably best.
Systems theory has had a significant effect on management science and understanding organizations. First, let's look at "what is a system?" A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. For example, a pile of sand is not a system. If one removes a sand particle, you've still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you've no longer got a working car. A system can be looked at as having inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects of the systems.
Let's look at an organization. Inputs would include resources such as raw materials, money, technologies and people. These inputs go through a process where they're planned, organized, motivated and controlled, ultimately to meet the organization's goals. Outputs would be products or services to a market. Outcomes would be, e.g., enhanced quality of life or productivity for customers/clients, productivity. Feedback would be information from human resources carrying out the process, customers/clients using the products, etc. Feedback also comes from the larger environment of the organization, e.g., influences from government, society, economics, and technologies. This overall system framework applies to any system, including subsystems (departments, programs, etc.) in the overall organization.
Systems theory may seem quite basic. Yet, decades of management training and practices in the workplace have not followed this theory. Only recently, with tremendous changes facing organizations and how they operate, have educators and managers come to face this new way of looking at things. This interpretation has brought about a significant change (or paradigm shift) in the way management studies and approaches organizations.
The effect of systems theory in management is that writers, educators, consultants, etc. are helping managers to look at the organization from a broader perspective. Systems theory has brought a new perspective for managers to interpret patterns and events in the workplace. They recognize the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central administration with its programs, engineering with manufacturing, supervisors with workers, etc. This is a major development. In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have a wonderful central administration and wonderful set of teachers, but the departments didn't synchronize at all. See the category Systems Thinking
As chaotic and random as world events seem today, they seem as chaotic in organizations, too. Yet for decades, managers have acted on the basis that organizational events can always be controlled. A new theory (or some say "science"), chaos theory, recognizes that events indeed are rarely controlled. Many chaos theorists (as do systems theorists) refer to biological systems when explaining their theory. They suggest that systems naturally go to more complexity, and as they do so, these systems become more volatile (or susceptible to cataclysmic events) and must expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely. Sound familiar? This trend is what many see as the trend in life, in organizations and the world in general.
Emerging Nature and New Organizational Structures and Design
Simply put, planning is selecting priorities and results (goals, objectives, etc.) and how those results will achieved. Planning typically includes identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning.
Decision Making — selecting the best course of action
Planning — Basics (establishing goals and how they will be reached)
Problem Solving (analyzing alternatives and selecting a course of action)
Various Kinds of Plans
Major types of planning:
management by objectives
strategic planning (vision, mission, etc.)
Various other types of planning:
advertising and promotions planning
communications plan (external)
communications plan (internal)
computer system planning
fundraising planning (nonprofit)
fundraising (for-profits)
leadership development planning
management development planning
performance planning (generic)
performance improvement plans (generic)
research design planning
staffing planning
supervisoral development planning
training and development planning
Organizing can be viewed as the activities to collect and configure resources in order to implement plans in a highly effective and efficient fashion. Organizing is a broad set of activities, and often considered one of the major functions of management. Therefore, there are a wide variety of kinds of organizing, as listed below.
Various Kinds of Organizing
Organizing Yourself (your office, files, etc.)
Organizing / Designing Tasks, Jobs or Roles
Organizing Staff
Organizing Various Types of Groups
Organizing Communities (typically a nonprofit goal)
Organizing a New Business (whether for-profit or nonprofit)
Guidelines to Reorganize a Current Organization
Staffing (planning, specifying, sourcing, selecting, etc.)
Computers, Internet and Web
Simply put, leading is establishing direction and influencing to follow that direction, and you might be leading yourself, another individual, a group or an organization. There are a wide variety of theories, models and styles of leadership, as well as areas of focus, each of which requires somewhat different skills in leadership.
Suggested Core Competencies to Lead in Any Situation
Leading Yourself (career & and personal development, personal productivity & wellness)
Leading Another Individual (setting goals, methods of influence, building trust, managing conflict, etc.)
Leading Groups (facilitation, meeting management, group problem solving, managing conflict, etc.)
Leading Organizations (strategic analysis, strategic direction, org'l communications, etc.)
What is Leadership? How Do I Lead?
Basically, organizational control (or the term coordination, which is often preferred) is assessing if you are doing what you wanted to be doing or not, and if not, then deciding what course of action to take. It is the part of planning after you have decided what you wanted to be doing. The manner in which the coordinating is done depends on the management style preferred by the organization. Below are some of the major approaches to organizational control and coordination.
Evaluations (many kinds)
Finances (For-Profit)
Finances (Nonprofit)
Team Performance Management
Legal and Taxation Compliance
Employee Laws, Issues, Topics, etc.
Organizational Performance
Organizational Performance Management (balanced scorecard, TQM, etc.)
Employee Laws, Topics and Issues (understanding major laws and regulations)
Employee Performance Management (setting goals, feedback, performance reviews, etc.)
Ethics Management in the Workplace (ensuring highly ethical standards and behaviors)
Personnel Polices (ensuring compliance to legal and organizational rules and regulations)
Supervision (personnel policies, employee performance management, training, etc.)
Quality Management (quality control, benchmarking, continuous improvement, etc.)
Risk, Safety and Liabilities
Employee Wellness Programs (diversity management, safety, ergonomics, etc.)
Suggested Core Competencies and Resources to Manage in Any Situation
Various experts would disagree on what skills and practices should be required for managers in organizations. Various roles and skills are listed throughout the next sections in this topic. However, it would be difficult to undertake them without having the following core skills.
It is well understood among experienced managers that you cannot effectively lead and manage others unless you first can effectively lead and manage yourself. That can be quite difficult especially for new managers, when starting a group or organization, or when the group or organization is undergoing significant change. Basics for New Managers and Supervisors to Management Themselves
Emotional Intelligence (managing your emotions)
Organizing Yourself (this subtopic is in "Personal Productivity")
Career Development (resumes, networking, interviewing, etc.)
Managing a group typically includes getting clear on the purpose and goals of the group, ensuring that it has clear roles in leadership and sufficient resources to work toward its goals, establishing means for making group decisions and solving group problems as well as communicating among members, and that members of the group can work well together.
Common Types of Groups
Core Skills in Facilitators
Guidelines to Conducting Effective Meetings
Group Performance Management
All About Facilitation
Managing an overall organization is typically a cyclical and systematic approach of clarifying its purpose and priorities (via strategic planning), assessing the current activities in the organization, changing and re-organizing the organization if needed to more effectively address priorities, and then continuing the management the performance of the organization toward those priorities.
Assessments: Select Library Topics from "Diagnosing" Yourself, Group or Organization
Guidelines, Methods and Resources for Organizational Change Agents
Guidelines for Organizational Design
Organizational Performance Management — Evaluating and Improving Organizations
There is often a misunderstanding that nonprofit organizations are very different than for-profit organizations. However, the differences between organizations is determined by its life cycle, culture and strategic priorities, much more than by the nature of its services. However, the following activities are somewhat unique to the needs of a nonprofit management and governance.
Fundraising and Grantwriting
Nonprofit management must engage in fundraising in order to meet the fiscal needs of their organization. Generally, fundraising is not one of an executive director's favorite tasks. It can be an all-consuming activity, tapping an executive director's creative and social energy. Executive directors are constantly challenged to strike a balance between the time they devote to fundraising and program management. Too little attention to one area can leave an organization bereft of cash or quality services. See All About Nonprofit Fundraising
Governance (Boards of Directors)
Generally, this term refers to the nature and operations of the board of directors. Some people use the term to also refer to the role of chief executive as well. Nonprofit management — particularly chief executives — must have strong skills in working with an often highly diverse collection of board members, each of whom is typically a volunteer to the nonprofit. These skills in working with a board are often not taught in management schools and, instead, must be developed over time "on the job". See All About Boards of Directors
Nonprofit Budgeting and Accounting
Nonprofits are unique entities created to provide a public service, rather than generate profit. Therefore, nonprofits can enjoy special tax-exempt status with the IRS. Nonprofits also receive grants and other forms of donations to support their operation. These special features unique to nonprofits require highly customized forms of budgeting and accounting, not taught in general management schools. See All About Financial Management in Nonprofits
Program Planning and Management
Nonprofits typically deliver ongoing services in the form of organizational programs. Therefore, it's important that nonprofit management understand the basic principles of program development and evaluation. See Program Planning and Management
Many nonprofit organizations rely to a great extent on the use of volunteers. Volunteers should be managed much like any other human resource. There should be staffing planning, recruitment, job descriptions, suitable policies and risk management measures, some form of performance management, etc. Performance management includes setting suitable goals, evaluating performance, providing appropriate rewards or actions to terminate services. See Developing and Managing Volunteer Programs
You can improve your management skills in a rather informal approach or in a carefully designed and systematic approach. The latter is often referred to as a management development program. Here are guidelines for either approach. See How to Design Your Management Development Program
Glossary of Business Terms A-Z
Three Management Approaches
Management – a General Theory
Managing Is Hard Work: Avoid These Four Mistakes
Effective Management: Should You Break the Rules?
Stop Micro Managing: Start Smart Managing
Learn More in the Library's Blogs Related to Management
In addition to the articles on this current page, also see the following blogs that have posts related to Management. Scan down the blog's page to see various posts. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog. The blog also links to numerous free related resources.
Library's Leadership Blog
Library's Supervision Blog
For the Category of Management:
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
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VENKATESAN , SANDHIYA , SOWMIYA.
GSM based wireless home automation system is proposed and deployed which executes its function of controlling and monitoring appliances remotely. And also sends an acknowledgement to the user.


A broken PVC pipe located under a tiled kitchen was allowing a terrible smell to enter the property. Ensuring that the kitchen was protected, the team at Elephant Pipe Liner successfully relined the broken pipe with minimal disturbance. The pantry was left untouched!!!!
Completed entire external drainage trenchless rehabilitation of the 4" earthenware sewer service. The property has manicured landscaping and asphalt driveways that would have had to be ripped up to replace the pipes.
We were able to reline 90mts of pipe through 3 x access keyholes. Entire works were completed within the week.


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Record Office: Suffolk RO Lookups - Ongoing
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Thread: Suffolk RO Lookups - Ongoing
Oakum Picker
Originally Posted by Sherbertrose
Many thanks for your time.... there is another marriage for Salome Parker as detailed below. The problem is I can't establish who she married. Please could this go on the list for next time!!
many thanks, Sandra
Charles James Drummond	Apr-May-Jun 1868	Ipswich	Suffolk
View Record	Salome Parker	Apr-May-Jun 1868	Ipswich	Suffolk
View Record	William Tricker	Apr-May-Jun 1868	Ipswich	Suffolk
Results per page Viewing 1-3 of 3
Sorry Sandra, that request got lost amongst the replies. I'm not sure when I shall be back in Suffolk as I hope to have a knee replacement soon & won't be able to drive for six weeks. Also there are about 16 parishes under Ipswich at that time, some of them very big so searching over 3 mths would take a lot of time unless I struck lucky.
However, looking at the info. available, I can tell you that the 4th person was Emily MILLER & she married Charles DRUMMOND which leaves Salome marrying William TRICKER. Charles & Emily are easily found in 1871 living in Bermondsey, however I can't find hide nor hair of William & Salome. I lie, she's probably the Salomi TRICKER who dies Sep Qtr 1868 followed by William Mar 1869. A slight fly in the ointment is a Salome Rachel Tricker who is registered in Jun 1869 & is 10 mths when buried in October - who does she belong to?
HAILEY, PATEMAN, HOLT, KIRBY, WILSHERE, HOWARD, CARTER, LATCHFORD, BACON, MADDOCK, HIDE, BENNETT, WELLS, GRUNDON, WRIGHT, WA(O)RMAN, IZ(Z)ARD, ROBINS, BARKER - Herts
PATEMAN, KIRBY, LATCHFORD, MADDOCK, GRUNDON, WALKER(MOODY), BALDOCK, ARNOLD- Beds
CRICKMORE, DOWNING, HAGGAR, MOYSE, MAYHEW, BRANSON, JAMES, BULL, PITTOCK, - Suffolk
CANNELL, GORBEL, GOWING/EN, SALLOW, JOHNSON -Norfolk HAYES - Co.Offaly ROI
Sherbertrose
Thanks Glen for trying.
It looks like Salome may have died in child birth?
Starproms
1) Yes, when Martha Chaplin married William Card in 1855, her father's name was given as Edward Chaplin on the marriage certificate so there seems no doubt that he was her father. As Martha was born in 1831, it means that Edward Chaplin was 58 and Mary 18 when she fell for the child.
2) Given his age, it is possible that Edward was Mary Chaplin's father, but since he was the father of her daughter Martha, that would make for a sinister situation even for those days.
The scandal story in the family could possibly relate to Edward's care of Mary but I am more inclined to believe that it was to do with Mary's parentage. The scandal concerns a titled family and that doesn't fit Edward Chaplin. He was a ship's carpenter.
3) The Zebra was decommissioned around 1812, the year of Mary Chaplin's birth, so it is quite possible that it was not in constant use then. However, the census return does say 'at sea' on board the SS Zebra so presumably it was 'at sea' at the time? I am pursuing that line of enquiry.
4) Covehithe Church.
Opposite the church are a few cottages. The lane I mentioned previously heads off inland at the side of the cottages. It follows the edges of some fields before it reaches down to the beach. It takes about 20 minutes to walk it, if I remember rightly. It is a lovely walk. The road past the church, which goes to the top of the cliff, is severely shortened by erosion as you say. I suppose, in the not too distant future, Covehithe will disappear altogether!.
5) When I was in Wrentham, years ago now, I visited the Church of St. Nicholas. Knowing that the Chaplins, Edward and Mary, lived at 26 Southwold Road, Wrentham, I asked the Administrator of the church if he knew anything. He spoke to some local people and then wrote back to me. Here is part of his reply:
'I spoke to a number of people about the Chaplin's and in particular about 26 Southwold road. Where number 26 falls today was a field originally owned by Benacre Estate and during WW11 by Mr. Fox, the landlord of The Old King's Head (now no. 5 Southwold Road). His daughter, Mrs. Vera Bird, who was in her 70's, says that she thought the houses would have been originally numbered consecutively up the Southwold Road and that No. 26 would have been on what is now the odd side of the road opposite Carters Tower Mill in Southwold Road, which is where No. 34 Southwold Road in now. She said the only Chaplin she could remember was a farm labouring family at Covehithe a long time ago.'
I hope your knee operation goes well and that you soon begin to feel the benefit of it!
Best wishes and thank you for your continuing support and help.
Best wishes, Stella Jones
Last edited by Starproms; 28-07-11 at 13:50.
http://en.wikipedia.org/wiki/HMS_Zebra_(1780)
Dear Glen, above is the link to the Zebra, upon which in 1812, Mary Chaplin was born.
Originally Posted by Starproms
1) This is what I was querying. It was quite common for illegitimate children to 'make up' fathers for their marriages to save embarrassment. In Martha's case who better than Edward who after all would have raised her. I have this several times in my family but a little later so more easily proven. I just think you should keep the possibility in mind.
2) I wasn't suggesting anything incestuous, I just feel that Edward is more likely to be Mary's father than Martha's. Could the scandal revolve around Martha's parentage rather than Mary's? Martha was illegitimate, could her father have been titled?
3) Yes, I was wondering if the Zebra was being sailed to it's new position after it was sold, perhaps even up the east coast & it was during this trip that Mary was born.
5) I meant to say before that the 1851 doesn't have house numbers. The 26 refers to the Householder's schedule. When a new road starts the numbers just continue consecutively. You will find '58' Southwold Road followed by '59' High Street, '86' High Street by '87' Park Farm etc. The description for district 16 is 'all that part of the parish of Wrentham which lies on the east side of the Queen's highway leading from Southwold to Benacre.
Why not put all this on Qs & As & get other opinions.
Thanks for the good wishes for my knee op. The hospital rang to say it would be the 10th, then the consultant rang this evening to say it was the 19th so some time in the next few weeks anyway.
lesleyd183
lm new to this but I was hoping that you may be able to help me? I'm trying to track down the parents of Samuel Balls.
He was born in the Worlingham/Wrentham area in 1756 and his partner/wife was Sarah possibly Scarnet. He lived until 1844 and is buried in Benacre. I would really appreciate any help please. Thank you
I've only just noticed this. Unfortunately I no longer visit Suffolk frequently so am unable to offer any further lookups. I do remember looking up Samuel (1782) & Martha & family but don't think I looked any further back. I believe I gave all I found to Jenny.
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First impressions set the stage
Kim Bullock
Bryce Harper, Austin Barnes
Teoscar Hernandez, Billy McKinney, Christian Vazquez
Jacob Waguespack
Any business knows that the first employee customers interact with must be on their A-game.
Nash UNC Health Care hit the jackpot when they hired Kim Bullock, who works at the front desk most days, greeting customers and patients and answering the phone. She's been there since 2011 and takes her job to help brighten the day of everyone that comes across her path seriously.
Bullock's supervisor, Renee Brown, said Bullock is a great example of what awesome customer service looks like.
"Everyone loves Kim — patients, visitors, and employees," Brown said, "She's always smiling, she always speaks positively and has communication skills that are second to none."
Brown said one reason Bullock is so good at the front desk or communicating with customers on the phone is because she always seeks to find a solution or a way to make a situation better.
"She is really good at reading a situation, reading a person — like are they frustrated, are they scared, are they worried — and figuring out how best to keep it all calm, positive and offer the best help she can," Brown added.
Bullock attributed her success at work to one thing: She really loves what she's doing and the people she interacts with.
"I really like interacting with people. I want to offer a friendly face or voice to everyone I interact with," Bullock said. "It's part of my job, but that's just me too. So I'm a good fit for this job — that's why I love it so much."
Bullock said she had a really good job in a manufacturing setting at one time.
"I just didn't like it," Bullock said. "I felt very unfulfilled. My friends couldn't believe I wanted to leave such a great job. But it just wasn't for me."
Bullock said in addition to being helpful, she tries to keep everyone's stress level down.
"Sometimes I get a patient or visitor that has been all over the campus, trying to find where to go for their appointment, and they're frustrated," Bullock said, "I might listen to them for a moment and sympathize with them, then make sure they know exactly where to go. I try to find a volunteer or staff member to escort them.
"I always want to make sure they feel better when they leave me, if they were upset."
Bullock is known for her excellent directions she offers customers to quickly and easily find where they need to go.
"I have gotten pretty good at knowing the best way to direct people all over the campus," Bullock said with a laugh.
Bullock said she arrives for her 7 a.m. to 3 p.m. shift about 6:40 a.m.
"I like to tidy up the lobby and make sure everything looks good," Bullock said. "I really take pride in how people notice how nice the lobby looks."
Bullock said her day consists of a steady stream of helping people find friends or family in the hospital and departments or hospital staff they need, either in person or via the phone.
Bullock thinks she's far from the only ambassador at Nash UNC Health Care.
"We're a family, all of us that work here, and I think most all of us see ourselves as ambassadors for our work family and for the hospital," Bullock said. "I might be the first ambassador they encounter, but I'm not the only one. It's a team effort."
Brown insisted that Bullock might be the friendliest face people encounter at Nash UNC Health Care.
"She's always smiling, always positive," Brown said. "You can even tell she's smiling over the phone."
Bullock smiled.
"That's the goal," she said.
Food trucks visit Sheriff's Office
Downtown panel member questions hotel project
Training, quick thinking save lives
STORY:20190602003First impressions set the stage/Life/2019/06/03/Bullock-provides-help-with-a-smile.html-1story


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Georges St-Pierre open to one-and-done fight with Khabib Nurmagomedov
A prime Georges St-Pierre vs. Khabib Nurmagomedov might be the dream match of all dream matches. How sure are we that St. Pierre is past his prime though?
As much as that ship had seemed to sail, fight fans will still pay to see it happen. So much so that UFC president Dana White is open to making it happen.
Nurmagomedov unified the lightweight championship after defeating interim champion Dustin Poirier in the UFC 242 main event.
White was asked again about a potential superfight with St. Pierre to which the UFC president replied "Sure."
The lightweight champion has also long been open to fighting St-Pierre provided it will be at 155 pounds.
"He's a very good example for young kids. I know he retired, if he wants to come back, if he feels hungry, if he feels he can improve his legacy with a fight with me and he can make 155, I'm waiting for him," Nurmagomedov said.
Teasing a potential showdown
St. Pierre has been bombarded with numerous questions about a potential comeback. He only has one person in mind and that is Nurmagomedov.
The former UFC welterweight and middleweight champion stated that Nurmagomedov is the only one that is tempting enough to potentially draw him out of retirement.
He is insistent though that he has no interest in fighting, winning the belt, and then guaranteeing to defend it.
Quitting while on top
The lack of desire to build a new reign as champion might be why the UFC isn't in a rush to make this dream match happen.
It can be remembered that St. Pierre relinquished the UFC middleweight belt a few weeks after winning it from Michael Bisping in 2017. That was despite all the promises he made to defend it if he won it.
The UFC is investing a lot in its champions in its aim to make a renewed push into the Middle East. St-Pierre quitting again after winning might ruin plans.
"Imagine that they invest a lot of money to promote a big fight between Khabib and I and I win the fight. I'm out. I'm not interested in signing a fight with Khabib and guarantee them that I want to go back and fight another contender," St. Pierre explained.
St. Pierre is playing it smart and sparing himself the humiliation that other former greats before and after him suffered. But can't we all hope for one last match while he still physically can?
Should St. Pierre come back to face Nurmagomedov? Should he stay though shall he win the belt? Tell us what you think in the comments below.
Georges St. Pierre Khabib Nurmagomedov MMA MMA News MMA Rumors UFC UFC News


text:
TV-PGTV-PG
AnimationAdventureComedy
A cat and mouse brawl with each other.A cat and mouse brawl with each other.A cat and mouse brawl with each other.
Stephen Stanton
Rick Zieff
Grey Griffin
26User reviews
3Critic reviews
4 wins & 7 nominations
Episodes208
6 seasons 654321See all
8 years 20222021202020192018201720162014See all
Watch Official Trailer
Joey D'Auria
Kath Soucie
Alicyn Packard
Chris Edgerly
Rachael MacFarlane
David Shaughnessy
Cates…
Jason Hightower
Trevor Devall
Stinker…
Sam Kwasman
Little Quacker…
Phil Lollar
Crooked Eddie…
Cree Summer
Beatie
Julie Wittner
Kari Wahlgren
Tom and Jerry Tales
The New Tom & Jerry Show
The Tom and Jerry Comedy Show
Tom & Jerry Kids Show
The Pink Panther Show
Mr. Bean: The Animated Series
Tom and Jerry: The Fast and the Furry
The Sylvester & Tweety Mysteries
The Road Runner Show
Tom and Jerry Blast Off to Mars!
The first Tom and Jerry series to be rated TV-PG.
Featured in Dave Lee Down Under's Cartoon Evolution: Evolution of Tom and Jerry (1940-2020) (2019)
User reviews26
A big disappointment, but not that bad
As far as the classic, iconic cat and mouse duo go, The Tom and Jerry Show is not in the same league as any of the MGM (1940-1958) shorts, a vast majority of which being cartoon classics, but it is far more watchable than every single one of the Gene Deitch cartoons, all but two being abominations, and the worst of Chuck Jones' hit and miss output. And as far as shows airing on Boomerang go, it's neither among the best or worst, it's no original Looney Tunes, original Tom and Jerry or Scooby-Doo but it's better than The Looney Tunes Show, Sonic Boom and the Inspector Gadget reboot.
The Tom and Jerry Show is heavily flawed and hugely disappointing, but does have its moments. The music is lively and characterful and does try to stay to the style of the style of the classic cartoons, with energetic pacing and appealing instrumentation, no crude or going-through-the-motions scoring here. A good job too is done with the sound effects and the expressions of the characters, and the classic Tom and Jerry characters are mostly kept intact, Tom is still easy to root for, even for a 'predatory' character played for laughs, and Spike has some amusing moments. The slapstick is never as well-paced or imaginative as the original cartoons but there are times where it is fun and it doesn't veer on sadistic like the Gene Deitch cartoons did. The detective stories are very inspired and it was nice to see a different side to Tom and Jerry, which is one of the laudable things of The Tom and Jerry Show, for while it may not be a great show overall it does try to stay loyal to the formula and also attempts to do things different.
Where The Tom and Jerry falls down mainly is in the animation style and a lot of the humour. Apart from the expressions of the characters, the flashy animation just looks cheap and lazy, looking more flat or over-saturated than vibrant, backgrounds are scrappy and lack detail and the characters often look rough. The problem with the humour is not that it's predictable, but more that the execution of a lot of it feels very half-baked and the timing is far too rushed, almost like the show was going for quantity for quality by trying to fit in as many gags as possible without giving enough thought to their execution. There is even some gross out humour incorporated, like in the episodes featuring the witch characters, and it seemed rather juvenile and out of place. Apart from the detective stories, the stories suffer from too hurried pacing, lack of imagination and flat material. Too many of the secondary characters are annoyingly punchable, Jerry while sometimes amusing is also like that a good deal of the time in the occasions when his treatment of Tom goes too far and Toodles, an adorable character before, is similarly obnoxious. The show also boasts a talented voice cast, but all of them have done much better work and few distinguish themselves.
Overall, has its moments and is not that bad but for Tom and Jerry this was a huge disappointment. 5/10 Bethany Cox
TheLittleSongbird
April 9, 2014 (United States)
Tom and Jerry's Summer Holidays
Slap Happy Cartoons
Turner Entertainment
Warner Bros. Animation
What is the Japanese language plot outline for The Tom and Jerry Show (2014)?


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HANSARD 1803–2005 → 1980s → 1981 → June 1981 → 19 June 1981 → Written Answers (Commons) → TRADE
Ships (Sinkings and Requests for Assistance)
HC Deb 19 June 1981 vol 6 cc457-9W 458W
§ Mr. Donald Stewart
asked the Secretary of State for trade if he will list in the Official Report the number of ships, giving tonnage, which have (a) sunk and (b) requested assistance in each of the following sea areas (i) Pentland Firth, (ii) Minch, (iii) Little Minch, (iv) Sea of the Hebrides and (v) North Channel, over the past 10 years.
§ Mr. Eyre
[pursuant to his reply, 16 June 1981]: In the nine years 1972–1980 four vessels sank in the Pentland Firth—gross tonnages 288; 824; 11; 4; three in the Minch—25; 32; 46; one in the Little Minch—50; two in the Sea of Hebrides—46; 398; and two in the North Channel—23; 10. Corresponding data for the year 1971 could not be included without disproportionate cost.
Information regarding requests for assistance is not available in the form requested. However, since 1 January 1977, 234 vessels in the categories shown in the following tabel have received the assistance of Her Majesty's Coastguard in the districts indicated.
HM Coastguard District Orkney Wick Oban Stornoway Belfast Totals
5 Oil Rig or Tender — — — — — —
6 F/V 40' or over 4 2 5 10 3 24
7 F/V < 40[...] 2 3 4 3 6 18
1 Military — — — — — — 18
2 1600 GRT or over — — — — — —
3 < 1600 GRT — — — 1 — 1
4 Tug Barge or dredger — — — — 1 1
6 F/V 40' or over — 4 4 — — 8
7 F/V < 40[...] — — 1 4 3 8
Orkney Wick Oban Stornoway Belfast Totals
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Shinn, Everett
(Woodstown, New Jersey, 1876 - 1953, New York, New York)
Everett Shinn was born in Woodstown, New Jersey in 1876 to Isaiah Conklin Shinn and Josephine Ransley Shinn. (1) The family appears to have been related to General Isaiah Shinn, the founder of Woodstown, a Quaker-dominated community. Though Shinn's family was not actively religious, he did attend a Quaker school in Woodstown called the Baron Academy. Shinn was a less than model student, but his drawing ability was evident early and he invented a number of gadgets including a model submarine and a working steam engine. In 1888, at the age of 12, Shinn left Woodstown and enrolled at the Spring Garden Institute in Philadelphia where he studied mechanical drawing and other engineering subjects. Two years later he was hired by the Thackeray Gas Fixture Works to design light fixtures. He rapidly became bored with the work, however, and was fired when the foreman found him doodling on the edges of his design plans. As he was leaving, the foreman advised him to make use of his drawing talent and enroll in the Pennsylvania Academy of the Fine Arts. Shinn registered for classes at the Academy in the fall of 1893 and simultaneously began work as a staff artist with the Philadelphia Press. At the Press, Shinn met William Glackens, John Sloan, and George Luks who became his roommate. Between 1893 and 1895, Shinn worked for the Philadelphia Press, Philadelphia Ledger, and Philadelphia Inquirer while continuing to take classes at the Pennsylvania Academy. By 1895, Shinn, Glackens, and Luks had all settled at the Philadelphia Press. John Sloan also eventually joined them late that year. Through Sloan and Glackens, Shinn met Robert Henri and began joining in the regular gatherings and classes at Henri's studio. In 1897, Shinn moved to New York to work for the New York World. A year later, he began doing illustration work for magazines and by 1899 had been appointed art editor of Ainslee's Magazine. His primary goal, however, was to win the center spread in Harper's Weekly. After a year of hectoring the editor, his colored drawing, A Winter's Night on Broadway, was published in February, 1900. During the following years, Shinn's drawings and pastels regularly appeared in magazines such as Vanity Fair, Judge, Life, Look, Collier's, Century, and many others. In 1898, Shinn married Florence (Flossie) Scovel, a Philadelphia illustrator. Early the following year, the Pennsylvania Academy of Fine Arts hosted a solo exhibition of Shinn's paintings and in February of 1900, Shinn had his first large one-man show at Boussod-Valadon Galleries in New York. (2) After the exhibit closed in April, Shinn and his wife traveled to Europe where Shinn began to try his hand at oil painting. In July of 1900, Goupil's of Paris held an exhibition of his pastels of Parisian street life. The Shinns returned to the United States in the fall of 1900. The following January, Boussod-Valadon Galleries held a second large, one-man show of Shinn's pastels, oils, and drawings of scenes in Paris and London. The period from 1900 to 1911 was a time of great productivity for Shinn. He participated in a large number of shows and sales at a variety of locations including the Boussod-Valadon and Kraushaar Galleries, the E. Gimpel and Wildenstein Gallery, the Pennsylvania Academy, the Chicago Art Institute, the Carnegie Institute in Pittsburgh, the Corcoran Gallery, and the Lewis and Clark Centennial Exposition in Portland, Oregon. The largest and best known of these exhibitions took place at M. Knoedler and Co. in March of 1903 and Shinn also participated in the famous Eight Exhibition at Macbeth Gallery in 1908. He later declined an invitation to participate in the 1913 Armory Show. During this active period, Shinn was working mostly in pastels and red chalk. He concentrated on scenes of street life and urban nightlife, particularly the theater. (3) By the end of 1912, Shinn had begun doing interior decoration and mural painting for a number of private homes under the auspices of Elsie de Wolfe, a decorator and socialite. Shinn also was introduced to David Belasco and Stanford White who commissioned him to do murals and other decorations for their homes and offices. (4) In 1912, Shinn and his wife, Florence, divorced. The following year Shinn married Corinne Baldwin, with whom he had two children. Shinn's versatile career took another interesting turn in 1917 when he was hired by Goldwyn Pictures as art director for their New York studio. In addition to supervising the artwork at the studio, Shinn also did art direction for Goldwyn's movie Polly of the Circus. Subsequently he worked for Inspiration Pictures from 1920 to 1923, and then in 1923 he began to work for Cosmopolitan Pictures as art director for William Randolph Hearst's film Janice Meredith, among others. Shinn divorced and remarried twice more over the course of the next twenty years. He and Corinne were divorced in 1921 and he married the actress, Gertrude Chase, in 1924. They divorced in March of 1932 and a year later he married Paula Downing. They subsequently divorced in 1942. During his years working for movie studios, Shinn's art career suffered and it was not until the late 1930s that he again began to participate regularly in exhibitions. (5) In 1949, Shinn was made a member of the National Academy of Design, and in 1951 he was initiated into the American Academy of Arts and Letters. During the same period, he was asked to write a memoir of the Eight for the catalog of a retrospective exhibition. (6) Though he suffered from a tremor of the hand for several years before his death, Shinn continued to produce drawings and pastels of his favorite theater subjects. (7) He died of lung cancer in 1953. (8) Everett Shinn's works are characterized by an appearance of rapid execution and a strong sense of the artist's gestures. Objects and figures are outlined in short, quick strokes, and highlights and shadows are created with brief touches of color. There are often passages of careful detail in many of his works, but overall, detail is indicated with a kind of shorthand rather than carefully recreated. Shinn's figures are particularly stylized, often bordering on caricature, and they tend toward general types rather than distinctive individuals. During and after the 1920s, Shinn's women became even more stylized with extremely elongated legs and round, doll-like faces. Shinn often cropped his compositions to capture unusual viewpoints and to create a sense of movement and immediacy. He also exploited the soft, blurry quality of pastel and chalk to recreate atmospheric effects such as snow, rain and fog. Because he concentrated on depicting scenes from modern life, Shinn's work is often compared to the French Impressionists, but the elements of caricature and type-casting in his works have also suggested comparisons to Honoré Daumier and Toulouse Lautrec. (9) The framing and cropping devices he used are particularly reminiscent of the works of Edgar Degas. The style Shinn used in his murals and interior decorations is in contrast to his other works. Their rococo style has been compared to the works Jean-Honoré Fragonard and François Boucher. Shinn preferred to work in pencil, pastel, and conte crayon rather than paint, most likely because of the speed with which he worked. Red chalk was a particular favorite. Regardless of the medium being used, Shinn chose limited palettes for his works, particularly emphasizing blue, black, and white. Shinn created preliminary studies in red chalk for his murals and then transferred the studies to the final panels for painting. Preliminary studies for his oil paintings were sketched on the canvas then painted over with layers of thin washes of pure pigment. Heavy opaque color was used for highlights. Shinn's pastels were drawn on damp paper then dried, leaving a hard, shiny pigment surface rather than the dusty finish typical of pastel. Shinn would then add finishing touches with ink and colored gouaches. The pastel in the MMFA collection, Girl on Runway—Winter Garden, New York, is a characteristic of Shinn's work in medium, subject and composition.
(1) Biographical information has been compiled from the following sources: Louis H. Frohman, "Everett Shinn, the Versatile", International Studio, October 1923, pp. 85-89; Mahonri Sharp Young, The Eight: The Realist Revolt in American Painting, Watson-Guptill Publications, New York, 1973; Edith DeShazo, Everett Shinn, 1876-1953: A Figure in His Time, Clarkson N. Potter, Inc., New York, 1974; Bennard B. Perlman, Painters of the Ashcan School: The Immortal Eight, Dover Publications Inc., 1979; Bennard B. Perlman, "Rebels with a Cause", ARTnews 81:62-67, December 1982; Linda S. Ferber, "Stagestruck: The Theater Subjects of Everett Shinn", in American Art Around 1900, edited by Doreen Bolger and Nicolai Cikovsky, Jr., University Press, 1990; Elizabeth Milroy, Painters of a New Century: The Eight and American Art, Milwaukee Art Museum, 1991; H. Barbara Weinberg, Doreen Bolger and David Park Curry, American Impressionism and Realism: The Painting of Modern Life, 1885-1915, Metropolitan Museum of Art, New York, distributed by Harry N. Abrams, Inc. 1994; Rebecca Zurier, Robert W. Snyder, Virginia M. Mecklenburg, Metropolitan Lives: The Ashcan Artists and Their New York, National Museum of American Art, 1995.
(2) The show consisted of 43 paintings and drawings, most of which were pastels.
(3) Shinn had been fascinated by the theater since childhood and was an amateur playwright, producer, and director. Some of his plays were eventually published and incorporated into vaudeville acts. He actively participated in the theatricals at Robert Henri's studio and eventually had a small stage built inside his house for amateur productions.
(4) Shinn also decorated the home of Mrs. William Coe on Long Island, the home of Mrs. Edwin S. Boyer in New York City, the home of Warren M. Salisbury in Pittsfield, Massachusetts, and the home of George H. Townsend in Greenwich, Connecticut. Other mural commissions included the J. N. Stuyvesant Theatre on West Forty-Fourth Street in New York in 1907, the Trenton, New Jersey Council Chamber in City Hall in 1911, and the Plaza Hotel men's bar in 1944.
(5) These later exhibitions included the New York Realists exhibition at the Whitney Museum in 1937, a retrospective of the Eight at the Brooklyn Museum in 1943, and exhibitions at the Museum of the City of New York, the Art Institute of Chicago, and the Carnegie Institute in Pittsburgh.
(6) "Recollections of the Eight" in The Eight, The Brooklyn Museum, Brooklyn, 1943.
(7) Shinn is known to have signed some of these late works with earlier dates because they sold better. He is also known to have drawn a number of his later subjects from memories of earlier scenes. (8) Late in his career, Shinn changed from Boussod-Valadon to Graham Gallery for his primary dealer. Graham Gallery also handled the sale of his estate. Shinn's papers are on file at the Delaware Art Museum and the Archives of American Art. Records of his exhibitions and sales from c. 1899-1911 is on microfilm at the Archives of American Art (Rolls 952, 953). For a fictional account of an artist's life based on Shinn's life story see Theodore Dreiser's The Genius, published in 1915.
(9) DeShazo, 1974; Weinberg, Bolger, and Curry, 1994; Zurier, Snyder, and Mecklenburg, 1995
Margaret Bullock, 6.6.97
Revised MLA, 11.8.08 incorporating research by Margaret Burgess
Figures in a Street
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News of the disastrous fallout from the Mexican government's version of the so-called War on Drugs has achieved wide circulation of late. Four years after Mexican President Felipe Calderon unleashed the heavy hand of the state against the drug cartels, over 22,000 people have been killed, with no end in sight. Violence and bloodshed have become the norm in border towns like Tijuana and Ciudad Juarez. Yet Calderon is unrepentant, claiming that his only alternative was to ignore the criminals and "allow them to take over towns and communities, and that's not fair to Mexican people." The unfairness of his current course of action to those literally caught in the crossfire might cause a leader with less fortitude to look a little harder for other options, but Calderon is committed to his crusade.
Here in Canada, things are not nearly so bad. City streets are still relatively safe, at least for the time being. But the powers that be in this country have struck some recent blows of their own in the Quixotic quest to interrupt the age-old demand for certain mind-altering substances. The results might not lead to thousands of deaths, but they will lead to needless suffering and the further erosion of the basic human right to do as you please with your own body.
On Thursday, June 3, police raided and shut down four compassion clubs on the Island of Montreal and a fifth one in Quebec City. When all was said and done, police had arrested 35 people, confiscated 59 kg of pot, a small amount of hashish, and around $10,000 in cash. I'm sure all the law-abiding residents of la belle province are sleeping more soundly since those dens of corruption have been shuttered, clearing up the problem of illegal drug use once and for all!
The clubs were selling marijuana for ostensibly medical purposes to anyone walking in off the street with a doctor's referral or, in some cases, with only a notarized attestation of medical need. The consumption of medical marijuana has been legal in Canada since 2001, but as Health Canada clarified in a statement released on June 7, only individuals authorized by Health Canada itself are legally allowed to possess marijuana for medical purposes. And once individuals have received such authorization, they have only three options for legally obtaining their medicine: 1) get it from Health Canada; 2) get a license from Health Canada to produce it for themselves; or 3) get a license from Health Canada to designate someone else to produce it for them.
As you can see, you have to go through Health Canada one way or the other. The compassion clubs were operating independently of the federal agency, and so were operating outside the law. Not that they could have operated within the law, however, say by supplying only those who "designated" them as their official producer. You see, according to the law, "holders of a production licence can produce marihuana for a maximum of two individuals who have authorizations from Health Canada to possess marihuana for medical purposes," and also, "the maximum number of production licences (either personal-use or designated-person) at one site is four." By my calculations, this means that even a Health Canada-approved compassion club, were such a thing to exist, would be able to serve a maximum of eight clients. If you didn't think it was possible to legalize something while keeping it effectively prohibited, now you know better.
A number of questions arise in the wake of these raids. Who was being harmed by the existence of the compassion clubs? How am I harmed by someone else's consumption of marijuana? What difference does it make if someone takes marijuana in order to feel better in the sense of alleviating suffering, or in order to feel better in the sense of getting high? Are we still so puritanical about bodily pleasure? And why should I get to have any say at all about what you put into your body for whatever reason? Does the alchemy of representative democracy somehow transmute unjustified intervention into a righteous act by sheer force of numbers?
Of course, asking these kinds of questions can get you in trouble. Just ask Mark Emery, Canada's "Prince of Pot," who was extradited to the United States last month, where he will likely serve five years in prison for crimes the Canadian government refused to prosecute. He was officially arrested for selling marijuana seeds over the Internet, but had he been less outspoken and active in his efforts to get pot legalized, he would likely still be a free man. Over the years, Emery donated millions of dollars of the proceeds of his business to fund marijuana legalization efforts worldwide. He operated in the open, declaring his income and paying his taxes. Canadian governments were annoyed, but did not charge him with any crimes here in Canada, preferring to extradite him to the United States, where penalties for drug crimes are much stiffer and courts more likely to convict.
No, things are not so bad here in the True North, strong and free. People are not, by and large, being gunned down in the streets of our cities. Mexicans, for all their tropical beaches and Mayan ruins, have reasons to envy us. But just because things could be worse doesn't mean they couldn't be better. As long as people are still being harassed and jailed for voluntary acts between consenting adults, we must raise our voices in protest. And if Harper, Obama, and Calderon won't end marijuana prohibition, let's throw the bums out and replace them with people who have the cojones to stand up for freedom.
Bradley Doucet is a writer living in Montreal. He has studied philosophy and economics, and is currently completing a novel on the pursuit of happiness. He also is English editor of the libertarian webzine Le Quebecois Libre, where this article originally appeared.


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Air Waves Portrush returns this weekend bringing some of the world's best aviation attractions to the resort.
The two-day spectacular on September 1st and 2nd is a highlight of Causeway Coast and Glens Borough Council's events calendar and huge numbers of people are expected to descend on the town to enjoy a range of air and ground attractions.
Saturday's flying programme will include the Irish Coastguard S-92 and the MiG-15 while on Sunday the Red Arrows and RAF Falcons will showcase their breath taking skills in the skies.
On the ground, there will be much excitement in The STEM Village as its range of exciting exhibitors are joined by Irish astronaut Dr Norah Patten. The aeronautical engineer will share her inspiring plans for space exploration as Ireland's first candidate on a unique space training programme in Florida.
And alongside all of this there'll be the family fun zone, trade stands and a range of displays from cadets and the Armed Forces.
The Saturday evening Air Waves Concert, in association with Morelli's, takes place at the Crescent in Portstewart from 7pm featuring pyrotechnic air displays, live music and fireworks. This fabulous evening of free entertainment will celebrate the RAF's centenary through live music from Villa in France and Otis and the Elevators complemented by themed dance displays from Ballroom Blitz. The air displays will be performed by Mark Jefferies in the Extra 300 and Alex Garman in the Piper J3 Cub using wing-fitted Roman Candles, smoke systems, lights and lasers to thrills the crowds as they light up the dusk sky-line. With compere Brian Moore overseeing proceedings and some recognisable film theme music and voiceovers, it's set to be an unforgettable evening.
Follow the VMS signage for the free park and ride shuttle bus service from 10am – 10.30pm on both days. Please note that from 7pm on Saturday only the buses will return to Coleraine via Old Coach Road in Portstewart to facilitate the Air Waves Concert. Last departure from Old Coach Road will be 10.30pm.
Don't forget to support the event by buying a souvenir programme which is packed with information about the air displays alongside tourist information, discount vouchers, a kids zone and some great competitions. The programmes are available now priced at £5 from a range of local outlets.
Mobility scooters and wheelchairs will be available to hire from Shop Mobility located at East Strand. These can be booked prior to the event by ringing 07934190242. Some disabled parking will be available at Lansdowne or use the park and ride service as all buses are wheelchair accessible. The Mobiloo facility can be found at East Strand Car Park.
Keep up to date with the latest information at www.airwavesportrush.co.uk or follow @Air Waves Portrush on Facebook and Twitter.
To find out more about what is happening across the Borough go to www.visitcausewaycoastandglens.com or call 028 7034 4723.
Full traffic and travel details, including park and ride arrangements, are available to download below.


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