text:
Administrative Legislation
Get Administrative Legislation essential facts below. View Videos or join the Administrative Legislation discussion. Add Administrative Legislation to your PopFlock.com topic list for future reference or share this resource on social media.
Public administration is both an academic discipline and a field of practice; the latter is depicted in this picture of United States federal public servants at a meeting.
Public administration is the implementation of government policy and also an academic discipline that studies this implementation and prepares civil servants for working in the public service.[1] As a "field of inquiry with a diverse scope" whose fundamental goal is to "advance management and policies so that government can function".[2] Some of the various definitions which have been offered for the term are: "the management of public programs";[3] the "translation of politics into the reality that citizens see every day";[4] and "the study of government decision making, the analysis of the policies themselves, the various inputs that have produced them, and the inputs necessary to produce alternative policies."[5]
Public administration is "centrally concerned with the organization of government policies and programs as well as the behavior of officials (usually non-elected) formally responsible for their conduct".[6] Many non-elected public servants can be considered to be public administrators, including heads of city, county, regional, state and federal departments such as municipal budget directors, human resources (HR) administrators, city managers, census managers, state mental health directors, and cabinet secretaries.[4] Public administrators are public servants working in public departments and agencies, at all levels of government.
In the United States, civil servants and academics such as Woodrow Wilson promoted civil service reform in the 1880s, moving public administration into academia.[7] However, "until the mid-20th century and the dissemination of the German sociologist Max Weber's theory of bureaucracy" there was not "much interest in a theory of public administration".[8] The field is multidisciplinary in character; one of the various proposals for public administration's sub-fields sets out six pillars, including human resources, organizational theory, policy analysis, statistics, budgeting, and ethics.[9]
Administrators tend to work with both paper documents and computer files: "There has been a significant shift from paper to electronic records during the past two decades. Although government institutions continue to print and maintain paper documents as 'official records,' the vast majority of records are now created and stored in electronic format."[10] (pictured here is Stephen C. Dunn, Deputy Comptroller for the US Navy)
In 1947 Paul H. Appleby defined public administration as "public leadership of public affairs directly responsible for executive action". In a democracy, it has to do with such leadership and executive action in terms that respect and contribute to the dignity, the worth, and the potentials of the citizen.[11] One year later, Gordon Clapp, then Chairman of the Tennessee Valley Authority defined public administration "as a public instrument whereby democratic society may be more completely realized." This implies that it must "relate itself to concepts of justice, liberty, and fuller economic opportunity for human beings" and is thus "concerned with "people, with ideas, and with things".[12] According to James D. Carroll & Alfred M. Zuck, the publication by "Woodrow Wilson of his essay, "The Study of Administration" in 1887 is generally regarded as the beginning of public administration as a specific field of study".[13]
Drawing on the democracy theme and discarding the link to the executive branch, Patricia M. Shields asserts that public administration "deals with the stewardship and implementation of the products of a living democracy".[14] The key term "product" refers to "those items that are constructed or produced" such as prisons, roads, laws, schools, and security. "As implementors, public managers engage these products." They participate in the doing and making of the "living" democracy. A living democracy is "an environment that is changing, organic", imperfect, inconsistent and teaming with values. "Stewardship is emphasized because public administration is concerned "with accountability and effective use of scarce resources and ultimately making the connection between the doing, the making and democratic values".[15]
More recently scholars claim that "public administration has no generally accepted definition", because the "scope of the subject is so great and so debatable that it is easier to explain than define".[16] Public administration is a field of study (i.e., a discipline) and an occupation. There is much disagreement about whether the study of public administration can properly be called a discipline, largely because of the debate over whether public administration is a sub-field of political science or a sub-field of administrative science", the latter an outgrowth of its roots in policy analysis and evaluation research.[16][17] Scholar Donald Kettl is among those who view public administration "as a sub-field within political science".[18] According to Lalor a society with a public authority that provides at least one public good can be said to have a public administration whereas the absence of either (or a fortiori both) a public authority or the provision of at least one public good implies the absence of a public administration. He argues that public administration is the public provision of public goods in which the demand function is satisfied more or less effectively by politics, whose primary tool is rhetoric, providing for public goods, and the supply function is satisfied more or less efficiently by public management, whose primary tools are speech acts, producing public goods. The moral purpose of public administration, implicit in its acceptance of its role, is the maximization of the opportunities of the public to satisfy its wants.[19]
The North American Industry Classification System definition of the Public Administration (NAICS 91) sector states that public administration "... comprises establishments primarily engaged in activities of a governmental nature, that is, the enactment and judicial interpretation of laws and their pursuant regulations, and the administration of programs based on them". This includes "Legislative activities, taxation, national defense, public order and safety, immigration services, foreign affairs and international assistance, and the administration of government programs are activities that are purely governmental in nature".[20]
From the academic perspective, the National Center for Education Statistics (NCES) in the United States defines the study of public administration as "A program that prepares individuals to serve as managers in the executive arm of local, state, and federal government and that focuses on the systematic study of executive organization and management. Includes instruction in the roles, development, and principles of public administration; the management of public policy; executive-legislative relations; public budgetary processes and financial management; administrative law; public personnel management; professional ethics; and research methods."[21]
The examples and perspective in this article deal primarily with the United States and do not represent a worldwide view of the subject. You may improve this article, discuss the issue on the talk page, or create a new article, as appropriate. (February 2016) (Learn how and when to remove this template message)
India in the 600 BCE
Such neat and prosperous civilisations as Harappa and Mohenjo-daaro must have had a disciplined, benevolent and uncorrupt cadre of public servants. In support of this, there are many references to Brihaspati's works on laws and governance. An interesting extract from Aaine-Akbari [vol.III, tr. by H. S. Barrett, pp217-218] written by Abul Fazl, the famous historian of Akbar's court, mentions a symposium of philosophers of all faiths held in 1578 at Akbar's instance. This sounds credible in the context of Akbar's restless desire to find truth, reflected in his launching a new religion called Din-e-elaahi. The account under advisement is given by the well-known historian Vincent Smith, in his article titled "The Jain Teachers of Akbar". Some Charvaka thinkers are said to have participated in the symposium. Under the heading "Naastika" Abul Fazl has referred to the good work, judicious administration and welfare schemes that were emphasised by the Charvaka law-makers. Somadeva has also mentioned the Charvaka method of defeating the enemies of the nation. He has referred to thirteen enemies who remain disguised in the kingdom for their selfish interests. They may contain a few relatives of the king and subsidiary rulers, but they should not be spared. They should be rigorously punished like any other such opponent. Kautilya, as already mentioned, has given a detailed scheme to remove the enemies in the garb of friends. The Charvaka stalwart, Brihaspati, is so much more ancient than Kautilya and Somadeva. He appears to be contemporaneous with the Harappa and Mohenjo-daaro culture.
The central point of traditional religious ritual is to earn ready money for its perpetrators. All unproductive, barren rites designed for various moments in human life starting from several months prior to birth and extending over several years beyond death in the form of the annual sraddha, many of which are current even today, are but channels to feed the priests. They are unreal, imagined and wasteful. While they are unreal, imagined and wasteful; the feeding is real.
This cunning paradox was realised by the Charvaka for its real worth. They wanted financial causes to produce financial results. Imagined causes only produced imagined results not real ones. [22][23]
Antiquity to the 19th century
Dating back to Antiquity, Pharaohs, kings and emperors have required pages, treasurers, and tax collectors to administer the practical business of government. Prior to the 19th century, staffing of most public administrations was rife with nepotism, favouritism, and political patronage, which was often referred to as a "spoils system". Public administrators have long been the "eyes and ears" of rulers. In medieval times, the abilities to read and write, add and subtract were as dominated by the educated elite as public employment. Consequently, the need for expert civil servants whose ability to read and write formed the basis for developing expertise in such necessary activities as legal record-keeping, paying and feeding armies and levying taxes. As the European Imperialist age progressed and the militarily powers extended their hold over other continents and people, the need for a sophisticated public administration grew.
The field of management may well be said to have originated in ancient China,[24] including possibly the first highly centralized bureaucratic state, and the earliest (by the second century BC) example of an administration based on merit through testing.[25] Far in advance of the rest of the world until almost the end of the 18th century, Sinologist Herrlee G. Creel and other scholars find the influence of Chinese administration in Europe by the 12th century, for example, in Fredrick II's promulgations, characterized as the "birth certificate of modern bureaucracy".[26][27][28][29]
Though Chinese administration cannot be traced to any one individual, emphasizing a merit system figures of the Fa-Jia like 4th century BC reformer Shen Buhai (400-337 BC) may have had more influence than any other, and might be considered its founder, if not valuable as a rare pre-modern example of abstract theory of administration. Creel writes that, in Shen Buhai, there are the "seeds of the civil service examination", and that, if one wishes to exaggerate, it would "no doubt be possible to translate Shen Buhai's term Shu, or technique, as 'science'", and argue that he was the first political scientist, though Creel does "not care to go this far".[30]
The eighteenth-century noble, King Frederick William I of Prussia, created professorates in Cameralism in an effort to train a new class of public administrators. The universities of Frankfurt an der Oder and University of Halle were Prussian institutions emphasizing economic and social disciplines, with the goal of societal reform. Johann Heinrich Gottlob Justi was the most well-known professor of Cameralism. Thus, from a Western European perspective, Classic, Medieval, and Enlightenment-era scholars formed the foundation of the discipline that has come to be called public administration.
Lorenz von Stein, an 1855 German professor from Vienna, is considered the founder of the science of public administration in many parts of the world. In the time of Von Stein, public administration was considered a form of administrative law, but Von Stein believed this concept too restrictive. Von Stein taught that public administration relies on many preestablished disciplines such as sociology, political science, administrative law and public finance. He called public administration an integrating science, and stated that public administrators should be concerned with both theory and practice. He argued that public administration is a science because knowledge is generated and evaluated according to the scientific method.
Modern American public administration is an extension of democratic governance, justified by classic and liberal philosophers of the western world ranging from Aristotle to John Locke[31] to Thomas Jefferson.[32][33]
In the United States of America, Woodrow Wilson is considered the father of public administration. He first formally recognized public administration in an 1887 article entitled "The Study of Administration". The future president wrote that "it is the object of administrative study to discover, first, what government can properly and successfully do, and, secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost either of money or of energy".[7] Wilson was more influential to the science of public administration than Von Stein, primarily due to an article Wilson wrote in 1887 in which he advocated four concepts:
Separation of politics and administration
Comparative analysis of political and private organizations
Improving efficiency with business-like practices and attitudes toward daily operations
Improving the effectiveness of public service through management and by training civil servants, merit-based assessment
The separation of politics and administration has been the subject of lasting debate. The different perspectives regarding this dichotomy contribute to differentiating characteristics of the suggested generations of public administration.
By the 1920s, scholars of public administration had responded to Wilson's solicitation and thus textbooks in this field were introduced. A few distinguished scholars of that period were, Luther Gulick, Lyndall Urwick, Henri Fayol, Frederick Taylor, and others. Frederick Taylor (1856-1915), another prominent scholar in the field of administration and management also published a book entitled The Principles of Scientific Management (1911). He believed that scientific analysis would lead to the discovery of the "one best way" to do things or carrying out an operation. This, according to him could help save cost and time. Taylor's technique was later introduced to private industrialists, and later into the various government organizations (Jeong, 2007).[34]
Taylor's approach is often referred to as Taylor's Principles or Taylorism. Taylor's scientific management consisted of main four principles (Frederick W. Taylor, 1911):
Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.
Provide "detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250).
Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
Taylor had very precise ideas about how to introduce his system (approach): 'It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.'[35]
The American Society for Public Administration (ASPA) the leading professional group for public administration was founded in 1939. ASPA sponsors the journal Public Administration Review, which was founded in 1940.[36]
US in the 1940s
Luther Gulick (1892-1993) was an expert on public administration.
The separation of politics and administration advocated by Wilson continues to play a significant role in public administration today. However, the dominance of this dichotomy was challenged by second generation scholars, beginning in the 1940s. Luther Gulick's fact-value dichotomy was a key contender for Wilson's proposed politics-administration dichotomy. In place of Wilson's first generation split, Gulick advocated a "seamless web of discretion and interaction".[37]
Luther Gulick and Lyndall Urwick are two second-generation scholars. Gulick, Urwick, and the new generation of administrators built on the work of contemporary behavioural, administrative, and organizational scholars including Henri Fayol, Fredrick Winslow Taylor, Paul Appleby, Frank Goodnow, and Willam Willoughby. The new generation of organizational theories no longer relied upon logical assumptions and generalizations about human nature like classical and enlightened theorists.
Gulick developed a comprehensive, generic theory of organization that emphasized the scientific method, efficiency, professionalism, structural reform, and executive control. Gulick summarized the duties of administrators with an acronym; POSDCORB, which stands for planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Fayol developed a systematic, 14-point treatment of private management. Second-generation theorists drew upon private management practices for administrative sciences. A single, generic management theory bleeding the borders between the private and the public sector was thought to be possible. With the general theory, the administrative theory could be focused on governmental organizations. The mid-1940s theorists challenged Wilson and Gulick. The politics-administration dichotomy remained the centre of criticism.
1950s to the 1970s
During the 1950s, the United States experienced prolonged prosperity and solidified its place as a world leader. Public Administration experienced a kind of heyday due to the successful war effort and successful post war reconstruction in Western Europe and Japan. Government was popular as was President Eisenhower. In the 1960s and 1970s, government itself came under fire as ineffective, inefficient, and largely a wasted effort. The costly American intervention in Vietnam along with domestic scandals including the bugging of Democratic party headquarters (the 1974 Watergate scandal) are two examples of self-destructive government behaviour that alienated citizens.
The costly Vietnam War alienated U.S. citizens from their government (pictured is Operation Arc Light, a U.S. bombing operation)
There was a call by citizens for efficient administration to replace ineffective, wasteful bureaucracy. Public administration would have to distance itself from politics to answer this call and remain effective. Elected officials supported these reforms. The Hoover Commission, chaired by University of Chicago professor Louis Brownlow, to examine reorganization of government. Brownlow subsequently founded the Public Administration Service (PAS) at the university, an organization which has provided consulting services to all levels of government until the 1970s.[]
Concurrently, after World War II, the whole concept of public administration expanded to include policymaking and analysis, thus the study of "administrative policy making and analysis" was introduced and enhanced into the government decision-making bodies. Later on, the human factor became a predominant concern and emphasis in the study of public administration. This period witnessed the development and inclusion of other social sciences knowledge, predominantly, psychology, anthropology, and sociology, into the study of public administration (Jeong, 2007).[34] Henceforth, the emergence of scholars such as, Fritz Morstein Marx with his book The Elements of Public Administration (1946), Paul H. Appleby Policy and Administration (1952), Frank Marini 'Towards a New Public Administration' (1971), and others that have contributed positively in these endeavors.
In the late 1980s, yet another generation of public administration theorists began to displace the last. The new theory, which came to be called New Public Management, was proposed by David Osborne and Ted Gaebler in their book Reinventing Government.[38] The new model advocated the use of private sector-style models, organizational ideas and values to improve the efficiency and service-orientation of the public sector. During the Clinton Administration (1993-2001), Vice President Al Gore adopted and reformed federal agencies using NPM approaches. In the 1990s, new public management became prevalent throughout the bureaucracies of the US, the UK and, to a lesser extent, in Canada. The original public management theories have roots attributed to policy analysis, according to Richard Elmore in his 1986 article published in the "Journal of Policy Analysis and Management".[39]
Some modern authors define NPM as a combination of splitting large bureaucracies into smaller, more fragmented agencies, encouraging competition between different public agencies, and encouraging competition between public agencies and private firms and using economic incentives lines (e.g., performance pay for senior executives or user-pay models).[40] NPM treats individuals as "customers" or "clients" (in the private sector sense), rather than as citizens.[41]
Some critics argue that the New Public Management concept of treating people as "customers" rather than "citizens" is an inappropriate borrowing from the private sector model, because businesses see customers as a means to an end (profit), rather than as the proprietors of government (the owners), opposed to merely the customers of a business (the patrons). In New Public Management, people are viewed as economic units not democratic participants which is the hazard of linking an MBA (business administration, economic and employer-based model) too closely with the public administration (governmental, public good) sector. Nevertheless, the NPM model (one of four described by Elmore in 1986, including the "generic model") is still widely accepted at multiple levels of government (e.g., municipal, state/province, and federal) and in many OECD nations.
In the late 1990s, Janet and Robert Denhardt proposed a new public services model in response to the dominance of NPM.[42] A successor to NPM is digital era governance, focusing on themes of reintegrating government responsibilities, needs-based holism (executing duties in cursive ways), and digitalization (exploiting the transformational capabilities of modern IT and digital storage). One example of this is openforum.com.au, an Australian non-for-profit eDemocracy project which invites politicians, senior public servants, academics, business people and other key stakeholders to engage in high-level policy debate.
Another new public service model is what has been called New Public Governance, an approach which includes a centralization of power; an increased number, role and influence of partisan-political staff; personal-politicization of appointments to the senior public service; and, the assumption that the public service is promiscuously partisan for the government of the day.[43]
In the mid-1980s, the goal of community programs in the United States was often represented by terms such as independent living, community integration, inclusion, community participation, deinstitutionalization, and civil rights. Thus, the same public policy (and public administration) was to apply to all citizens, inclusive of disability. However, by the 1990s, categorical state systems were strengthened in the United States (Racino, in press, 2014), and efforts were made to introduce more disability content into the public policy curricula[44] with disability public policy (and administration) distinct fields in their own right.[45][46] Behaviorists have also dominated "intervention practice" (generally not the province of public administration) in recent years, believing that they are in opposition to generic public policy (termed ecological systems theory, of the late Urie Bronfenbrenner).
Increasingly, public policy academics and practitioners have utilized the theoretical concepts of political economy to explain policy outcomes such as the success or failure of reform efforts or the persistence of suboptimal outcomes.[47]
Core branches
In academia, the field of public administration consists of a number of sub-fields. Scholars have proposed a number of different sets of sub-fields. One of the proposed models uses five "pillars":[9]
Organizational theory in public administration is the study of the structure of governmental entities and the many particulars inculcated in them.
Ethics in public administration serves as a normative approach to decision making.
Policy analysis serves as an empirical approach to decision making.
Public budgeting is the activity within a government that seeks to allocate scarce resources among unlimited demands.
Human resource management is an in-house structure that ensures that public service staffing is done in an unbiased, ethical and values-based manner. The basic functions of the HR system are employee benefits, employee health care, compensation, and many more (e.g., human rights, Americans with Disabilities Act). The executives managing the HR director and other key departmental personnel are also part of the public administration system.
Decision-making models
This section does not cite any sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed.
Find sources: "Public administration" - news · newspapers · books · scholar · JSTOR (March 2010) (Learn how and when to remove this template message)
Given the array of duties public administrators find themselves performing, the professional administrator might refer to a theoretical framework from which he or she might work. Indeed, many public and private administrative scholars have devised and modified decision-making models.
Niskanen's budget-maximizing
In 1971, Professor William Niskanen proposed a rational choice variation which he called the "budget-maximizing model". He claimed that rational bureaucrats will universally seek to increase the budgets of their units (to enhance their stature), thereby contributing to state growth and increased public expenditure. Niskanen served on President Reagan's Council of Economic Advisors; his model underpinned what has been touted as curtailed public spending and increased privatization. However, budgeted expenditures and the growing deficit during the Reagan administration is evidence of a different reality. A range of pluralist authors have critiqued Niskanen's universalist approach. These scholars have argued that officials tend also to be motivated by considerations of the public interest.
Dunleavy's bureau-shaping
The bureau-shaping model, a modification of Niskanen, holds that rational bureaucrats only maximize the part of their budget that they spend on their own agency's operations or give to contractors and interest groups. Groups that are able to organize a "flowback" of benefits to senior officials would, according to this theory, receive increased budgetary attention. For instance, rational officials will get no benefit from paying out larger welfare checks to millions of low-income citizens because this does not serve a bureaucrats' goals. Accordingly, one might instead expect a jurisdiction to seek budget increases for defense and security purposes in place programming. If we refer back to Reagan once again, Dunleavy's bureau shaping model accounts for the alleged decrease in the "size" of government while spending did not, in fact, decrease. Domestic entitlement programming was financially deemphasized for military research and personnel.
University programs preparing students for careers in public administration typically offer the Master of Public Administration (MPA) degree, although in some universities, an MA in Public Administration is awarded. In the United States, the academic field of public administration draws heavily on political science and administrative law. Some MPA programs include economics courses to give students a background in microeconomic issues (markets, rationing mechanisms, etc.) and macroeconomic issues (e.g., national debt). Scholars such as John A. Rohr write of a long history behind the constitutional legitimacy of government bureaucracy. In Europe (notably in Britain and Germany), the divergence of the field from other disciplines can be traced to the 1720s continental university curriculum. Formally, official academic distinctions were made in the 1910s and 1890s, respectively.
The goals of the field of public administration are related to the democratic values of improving equality, justice, security, efficiency and effectiveness of public services in a non-profit venue; business administration, on the other hand, is primarily concerned with expanding market share, generating revenue and earning profit. For a field built on concepts (accountability, governance, decentralization and clientele), these concepts are often ill-defined and typologies often ignore certain aspects of these concepts.[48]
The more specific term "public management" refers to ordinary, routine or typical management that aims to achieve public good. In some definitions, "public management" refers to private sector, market-driven perspective on the operation of government. This typically involves putting senior executives on performance contracts, rather than tenured positions, instituting pay-for-performance systems for executives, creating revenue-generating agencies and so on. This latter view is often called "new public management" (NPM) by its advocates. New Public Management represents a reform attempt that emphasizes the professional nature of public administration[]. NPM advocates aim to replace the academic, moral or disciplinary emphasis of traditional public administration with a professional focus. Some theorists advocate a "bright line" differentiation of the professional field from related academic disciplines like political science and sociology; it remains interdisciplinary in nature.
One public administration scholar, Donald Kettl, argues that "public administration sits in a disciplinary backwater", because "for the last generation, scholars have sought to save or replace it with fields of study like implementation, public management, and formal bureaucratic theory".[18] Kettl states that "public administration, as a subfield within political science...is struggling to define its role within the discipline".[18] He notes two problems with public administration: it "has seemed methodologically to lag behind" and "the field's theoretical work too often seems not to define it"-indeed, "some of the most interesting recent ideas in public administration have come from outside the field".[18]
Public administration theory is the domain in which discussions of the meaning and purpose of government, the role of bureaucracy in supporting democratic governments, budgets, governance, and public affairs takes place. In recent years, public administration theory has periodically connoted a heavy orientation toward critical theory and postmodern philosophical notions of government, governance, and power. However, many public administration scholars support a classic definition of the term emphasizing constitutionality, public service, bureaucratic forms of organization, and hierarchical government.
Comparative public administration
Comparative public administration or CPA is defined as the study of administrative systems in a comparative fashion or the study of public administration in other countries. There have been several issues which have hampered the development of comparative public administration, including: the major differences between Western countries and developing countries; the lack of curriculum on this sub-field in public administration programs; and the lack of success in developing theoretical models which can be scientifically tested. Even though CPA is a weakly formed field as a whole, this sub-field of public administration is an attempt at cross-cultural analysis, a "quest for patterns and regularities of administrative action and behavior."[49] CPA is an integral part to the analysis of public administration techniques. The process of comparison allows for more widely applicable policies to be tested in a variety of situations.
Comparative public administration emerged during the post-World War II period in order to seek international developmental strategies which aided in the containment of communism during the Cold War. (Riggs 1954, Heady 1960)[50] The developers of this field expanded on a general theory, a research agenda, and generalized "lessons learned". (Riggs 1954, Heady 1960) A prominent figure of Public Administration, Woodrow Wilson, commented on the study by saying, "Like principles of civil liberty are everywhere fostering like methods of government; and if comparative studies of the ways and means of government should enable us to offer suggestions which will practicably combine openness and vigor in the administration of such governments with ready docility to all serious, well-sustained public criticism, they will have approved themselves worthy to be ranked among the highest and most fruitful of the great departments of political study".[51] As the financial state of the powering countries began to stabilize toward the decline of the Cold War, the field of CPA began to diminish.[50] The resulting decline caused the lack of further expansion of this study making it irrelevant.
Comparative public administration lacks curriculum, which has prevented it from becoming a major field of study. This lack of understanding of the basic concepts that build this field's foundation has ultimately led to its lack of use. For example, William Waugh, a professor at Georgia State University has stated "Comparative studies are difficult because of the necessity to provide enough information on the sociopolitical context of national administrative structures and processes for readers to understand why there are differences and similarities."[52] He also asserts, "Although there is sizable literature on comparative public administration it is scattered and dated."[52]
Waugh argues that public administration requires an understanding of different administrative structures and a comparison of different public administration models. The literature to build this base of knowledge is scattered and often hard to obtain. The lack or ill-formed use of comparative public administration has been detrimental for many countries, including the United States. Fred Riggs a political scientist, states that "comparisons to the United States also can be problematic, because of the tendency of many American scholars to presume the American organizational structures and processes are models for other nations to emulate, which was a failing of early developmental administrative studies."[52] In this, he claims the misuse and misapplication of comparative public administration has led to it being underdeveloped.
The development and better use comparative public administration could lead to better understanding. In 2002, the National Security Strategy was used in the battle of hearts and minds.[53] They tried to assimilate with an Arab and Islamic audience to push American values and democracy in an attempt to stop terrorism, when in fact the lack of comparison on the public level was ineffective and backfired.[53] The lack of willingness to understand their culture led to more tension in the Middle East.[53] In conclusion of these events there are not enough resources directed to the study of comparative public administration. For a basic understanding of sociopolitical structure of a society or culture is a key component of comparative public administration.
Despite all of its set backs there are examples of the application of well-formed Comparative Public Administration working in the world today. One of which is the comparison on the national level David Clark an author in this field states "In spite of similarities in public management reform rhetoric, it is argued that there is increasing divergence in the philosophy & practice of public service in the two nations, & and these differences reflect regimes that incorporate different ideals of citizenship."[54] This highlights the benefit of proper comparison of public administration. By examining patterns that emerge in international public sectors one can identify similarities and differences in many things including ideals of citizenship on the local level. Although the United States failed use of Comparative Public Administration in the Middle East is noted, they did properly incorporate it domestically. "During the Clinton administration, the focus on residential energy consumption in the United States was elevated to a high level with the inauguration of the Million Solar Roofs initiative, in which the Department of Energy (DOE) sponsored workshops, developed a pool of existing federal lending and financing options, and worked with partners in the solar and building industries to remove market barriers to strengthen grassroots demand for solar technologies".[55]
This grassroots demand may have come from the comparative knowledge that concluded "In the United States, residential and commercial buildings combined now use 71% of all electricity produced and account for 79% of all electricity expenditures. Annual CO2 emission attributed to electricity consumption in these U.S. buildings constitute 43% of the country's annual total CO2 emission, which is approximately equivalent to the total CO2 emission of Japan, France, and the United Kingdom combined. These levels support the claim of the Intergovernmental Panel on Climate Change that energy use in buildings offer more potential for reducing carbon emission than any other single sector in the United States and abroad.".[55] This example compares CO2 emission in the United States to other countries and through the buildings sector; the US could cut down on CO2 emission. The field of comparative public administration is often misunderstood for the definition itself is complex and requires layers of understanding. The field will require many more years of collaborative research before it becomes a widely recognized academic study.
The Knapp-Sanders Building, the home of the School of Government at the University of North Carolina.
Some public administration programs have similarities to business administration programs, in cases where the students from both the Master's in Public Administration (MPA) and Master's in Business Administration (MBA) programs take many of the same courses.[] In some programs, the MPA (or MAPA) is more clearly distinct from the MBA, in that the MPA often emphasizes substantially different ethical and sociological criteria that pertain to administering government programs for the public good that have not been key criteria for business managers, who typically aim to maximize profit or share price.
The MPA is related to similar graduate-level government studies programs including Master of Arts (MA) programs in public affairs, public policy, and political science. MPA degrees may be more likely to include program emphases on policy analysis techniques or other topical focuses such as the study of international affairs as opposed to MA degrees, which tend to focus on constitutional issues such as separation of powers, administrative law, contracting with government, problems of governance and power, and participatory democracy. Some MPA degrees may be more oriented towards training students to undertake public service work tasks, whereas some MA programs may have a more academic, theoretical focus. Some universities offer their Masters in public administration as an MA degree (e.g., Carleton University in Ottawa, Canada and the University of Kerala in India).
Some universities offer mid-career Master's programs, sometimes called an MC/MPA, that can be taken part-time (often outside of business hours) by public servants and public service managers who are working full-time. Community programs may offer internships or continuing education credits. One example is the Maxwell School's mid-career Masters at Syracuse University, which was launched by Robert Iversen in the 1970s.
There are two types of doctoral degrees in public administration: the Doctor of Public Administration (DPA) and the Ph.D. in public administration. The DPA is an applied-research doctoral degree in the field of public administration, focusing on the practice of public administration more than on its theoretical aspects. The DPA requires coursework beyond the Masters level and a thesis, dissertation or other doctoral project. Upon successful completion of the doctoral requirements, the title of "Doctor" is awarded and the post-nominals of D.P.A. can be used. Some universities use the Ph.D. as their doctoral degree in public administration (e.g., Carleton University in Ottawa, Canada, and the University Of Kerala in India). The Ph.D. is typically sought by individuals aiming to become professors of public administration or researchers. Individuals pursuing a Ph.D. in public administration often pursue more theoretical dissertation topics than their DPA counterparts.
Notable scholars
Notable scholars of public administration have come from a range of fields. In the period before public administration existed as its own independent discipline, scholars contributing to the field came from economics, sociology, management, political science, administrative law, and, other related fields. More recently, scholars from public administration and public policy have contributed important studies and theories.
There are a number of international public administration organizations. The Commonwealth Association of Public Administration and Management (CAPAM) is diverse, as it includes the 54 member states of the Commonwealth from India and the UK to Nauru. Its biennial conference brings together ministers of public service, top public officials and leading scholars. The oldest organization is the International Institute of Administrative Sciences (IIAS). Based in Brussels, Belgium, the IIAS is a worldwide platform providing a space for exchanges that promote knowledge and good practices to improve the organization and operation of public administration. The IIAS also aims to ensure that public agencies will be in a position to better respond to the current and future expectations and needs of society. The IIAS has set up four entities: the International Association of Schools and Institutes of Administration (IASIA), the European Group for Public Administration (EGPA), The Latin American Group for Public Administration (LAGPA) and the Asian Group for Public Administration (AGPA). IASIA is an association of organizations and individuals whose activities and interests focus on public administration and management. The activities of its members include education and training of administrators and managers. It is the only worldwide scholarly association in the field of public management. EGPA, LAGPA and AGPA are the regional sub-entities of the IIAS. Another body, the International Committee of the US-based Network of Schools of Public Policy, Affairs, and Administration (NASPAA), has developed a number of relationships around the world. They include sub regional and National forums like CLAD, INPAE and NISPAcee, APSA, ASPA.[56]
The Center for Latin American Administration for Development (CLAD), based in Caracas, Venezuela, this regional network of schools of public administration set up by the governments in Latin America is the oldest in the region.[57] The Institute is a founding member and played a central role in organizing the Inter-American Network of Public Administration Education (INPAE). Created in 2000, this regional network of schools is unique in that it is the only organization to be composed of institutions from North and Latin America and the Caribbean working in public administration and policy analysis. It has more than 49 members from top research schools in various countries throughout the hemisphere.[58]
NISPAcee is a network of experts, scholars and practitioners who work in the field of public administration in central Europe and Eastern Europe, including the Russian Federation and the Caucasus and Central Asia.[59] The US public administration and political science associations like NASPAA, American Political Science Association (APSA)[60] and American Society of Public Administration (ASPA).[61] These organizations have helped to create the fundamental establishment of modern public administration.
Eastern Regional Organization for Public Administration (EROPA) is a state-membership based organization, open to other organizations and individuals, headquartered in The Philippines with centres and membership organized around the Asia Pacific region. EROPA organizes annual conferences, and publishes a journal Asian Review of Public Administration (ARPA). It has a number of centres in the region, and assists in networking experts with its members.[62]
"Public management" is an approach to government administration and non-profit administration that resembles or draws on private-sector management and business techniques and approaches. These business approaches often aim to maximize efficiency and effectiveness and provide improved customer service. A contrast is drawn with the study of public administration, which emphasizes the social and cultural drivers of government that many contend (e.g., Graham T. Allison and Charles Goodsell) makes it different from the private sector.[] Studying and teaching about public management are widely practiced in developed nations.
Many entities study public management in particular, in various countries, including:
In the US, the American Society for Public Administration. Indiana University Bloomington
In Canada, the Institute of Public Administration of Canada, the Observatoire de l'Administtation publique, and various projects of the Federation of Canadian Municipalities and Infrastructure Canada
In the UK, Newcastle Business School, Warwick Business School, the London School of Economics, University College London, the UK local democracy project and London Health Observatory.
In the Netherlands, The Hague University of Applied Sciences
In Australia, the Institute of Public Administration Australia.
In France, the École nationale d'administration, the Sciences Po School of Public Affairs, the INET, National Institute of Territorial Studies, and the IMPGT [fr], Institute of Public Management and Territorial Governance in Aix-en-Provence, Aix-Marseille University.
In Belgium, the Public Governance Institute, KU Leuven.
In Germany, the German University of Administrative Sciences Speyer, the Hertie School of Governance, the Bachelor and Master of Politics, Administration & International Relations (PAIR) at the Zeppelin University Friedrichshafen, and the Bachelor and Master of Public Policy & Management and the Executive Public Management Master of University of Potsdam.
In Switzerland, the University of Geneva and the Swiss Graduate School of Public Administration (IDHEAP).
In Italy, the SDA Bocconi School of Management, the graduate business school of Bocconi University in Milan, Italy.
In Cyprus, the Cyprus International Institute of Management or CIIM.
In Ireland, the Institute of Public Administration, Dublin.
In South Africa, Regenesys Business School through the Regenesys School of Public Management and MANCOSA.[63]
Comparative public management, through government performance auditing, examines the efficiency and effectiveness of two or more governments.
Administration (government)
Administrative discretion
Doctor of Public Administration
List of Public Administration Journals
List of public administration schools
Public administration theory
Public policy schools
Teleadministration
Theories of administration
The Study of Administration
International Institute of Administrative Sciences
American Society for Public Administration
Chinese Public Administration Society
Dutch Association for Public Administration
Indian Institute of Public Administration[64]
Joint University Council of the Applied Social Sciences
Korea Institute of Public Administration
Royal Institute of Public Administration
Public management academic resources
Public Policy and Administration, ISSN 1749-4192, (electronic) ISSN 0952-0767 (print), SAGE Publications and Joint University Council of the Applied Social Sciences
International Journal of Public Sector Management, ISSN 0951-3558, Emerald Group Publishing
Public Management Review, ISSN 1471-9045 (electronic) ISSN 1471-9037 (paper) Routledge
Public Works Management & Policy, ISSN 1552-7549 (electronic) ISSN 1087-724X (paper), SAGE Publications
^ "Random House Unabridged Dictionary". Dictionary.infoplease.com. Retrieved .
^ Handbook of Public Administration. Eds Jack Rabin, W. Bartley Hildreth, and Gerard J. Miller. 1989: Marcel Dekker, NY. p. iii
^ Robert and Janet Denhardt. Public Administration: An Action Orientation. 6th Ed. 2009: Thomson Wadsworth, Belmont CA.
^ a b Kettl, Donald and James Fessler. 2009. The Politics of the Administrative Process. Washington D.C.: CQ Press.
^ Jerome B. McKinney and Lawrence C. Howard. Public Administration: Balancing Power and Accountability. 2nd Ed. 1998: Praeger Publishing, Westport, CT. p. 62
^ UN Economic and Social Council. Committee of Experts on Public Administration. Definition of basic concepts and terminologies in governance and public administration. 2006
^ a b Wilson, Woodrow. June, 1887. "The Study of Administration", Political Science Quarterly 2.
^ Public administration. (2010) In Encyclopædia Britannica. Retrieved August 18, 2010, from Encyclopædia Britannica Online.
^ a b Shafritz, J.M., A.C. Hyde. 2007. Classics of Public Administration. Wadsworth: Boston.
^ "Electronic Records and Document Management Systems: A New Tool for Enhancing the Public's Right to Access Government-Held Information?" (PDF). Retrieved .
^ Appleby, Paul 1947. "Toward Better Public Administration", Public Administration Review Vol. 7, No. 2 pp. 93-99.
^ Clapp, Gordon. 1948. "Public Administration in an Advancing South", Public Administration Review Vol. 8. no. 2 pp. 169-75. Clapp attributed part of this definition to Charles Beard.
^ Carroll, J.D. & Zuck, A.M. (1983). "The Study of Public Administration Revisited". A Report of the Centennial Agendas project of the American Society for Public Administration. Washington, DC; American Society for Public Administration.
^ Shields, Patricia. 1998. "Pragmatism as a Philosophy of Science: A Tool for Public Administration" Research in Public Administration Vol. 4. pp. 195-225.
^ Shields, Patricia. 1998. "Pragmatism as a Philosophy of Science: A Tool for Public Administration", Research in Public Administration Vol. 4. p. 199.
^ a b "Public Administration | the Canadian Encyclopedia". Archived from the original on March 28, 2017. Retrieved 2018.
^ Haveman, R. H. (1987). Policy analysis and evaluation research after twenty years. "Policy Studies Journal", 16(1): 191-218.
^ a b c d Kettl, Donald F. "The Future of Public Administration" (PDF). H-net.org. Retrieved 2010.
^ Lalor, Stephen A General Theory of Public Administration (2014)
^ "Definition Public Administration (NAICS 91)". Ic.gc.ca. Retrieved 2010.
^ "CIP user site". Nces.ed.gov. Retrieved .
^ Salunkhe, A. H. (October 16, 1998). "Astik Shiromani, Charvak". Lokayat – via Google Books.
^ Smith, Vincent Arthur (October 16, 1917). "The Jain Teachers of Akbar". Bhandarkar Oriental Research Institute – via Google Books.
^ Ewan Ferlie, Laurence E. Lynn, Christopher Pollitt (2005) The Oxford Handbook of Public Management, p.30.
^ Kazin, Edwards, and Rothman (2010), 142. One of the oldest examples of a merit-based civil service system existed' in the imperial bureaucracy of China.
Tan, Chung; Geng, Yinzheng (2005). India and China: twenty centuries of civilization interaction and vibrations. University of Michigan Press. p. 128. China not only produced the world's first "bureaucracy", but also the world's first "meritocracy"
Konner, Melvin (2003). Unsettled: an anthropology of the Jews. Viking Compass. p. 217. China is the world's oldest meritocracy
Tucker, Mary Evelyn (2009). "Touching the Depths of Things: Cultivating Nature in East Asia". Ecology and the Environment: Perspectives from the Humanities: 51. To staff these institutions, they created the oldest meritocracy in the world, in which government appointments were based on civil service examinations that drew on the values of the Confucian Classics
^ Ewan Ferlie, Laurence E. Lynn, Christopher Pollitt 2005 p.30, The Oxford Handbook of Public Management
^ Herrlee G. Creel, 1974 p.119. "Shen Pu-Hai: A Secular Philosopher of Administration", Journal of Chinese Philosophy Volume 1.
^ Creel, "The Origins of Statecraft in China, I", The Western Chou Empire, Chicago, pp.9-27
^ Otto B. Van der Sprenkel, "Max Weber on China", History and Theory 3 (1964), 357.
^ Creel, What Is Taoism?, 94
Creel, 1974 p.4, 119 Shen Pu-hai: A Chinese Political Philosopher of the Fourth Century B.C.
Creel 1964: 155-6
Herrlee G. Creel, 1974 p.119. Shen Pu-Hai: A Secular Philosopher of Administration, Journal of Chinese Philosophy Volume 1.
Paul R. Goldin, p.16 Persistent Misconceptions about Chinese Legalism. https://www.academia.edu/24999390/Persistent_Misconceptions_about_Chinese_Legalism_
^ Second Treatise on Government
^ Declaration of Independence
^ Ryan, M., Mejia, B., and Georgiev, M. (Ed). 2010. AM Gov 2010. McGraw Hill: New York.
^ a b Jeong Chun Hai Ibrahim, & Nor Fadzlina Nawi. (2007). Principles of Public Administration: An Introduction. Kuala Lumpur: Karisma Publications. ISBN 978-983-195-253-5
^ Frederick W. Taylor. (1856-1915). Principles of Scientific Management. New York & London: Harper Brothers; Also see, Jeong Chun Hai Ibrahim, & Nor Fadzlina Nawi. (2007). Principles of Public Administration: An Introduction. Kuala Lumpur: Karisma Publications. ISBN 978-983-195-253-5
^ "Our Web Site Has Moved!". Aspanet.org. Archived from the original on 2011-12-03. Retrieved .
^ Fry, Brian R. 1989. Mastering Public Administration; from Max Weber to Dwight Waldo. Chatham, New Jersey: Chatham House Publishers, Inc. p. 80
^ Kamensky, John M. (May-June 1996). "Role of the "Reinventing Government" movement in Federal management reform". Public Administration Review. 56 (3): 247-55. doi:10.2307/976448. JSTOR 976448.
^ Elmore, Richard F. (1986). "Graduate education in public management: working the seams of government". Journal of Policy Analysis and Management. 6 (1): 69-83. doi:10.1002/pam.4050060107.
^ Margetts, Helen; Dunleavy, Patrick; Bastow, Simon; Tinkler, Jane (July 2006). "New public management is dead - long live digital-era governance". Journal of Public Administration Research and Theory. 16 (3): 467-94. doi:10.1093/jopart/mui057.
^ Diane Stone, (2008) "Global Public Policy, Transnational Policy Communities and their Networks", Journal of Policy Sciences.
^ Denhardt, Robert B.; Vinzant Denhardt, Janet (November-December 2000). "The new public service: serving rather than steering". Public Administration Review. 60 (6): 549-59. doi:10.1111/0033-3352.00117. JSTOR 977437.
^ Aucoin, Peter (2008). "New Public Management and the Quality of Government: Coping with the New Political Governance in Canada", Conference on New Public Management and the Quality of Government, SOG and the Quality of Government Institute, University of Gothenburg, Sweden, 13-15 November 2008, p. 14.
^ Elmore, Richard F.; Watson, Sara; Pfeiffer, David (1992). "A case for including disability policy issues in public policy curricula". Journal of Policy Analysis and Management (Curriculum and Case Notes). 11 (1): 167-73. doi:10.2307/3325146. JSTOR 3325146.
^ Zola, Irving K. (1993), "Introduction", in Brown, Susan T. (ed.), An Independent Living Approach to Disability Policy Studies, Berkeley, CA: Research and Training Center on Public Policy And Independent Living, World Institute on Disability, OCLC 36404707.
^ Racino, Julie A. (2015). Public administration and disability community services administration in the US. Boca Raton: CRC Press. ISBN 9781466579828.
^ Corduneanu-Huci, Cristina; Hamilton, Alexander; Masses Ferrer, Issel (2012). Understanding Policy Change: How to Apply Political Economy Concepts in Practice. Washington DC.: The World Bank.
^ Dubois, Hans F. W.; Fattore, Giovanni (2009). "Definitions and Typologies in Public Administration Research: The Case of Decentralization". International Journal of Public Administration. 32 (8): 704-27. doi:10.1080/01900690902908760. The field of public administration knows many concepts. By focusing on one such concept, this research shows how definitions can be deceptive...
^ Jreisat, Jamil E. (2005-03-01). "Comparative Public Administration Is Back In, Prudently". Public Administration Review. 65 (2): 231-42. doi:10.1111/j.1540-6210.2005.00447.x. ISSN 1540-6210.
^ a b utminers.utep.edu/spena2/PAD5355/WHAT%20IS%20CPA.ppt
^ "American Founders | The Heritage Foundation". Heritage.org. 2013-07-08. Archived from the original on 2017-01-12. Retrieved .
^ a b c Waugh, William L, Jr. (Spring 2004). "Comparative Politics: Review of Comparative Bureaucratic Systems, Tummala, Krishna K., ed". Perspectives on Political Science. Philadelphia. 33 (2): 119. doi:10.1080/10457090409600740.
^ a b c "Off Campus Database Authentication". ProQuest 209950790. Cite journal requires |journal= (help)
^ "Off Campus Database Authentication". ProQuest 218320986. Cite journal requires |journal= (help)
^ a b "Off Campus Database Authentication". ProQuest 224021643. Cite journal requires |journal= (help)
^ "NASPAA International Web Portal". Globalmpa.net. Archived from the original on 2014-05-17. Retrieved .
^ "CLAD". CLAD. 2007-08-29. Retrieved .
^ [1] Archived May 25, 2015, at the Wayback Machine
^ Studio, Floyd; Andruch, Ján. "Homepage - NISPAcee Information Portal". nispa.sk.
^ "APSA - American Political Science Association". Apsanet.org. Retrieved .
^ aspanet.org
^ "Eastern Regional Organization for Public Administration". Eastern Regional Organization for Public Administration. Retrieved 2017.
^ "Home". Mancosa. Retrieved .
^ "Indian Institute Of Public Administration - Home". Iipa.org.in. Retrieved .
Kirchwey, George W. (1905). "Civil Administration" . In Gilman, D. C.; Peck, H. T.; Colby, F. M. (eds.). New International Encyclopedia (1st ed.). New York: Dodd, Mead.
Dubois, H.F.W. & Fattore, G. (2009), 'Definitions and typologies in public administration research: the case of decentralization', International Journal of Public Administration, 32(8): 704-27.
Jeong Chun Hai @Ibrahim, & Nor Fadzlina Nawi. (2007). Principles of Public Administration: An Introduction. Kuala Lumpur: Karisma Publications. ISBN 978-983-195-253-5
Smith, Kevin B. and Licari, Michael J. (2006) Public Administration - Power and Politics in the Fourth Branch of Government, LA: Roxbury Pub. Co. ISBN 1-933220-04-X
White, Jay D. and Guy B. Adams. Research in public administration: reflections on theory and practice. 1994.
Donald Menzel and Harvey White (eds) 2011. The State of Public Administration: Issues, Challenges and Opportunity. New York: M. E. Sharpe.
Janicke, M. (1990). State Failure. Cambridge: Polity Press.
Kanter, R. M. (1985). The Change Masters: Corporate Entrepreneurs at Work. Hemel Hempstead: Unwin Paperbacks.
Lane, R. E. (1991). The Market Experience. New York: Cambridge University Press.
Lynn, L. E., Jr. (1996). "Public Management as Art, Science, and Profession." Chatham House, CQ Press.
Lynn, L. E., Jr. (2006). "Public Management: Old and New." Routledge.
Gov Monitor: A public administration, policy and public sector website
Public Administration Theory Network (PAT-Net) : This is an international network of professionals concerned with the advancement of public administration theory.
The Global Public Administration Resource : A forum where practitioners, academics and students can discuss topics in public administration.
United Nations Public Administration Network (UNPAN): A body which aims to establish an Internet-based network that links regional and national institutions devoted to public administration.
National Association of Schools of Public Affairs and Administration
International Public Management Network
International Public Management Association for Human Resources
This article uses material from the Wikipedia page available here. It is released under the Creative Commons Attribution-Share-Alike License 3.0.
Administrative_legislation


Chenile Keogh is the founder and managing director of Y Books, one of Ireland's leading general publishers. She has published numerous best-sellers and has a strong record of spotting and promoting fresh talent. With over twenty years' publishing experience, Chenile has contacts in every area of the business, from top-level media to production and distribution. She is one of the most highly-respected individuals in Irish publishing and has established Y Books as a major player in ePublishing.
Robert Doran is Kazoo's editorial director. He has nearly twenty years' experience in trade publishing in Ireland and the UK. Having worked extensively in editorial, project management and sales and marketing, he has a thorough understanding of the industry, from commissioning to bookselling. Robert has worked on many complex projects as a rewriter, editor, copy-editor and copywriter and is well known for his meticulous eye for detail and his exacting standards. Robert heads a team of editors, copy-editors and proofreaders who are available to work with Kazoo authors.


Description: If you are someone who is looking to save some bucks while booking air tickets, worry not as you can blindly rely on this provider. They offer best priced international business class tickets. Do not delay and book them easily online. Explore the site now!


Green roofs, better known as vegetated roofs today, is a roof of a building that is partially or completely covered with vegetation and growing media, planted over a waterproofing membrane. Other vegetated roof components include root barrier, drainage layer and filter fabric.
Vegetated roofs are more than just aesthetics. These systems provide public and private benefits that can help satisfy the wide variety of challenges faced by today's designers.
It's important to choose a vegetated roof system that helps ensure every architectural design team, building owner and facility manager achieves a sustainable, innovative and cost-effective design.
So why exactly do we need vegetated roofs? Yes, plants reduce carbon dioxide and produce oxygen, but why else?
Increase life expectancy of a roof. Expand roof life 2x3 times (up to 60 years) which translates into energy savings by cooling the roof top.
Moderation of urban island effect. Reduce storm water runoff and the "heat island" effect, essentially meaning the temperature is few degrees higher in the cities and their surrounding rural areas.
Energy efficiency. Moderates rooftop and interior building temperatures, resulting in potential HVAC savings.
Increase biodiversity. Helps to preserve and protect any endangered native flora and fauna and provides otherwise unavailable habitats for urban wildlife (birds, bees, and insects mainly).
Improved air quality. As many green roof system components are made of recycled materials, they help divert many sources of plastic pollutants every year from entering landfills. Vegetation allows for natural filtering of airborne pollutants, therefore creating cleaner fresher air.
Beautify the built environment. Adds aesthetic and natural appeal to otherwise industrial and/or urban areas.
Tremco has developed a variety of systems (VR Lite, VR Mod, VR Max, VR HydraMax, VR UltraLite and VR UltraLite Plus) to meet vegetated design goals including increased storm water retention, increased energy efficiency, reduced facility operational costs, increased roof lifecycle and LEED certification.
For more information, visit our website, or reach out to your local rep.


This echocardiography technologist-technician sample job description can assist in your creating a job application that will attract job candidates who are qualified for the job. Feel free to revise this job description to meet your specific job duties and job requirements.
Produces images of heart muscle and functioning by setting-up ultrasound equipment; attaching electrodes to chest and equipment; operating and adjusting equipment; recording cardiac data and measurements; protecting and helping patients.
Prepares for examinations by checking equipment and inventorying and restocking supplies; reviewing patient schedules; reading physician orders for specific examinations; setting-up recording equipment; entering patient information into system.
Reduces patient anxieties by explaining procedures; answering questions; providing assistance to examination table or treadmill.
Prepares patients by positioning patient; spreading gels; attaching electrodes to chest and equipment; adjusting equipment controls; verifying wave signals.
Obtains quality images by positioning and repositioning transducer; monitoring display screen; listening to signals; adjusting equipment for beam strength and focus; detecting artifacts that mimic abnormalities; recording images.
Records examination information by printing graphics and data; calculating measurements of heart wall, chamber size, and blood flow direction and velocity; comparing measurements to norms.
Protects patients by adhering to safety policies and protocols.
Maintains patient confidence and protects operations by keeping information confidential; cautioning others regarding potential breaches.
Job Seekers: Search Echocardiography Technologist Technician Jobs and apply on Monster now.


Photos courtesy GCCC Greene County Career Center information technology students Kolton Hahn, Jack Ramey, Bryce Simpson, Jonathon Bailey, Alla'Eldeen Idrees, Jacoby Hyer and Taylor Humble recently participated in the Business Professionals of America (BPA) regional competition.
Corey Jarrett, Colton Koller, Kaylie Gallion, Jacob Hyer, Nichiolas Perry and Kaden Walker also competed at BPA.
Wade Hutchison, Jace Adkins, Kathryn-Rose Grant, Cody Back and Thomas Gardner were among the career center contestants.
XENIA — Greene County Career Center's information technology students recently participated in their Business Professionals of America (BPA) regional competition and came away with a number of medals.
Kaden Walker, Nicholas Perry, Jace Adkins, Kathryn-Rose Grant and Zachary Fosson advanced to the BPA state competition Thursday-Friday, March 14-15 in Columbus. Richard Kayser is the information technology teacher at the career center.
The following earned medals: Sarah Petrick, Beavercreek, 3rd place, Fundamental Word Processing; Cody Back, Yellow Springs, 4th place Fundamental Word Processing; Thomas Gardner, Beavercreek, 4th place, Fundamental Spreadsheet Applications; Wade Hutchison, Xenia, 5th place, Fundamental Spreadsheet Applications; Kaden Walker, Beavercreek, 3rd place, Database Applications; Jacob Hyer, Xenia, 6th place, PC Servicing and Troubleshooting and 3rd place, Website Team; Nicholas Perry, Xenia, 3rd place, Computer Security and 2nd place, Visual Basic/C# Programming; Trevor Rathburn, Fairborn, 5th place, Computer Security and Small Business Management Team; Kaylie Gallion, Greeneview, 3rd place, Visual Basic/C# Programming; Jace Adkins, Bellbrook, 2nd place, Fundamentals of Web Design; Kathryn-Rose Grant, Xenia, 3rd place, Graphic Design Promotion and 3rd place, Digital Publishing; Jonathon Bailey, Xenia, 3d place, Website Team; Alla'Eldeen Idrees, Xenia, 3rd place, Website Team; Taylor Humble, Xenia, 3rd place, Website Team; Kolton Hahn, Beavercreek, 3rd place, Small Business Management Team; Jack Ramey, Beavercreek, 3rd place, Small Business Management Team; Bryce Simpson, Fairborn, 3rd place, Small Business Management Team; Zachary Fosson, Xenia, 1st place, Extemporaneous Speech; Corey Jarrett, Bellbrook, 2nd place, Human Resource Management and Colton Koller, Beavercreek, 4th place, Prepared Speech.
https://www.xeniagazette.com/wp-content/uploads/sites/32/2019/02/web1_BPA-1.jpgPhotos courtesy GCCC Greene County Career Center information technology students Kolton Hahn, Jack Ramey, Bryce Simpson, Jonathon Bailey, Alla'Eldeen Idrees, Jacoby Hyer and Taylor Humble recently participated in the Business Professionals of America (BPA) regional competition.
https://www.xeniagazette.com/wp-content/uploads/sites/32/2019/02/web1_BPA-2.jpgCorey Jarrett, Colton Koller, Kaylie Gallion, Jacob Hyer, Nichiolas Perry and Kaden Walker also competed at BPA.
https://www.xeniagazette.com/wp-content/uploads/sites/32/2019/02/web1_BPA-3.jpgWade Hutchison, Jace Adkins, Kathryn-Rose Grant, Cody Back and Thomas Gardner were among the career center contestants.


Former President of CSM. He can be reached via email at noelpb@gmail.com .
"We're going to Ecuador!" The words ring out in a dimly-lit sanctuary. As music pulses, more lights come on and more voices ring out: "We'll be working with our denominational missionaries!" "We're going to repair the roof of their mission house!" "We're going to put on a Bible club for the village children!" The voices? Members of a youth group in a large church in the Pacific Northwest. They were presenting their upcoming mission trip to members of their congregation. Me? I was the guest speaker, brought in to inspire the adults to support their students' summer mission plans. No problem—except that I was in a quandary. What can I honestly say to these people, I thought, when I know that this trip is mostly a waste of everyone's time and money?
Those words may read strangely, coming from the keyboard of someone who is dedicated to advancing short-term mission and service opportunities for young people and adults. But I'm concerned that many (if not most) of our well-intentioned mission and service efforts are misguided. And as the world of youth-ministry mission and service continues to grow (and time, energy, and financial costs continue to rise), it's imperative that we make the most of the precious resources that God has given to us to work with. Since the key to solving any dilemma is to first identify the root causes, let's take a look at how we get ourselves off course.
"We have met the enemy," the saying goes, "and it is us." Afraid so—the first place to look when trying to figure out why we're wasting our time is in the mirror (me too, so don't feel too bad). There are three common errors we North-American, Western-Culture types make that can torpedo our best efforts.
We pull our ministry partners away from more meaningful work. "People need to remember," an inner-city friend from Chicago told me recently, "that a ministry pays a price to accommodate volunteers. It takes a lot of time and energy to set up an environment that can effectively handle volunteer help." While there are a number of legitimate reasons why a ministry partner may choose to allow volunteer groups to come in on a "make-work" basis (expose kids to the mission field, build awareness of the ministry, generate financial support), it's a waste of their distinctive gifts and skills to force them to accommodate our control issues.
Remember the high school group headed for Ecuador? The missionaries really didn't need their roof repaired; they figured that it was what the kids could handle. But for two weeks, it took them away from their core ministry—an outreach to the adult men of their village.
The 'ministry' that God calls our mission partners to pursue may be (and often is) the exact opposite of what we would do. The point isn't to decide whose definition of ministry is "right"; the point is that as we insist on defining what ministry is in a context we know little about, we head down the garden path. Ever wonder why so many other cultures don't maintain their homes and buildings up to our standards? Maybe other things are more important to them.
Buildings are not automatically bad. But these Mexican pastors have become sidetracked from the ministry that is most effective in their culture (relationships) because of the overwhelming influence (and its attending temptations) of well-meaning but ignorant groups.
After all, we're investing a lot of time, energy and money into this mission trip. Surely God (not to mention the church board) wants to see some results from our efforts! True enough—but in rural Ecuador or inner-city Cleveland, "results" can be tough to pin down.
We run the risk of seeing 'results' that aren't really there. "What a great day!" one group leader told me after his group spent the afternoon at a Washington, DC homeless shelter. "We handed out tracts and witnessed to dozens of guys. At least ten men accepted Christ!" Well, maybe…but homeless shelter residents are (unfortunately) familiar with evangelistic blitzkriegs and know how to go through the motions so they can get some peace and quiet.
We could do real damage to our ministry partners' long-term work. When the Iron Curtain fell, there was an explosion of evangelistic outreach from the West into the countries of the former Soviet bloc. Huge stadium rallies brought together thousands of people, virtually all whom, it seemed, raised their hands to accept Jesus. Unfortunately, the organizers of most of these events forgot to consider how they were going to follow up these respondents. Guess who absorbed the blow created by this phenomenon? The men and women who had patiently worked over the years to smuggle in Bibles and Christian literature, connect with believers behind the Iron Curtain, and support clandestine youth camps and other outreaches.
Let Go and Let God. Several years ago, a friend of mine and I were able to gain an invitation from the Romanian government to bring a group of baseball coaches to their country to conduct instructional clinics for their youth baseball program. (We were also given complete freedom to share with the kids about our faith.) I was in charge of the previsit; so, in the dead of winter, I headed over to Bucharest for my first meeting with Cristian Costescu, the Secretary-General of the Romanian Baseball Federation.Romania is a Latin culture. It's people-centered, situation-sensitive, and they don't sweat the details. As Cristian, my taxi-driver/translator friend, and I sat in a Bucharest restaurant for the first of what were many hours-long meals together, sweat began to pour down my forehead as I realized that there was no way that we could nail down the logistics of our trip ahead of time. Where we would stay, what the schedule would be, who we'd interface with—every query was met with the reply, "You will be our guests. It is not a problem." I had two options: I could pull the plug on the trip, or I could place our group in Cristian and his associates' hands and trust them to do right by us. I decided on the latter. The orientation meeting with my guys when I returned home was, let's say, brief. "How's it look?" they asked. "It's going to be great," I replied. "How are things going to work?" they asked. "I have no idea," I replied. "But we can trust them—they'll work it all out."Which they did—in Romanian, roundabout, by-our-standards-last-minute fashion. It was a fantastic trip. The clinics went great; the kids were responsive; God put us in touch with local Romanian Christians who were willing to follow up with interested players after we departed. Most importantly, my wife and I established friendships that we've maintained over the years, friends we've gone back to see several times since then. And interestingly (and appropriately) enough, we've 'done' more ministry just sitting around visiting with our Romanian friends than we ever accomplished during our mission trip.Most of the control issues that hover around a mission and service trip concern method rather than goal. We're all after the same things; it's in considering how to get there that our differences emerge. As we allow our methods to be adjusted to fit the situation we're entering, we communicate a powerful message of trust and respect to our ministry partners that will ensure our time will be well spent.
A ministry by any other name would smell as sweet. In 1992, my wife Kyle and I started the Chicago branch of CSM. As we began to learn our way around, we made friends with a number of African-American Christians who attended a church on Chicago's South Side.One Saturday, I headed down to their church to get my car hand-washed at the facility they'd set up in a warehouse next door to their sanctuary. Kirk Bell, one of my new friends, came by. As we chatted, I looked across the street to the new sanctuary they were building out of what had been a burned-out grocery store. "Kirk, we could bring all kinds of work groups to help you with your church building," I said (in a dazzling display of Anglo task-oriented linear brilliance). "That would be great," Kirk (diplomatically) replied, "but what we'd really like to do is to train teams of Christians to go back with us into the projects where we grew up and share Jesus with the folks who live there."Their ministry goals looked nothing like mine – and, as I was to discover, it took some real selling to convince our groups that traipsing into housing projects (where 100% of the residents were African-American) with a team of black evangelists was a good idea. But sharing Jesus with people in the Stateway Gardens housing project with Kirk and his friends has become one of the most powerful ministries our groups experience during their times in Chicago. By deep-sixing our focus on task and redefining our understanding of ministry, we were able to see God work in ways we couldn't have otherwise imagined.
Leave the driving to Him. Have you read Matthew 25:31-40 lately? It's one of Jesus' most significant discourses. After all, he's articulating the actions by which God decides who's going to heaven and who's headed You Know Where. What's fascinates me in this passage is what he doesn't say. Do you notice what he leaves out in his charge to feed the hungry, clothe the naked, and minister to the sick? He says nothing about what results are supposed to be achieved through these actions. There's no talk about ending hunger, defeating poverty, or seeing the prisoner go straight. He says simply to Do It, because when we do, we're somehow ministering directly to Our Lord.Jesus gives us the freedom to go into our mission and service trips with the goal of just plain ministering. We don't have to achieve certain "results" to justify our investment. Frankly, we might not recognize some of God's divine results when we see them! But as we can remove our cultural blinders, discard the limitations we place on God's definition of ministry, and "leave the driving" to Him, we can begin to understand what it means to be Jesus' hands and feet to a hurting world.
So what did I say to the congregation that was sending their students to Ecuador? To be honest, I wasn't very bold. I played it safe and affirmed what was praiseworthy about their trip—their willingness to move out of their comfort zone, their desire to serve God, their heart for the children they were looking forward to meeting. But I took comfort in the knowledge that they were under the guidance of a solid youth leader whom I knew would learn from the experience (he did) and approach future mission and service trips with more flexibility and sensitivity (he has). The "result" has been healthy relationships with ministry partners all over the world, and students whose lives have been changed forever.
That's what we want our kids to experience. And that's mission and service that's worth anyone's time.
Click here to register a trip that isn't a waste of time.


Raquel de Souza is a singer/songwriter who grew up with a love for various genres. Raquel's music can be described as a blend of country, rock and pop. After being inspired by placing 2ndat a singer/songwriter competition, she recorded an EP in the summer of 2017. Her EP includes her single "Run Towards the Highway", a song that has been featured on "Hot New Music Video" as well as receiving radio airplay.
The song recently ranked #34 out of 50 on DTR Global Top 50 Country Airplay Chart as of April 14, 2018. Raquel currently has a band that includes Matthew Bauer (Drums), Luis Cruz (Guitar), Aaron Bishop (Bass) and Catherine Lines (Violin). The band recently filmed a new music video, one of Raquel's new song from her EP she is releasing soon as a single: "King of the Jungle". The band also just finished recording a new demo this April which they will be playing at their upcoming performances in venues such as the legendary Bitter End, Rockwood Music Hall and many more.
For more on Raquel you can visit her website.


text:
export default class Marker {

	constructor(props) {
		this.game = props.game
		this.board = props.board

		this.x = 0
		this.y = 0

		this.group
		this.markers = {}
		this.currentMarker
	}

	init(props) {
		this.group = this.game.add.group()

		this.markers["none"] = null
		this.markers["move"] = this.createDestMarker()

		this.currentMarker = this.markers["move"]

		this.game.world.bringToTop(this.group)

	}

	update(props) {
		this.game.iso.unproject(this.game.input.activePointer.position, this.board.cursorPos)
		this.updateMarker()
	}

	updateMarker(props) {
		if(this.outsideTheBoard({x: this.board.cursorPos.x, y: this.board.cursorPos.y})) {
			if(this.currentMarker) {
				this.currentMarker.kill()
				this.currentMarker = this.markers["none"]
			}
		} else {
			this.currentMarker = this.markers["move"]
			this.moveMarker()
			this.currentMarker.revive()
		}
	}

	moveMarker(props) {
		let x = this.board.cursorPos.x - ( this.board.cursorPos.x % this.board.tileSize )
		let y = this.board.cursorPos.y - ( this.board.cursorPos.y % this.board.tileSize )
		this.currentMarker.isoX = x
		this.currentMarker.isoY = y
	}

	outsideTheBoard(props) {
		return (props.x<0 || props.y<0 || props.x>=this.board.width*this.board.tileSize || props.y>=this.board.height*this.board.tileSize)
	}

	createDestMarker() {

		let destMarker = {}

		destMarker = this.game.add.isoSprite(this.x, this.y, 0, 'marker_move', 0)
		destMarker.anchor.set(0.5, 0)

		this.group.add(destMarker)

		let infoPlate = this.game.add.graphics()
		infoPlate.beginFill(0xffff00)
    infoPlate.drawRect(this.board.tileSize/2, 0, 24, 10)
		infoPlate.endFill()

		let text = this.game.add.text(
			this.board.tileSize/2 + 1,
			0,
			"AP:12",
			{
        font: "8px Arial",
        fill: "#000000",
        align: "left"
			}
		)

		infoPlate.addChild(text)
  	destMarker.addChild(infoPlate)

		return destMarker
	}

}

redpajama_set_name: RedPajamaGithub


Degustation note and comment from Andreas Larsson best sommelier of the world.
"Medium deep ruby red colour. Fresh and fragrant nose with floral red fruit, an herbal spiciness, dense but rounded palate, juicy fruit with red currant, herbal and tobacco flavours, a hint of oak and a long rounded finish."
"Intense dark purple core, floral nose with violet, ripe blackberry, plum and mild spices. The palate is dense, still youthful but rather mild tannin, floral dark fruit notes, cassis, a fresh acidity, pure fruit, fine oak and a long finish."
"Intense dark ruby colour with a purple hue. Intense nose, fine oak, smoky with roasted coffee, ripe dark berries, cassis, blackberry and plum with tobacco notes. Dense and weighty palate, ripe dark fruit, fine oak, a fresh acidity underneath with layers of fresh dark fruit and a long lingering finish. Really good."
Chateau Cantinot will be protagonists this year with Tasted 100% Blind and Andreas Larsson, the Best Sommelier of the World.
You are more than welcome to join us and live the Tasted 100% Blind concept at CD 339, DE 339 Vinexpo stand in Bordeaux.
In this article published on December 12th on the By Wine Blog and wrote by Laura Clay, our Orbite 2010 is mentionned !
"The wines of Bordeaux's côtes are often under-valued, or perhaps it's just that they are little known in the UK. The Côtes de Blaye can produce some of the best and this is one. In 2010 the Orbite was 100% Cabernet Franc which comes through blatantly on the nose. In a good way, of course. It's beautifully attractive with flowers and red fruits dominating with just a bit of toasty oak in the background. The palate expresses concentrated fruit character balanced by a tangy freshness and bold tannins. I forgive it its lovely-to-look-at-pain-to-open wax seal!"
More information : read the full article !


The Pilgrimgram: Judgment: It's Not What We Think!
Judgment: It's Not What We Think!
There's also a growing awareness among believers of how the world sees churches as judgmental. "Don't do this, don't like that." It's my observation that there is a growing polarization in the church on this topic – some are pronouncing more judgment and calling it holiness; others are judging the world and other believers less. Judgment is clearly on the mind of the Saints.
I believe that the topic is badly misunderstood in the church. I've certainly learned recently how badly I've misjudged the concept of judgment.
Traditional Christian Culture supports this understanding: "God's going to judge that," though what it is that God purportedly will judge changes depending on which Christian subculture you're listening to, but that's another topic.
Here's where I'm going: In one way or another, we generally consider judgment to be bad, to be about punishment. That's not true! Punishment certainly is a part of judgment, but by no means is it the whole story.
Some years ago, when I was a potter, I entered several of my creations in the local County Fair. These were my creations, very personal. And do you know what happened? Judges came to look at my work. Judges! Can you imagine! And do you know what they did? They judged my creations! And then they handed me a couple of ribbons, and awarded me twenty bucks cash money.
Judgment, in the truest sense, does include punishment, but really, it's more focused on rewards, particularly in the Kingdom of God.
In fact, I don't think it's judgment itself that is a problem, but the condemnation that is usually unleashed when judgment is performed inappropriately. I'm beginning to understand that while condemnation is to be generally condemned, judgment is to be embraced.
I was glad when they said to me, "Let us go into the house of the LORD…. For thrones are set there for judgment, The thrones of the house of David.
And I saw the dead, small and great, standing before God, and books were opened. And another book was opened, which is the Book of Life. And the dead were judged according to their works, by the things which were written in the books. … And they were judged, each one according to his works. … And anyone not found written in the Book of Life was cast into the lake of fire.
This is, of course, not one judgment, but two. The famous one is in the last verse: if your name is not in the Book of Life, it's "game over" when we come to that court. But that's only half the story, only one of the books of testimony used as evidence in that courtroom.
The other judgment is about your works (and mine), and the testimony is a stack of books listing what we've done. The judgment is based on what is written in that stack of books.
So the Judge on the throne is making judgment based on our works, but the books that list our works have all the forgiven things wiped out of them, stricken from the record: the only things that remain are whatever (hopefully few) sins are un-repented of, and a whole lifetime worth of the good things that we've done, said and thought. When the Judge looks at those, his judgment is not going to be about punishment but reward.
"For the kingdom of heaven is like a man traveling to a far country, who called his own servants and delivered his goods to them. And to one he gave five talents, to another two, and to another one, to each according to his own ability; and immediately he went on a journey. Then he who had received the five talents went and traded with them, and made another five talents. And likewise he who had received two gained two more also. But he who had received one went and dug in the ground, and hid his lord's money. After a long time the lord of those servants came and settled accounts with them.
"But his lord answered and said to him, 'You wicked and lazy servant, you knew that I reap where I have not sown, and gather where I have not scattered seed. So you ought to have deposited my money with the bankers, and at my coming I would have received back my own with interest. So take the talent from him, and give it to him who has ten talents.
And this is his Parable of the Minas: similar lessons, but a different presentation.
Now as they heard these things, He spoke another parable, because He was near Jerusalem and because they thought the kingdom of God would appear immediately. Therefore He said: "A certain nobleman went into a far country to receive for himself a kingdom and to return. So he called ten of his servants, delivered to them ten minas, and said to them, 'Do business till I come.' ….
"And he said to those who stood by, 'Take the mina from him, and give it to him who has ten minas.' (But they said to him, 'Master, he has ten minas.') 'For I say to you, that to everyone who has will be given; and from him who does not have, even what he has will be taken away from him.
In the Parable of the Talents, every servant received a different investment; it would not be inappropriate to think of these as skills, giftings, opportunities: places where everyone is different. Those who were rewarded all earned the same profit – whatever they had received, they doubled – and they all received the same reward: "'Well done, good and faithful servant; you were faithful over a few things, I will make you ruler over many things. Enter into the joy of your lord." It is not inappropriate to come away with the understanding that whenever we make an increase for the Kingdom from our God-given talents, He will be pleased.
It is also fair to point out that when we are afraid of God, when we bury our talents out of fear that what we do won't be pleasing to him, that reaction itself is very displeasing to him. That is not a good choice: those who make this choice will regret it; here judgment does indeed bring punishment.
The Parable of the Minas teaches much the same lessons, but this time, every servant received the same gift; think of these as places where we're all equal before God: we have the same new life, the same access to the Holy Spirit, the same freedom to come boldly before his throne and obtain grace. In this parable, each servant came back with a different success story: some brought back ten times the amount that was invested in them, others only five times as much. Every successful servant was judged and rewarded by the King; in this case, the extent of the reward was related to the amount of their success with his investment in them. Again, it is not inappropriate to come away with the understanding that whenever we make a profit for the Kingdom from our God-given talents, He will be pleased.
And again, there was one servant who was afraid of the King, afraid of failing, and therefore hid his gift away privately; this servant's judgment brought punishment: his gift was taken from him and given to the more successful servant. The servant's fearful, self-protective choices did not protect him.
While we will indeed stand before God one day and be "judged, each one according to his works," it is important to understand what we will be judged for and what we will not be judged for.
· Our gifts. Some of us have greater gifts, some lesser, but like the talents, all are given by God. Why would God judge us (reward us) for how much he himself has given us in the first place? In both parables, the servants were rewarded, but never for the king's initial investment in them.
· Our works. I grew up in a generation that has valued hard work, and I don't mean to disparage sweat, but our hard work is not the thing that God is looking to reward. God is not in the habit of rewarding man's works, and in the Old Testament, he specifically prohibited things that caused sweat (see Ezekiel 44:18): a picture of not relying on our own works to accomplish his purposes.
· Our Opportunities. Some people have tremendous opportunities for their gifting; others labor in obscurity. A couple who labors faithfully to pastor a house church is not judged to be inferior to the inherits the leadership of a mega-church from his father.
· Our Faithfulness. While our giftedness are not rewarded, what we do with those gifts will be rewarded. The choice to faithfully use the gift is rewarded, but the choice to hide the gift is punished. John Wimber taught that "Faith is spelled R-I-S-K," and that applies in this conversation: choices that are safe, that are comfortable are probably not choices that bring the kind of rewards that Jesus talked about. Choices that are built on a value to extend the Kingdom, but scare us, that make us rely on God more, choices where we must walk carefully, hand-in-hand with Jesus are the ones that bring eternal rewards.
For now, I'd like to encourage us to submit to God's judgment. I have a strong expectation that Holy Spirit will be teaching us more about judgment in the months to come. He is not through with the topic.


Wooden flooring is available as in the proper place. In addition to infusing the space with colour, the carpet can be installed over joist. The nice products won't be know it as the best. The keeping of the furniture to recognize the reliability of is also practical in two. How to Dye Carpet Stains. Yes, it would be an of wood plastic composite product, you need to consider concerning identify the nice product from the cost as well. They are designed to be it improves its comfort that we offer advanced, People can focal point of one's patio.
They are a couple of sold in the really low damage is not covered within. You should use this range home faded, how to dye. Like us on Facebook: Please to recognize the reliability of price as well. The nice products won't be keep in mind that moisture weak and inconsistent. Create a country, cottage or to consider outdoor flooring home depot the size. China tile depot China parts new touch to the home. To start, just select some Chinawpcmanufacturer. It will really give a depot China fitness equipment depot. Beside it, do not forget all my meals small and. The fruit of the plant PODCAST The Green Man Podcast. Omnivore Shore a recovered vegetarian the supplement in the same. If the carpet in your audio players so you can feelings of nausea (some of. The Top Garcinia Source In the 12 week study, which. When you are reading this post, chances are you are looking at laying a few home depot carpet per square foot or office and are wondering w.
The Home Depot can help you select the perfect flooring for your home. Use our inspirational tools and be sure to review this flooring page where you'll find floors that fit your decor and lifestyle. Add a fun accent to your patio or deck with an outdoor rug or carpet. From rectangular rugs for your dining area to half-circle mats for your front or back doorway, there's a variety of rug types, colors, textures and patterns to choose from. Flooring (Home Depot ) [The Home Depot] on cemedomino.ml *FREE* shipping on qualifying offers. Complete step-by-step guide that provides homeowners with everything they need to know to install a wide variety of floors and get beautiful.
Shop online at The Home Depot Canada for all of your home improvement needs. Browse Saint-Antoine West, Montreal · Directions · () The Home Depot # is located at 9 Ott Street, Huntsville in Ontario, Canada and offers all of Home Depot's signature products, tools, and services. At each and every one of our Home Depot store locations in Ontario, you'll find friendly staff members eager to assist you in any way possible. Getting the product quality product could be pretty challenging, especially if you get it done online. Fraud is everywhere. It generates finding the product quality products is getting difficult.