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Guidelines for Hiring / Transitioning to a New Chief Executive in Nonprofit or For-Profit Corporations
© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.
Vast majority of content in this topic applies to for-profits and nonprofits. This book also covers this topic.
Sections of This Topic Include
Current Chief Executive's Notification to Board (if the current CEO is leaving)
Need for Confidentiality in Hiring a New Chief Executive
Board Preparation for Hiring a New Chief Executive
Administrative Preparation for Hiring a New Chief Executive
Interim Coordination Between Board and Staff
Hiring the New Chief Executive
Orienting the New Chief Executive
Additional Perspectives on Hiring or Transitioning to a New Chief Executive
How to Do Succession Planning
Learn More in the Library's Blogs Related to Hiring and New Chief Executive
In addition to the articles on this current page, see the following blogs which have posts related to Hiring a New Chief Executive. Scan down the blog's page to see various posts. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog.
Library's Boards of Directors Blog
Library's Nonprofit Capacity Building Blog
This procedure can be used to guide an organization through the hiring or transition to a new chief executive. The procedure addresses most of the major considerations during the transition, but there will certainly be unique items that will come. The procedure should be carefully reviewed by the relevant board members and current chief executive (if one exists) to ensure it is complete for their needs. (Note that this list is very useful as a risk management mechanism, e.g., for contingency planning, for review by an organization even if the chief executive is not leaving.) If the current chief executive is being fired, this procedure should be modified accordingly. This document contains the following sections.
Current Chief Executive's Notification to Board (in the case that the current CEO is leaving)
Board Preparation
Administrative Preparation
1. Typically, the chief executive will notify the board chair or other board member. The chair should immediately notify the rest of the board members in the next board meeting.
2. Attempt to negotiate a four-week-notice period from the chief executive. It's not unlikely that there will be a period without a new chief executive. This procedure will help guide through that period.
1. The board members should be apprised as soon as possible. Occasionally, members believe that transitions should be handled so cautiously that even some board members should not hear about the transition. This is the wrong approach. Each board member is legally responsible for the leadership of the organization, and deserves to know about all matters when they occur.
2. Discuss how to handle public relations. The community will soon hear the chief executive is leaving. Agree on how this message will be conveyed to the community. If the transition is expected to take over a month (they often do), consider sending a letter to the major stakeholders (funders (nonprofit only), advisors, suppliers, "peer" organizations, etc.) notifying them of the transition and assuring them that transition planning is being carried out thoroughly. Ask them to contact the board chair if they have any concerns or questions.
3. Note that applicants to the chief executive role deserve complete confidentiality. Make every effort not to expose applicants' names to the public or staff. If certain staff are selected to interview the candidates, they should be coached to not reveal candidate names to the rest of staff. This confidentiality is not a matter of secrecy to be manipulate, rather it is a matter of protecting candidates who may not want their names out in public as looking for a new job. Of course, this matter of confidentiality is ultimately up to the board, but if confidentiality is not assured, it is very likely that the number of candidates will be quite limited.
1. Appoint an ad hoc transition board committee to focus on this transition - This committee will manage the transition and make recommendations to the entire board regarding any matters with the transition. This committee role could be assumed by the current Executive Committee or a Personnel Committee. Committee members should commit to availability over the next four to eight weeks.
2. This transition planning procedure should promptly be reviewed and updated to constitute the transition planning document.
3. As soon the transition plan is complete, the staff should promptly be notified of the transition. A board member should attend the staff meeting where notification is given and the staff should be assured that the transition is being planned and carried out. The plan might be reviewed in the staff meeting. A copy of the transition plan should be shared with all staff members.
4. Identify funding for the transition (nonprofit only. For example, are any funds needed for a national search, to move the new candidate, for training the new candidate, will any consultants be needed, etc.?
5. Update the chief executive job description. The description will be referenced to write the ad for the position, during interviewing and for ongoing guidance to new chief executive, and ensuring adequate compensation. When updating the job description, consider: current overall responsibilities, strategic planning goals for the year and the nature of current major issues that need to be addressed. Identify the most important criteria for selecting the new person and then rank the criteria (this ranking comes in handy when comparing candidates). The board should update the job description among themselves. The current chief executive should update the description at the same time, but independently. The board and chief executive should share their comments to the job description and discuss differences to come to consensus. Write a final version of the job description.
6. Get ads out as soon as possible. The board should decide if they are going to do a local and/or national search.
7. Hiring the new chief executive. (See the section, "Hiring to Fill the New Role" later on in this document.)
1. Establish an interim staff structure. Consider appointing an acting chief executive from among the top reports to the current chief executive. If this course is followed, ensure the job description is well understand by the acting chief executive and the acting arrangement is documented in a letter between the acting chief executive and the board. Send a memo throughout the staff, indicating this interim appointment and how the acting chief executive will work with the staff until a permanent chief executive is identified. (Be very careful with this type of temporary arrangement as it can set lull board members into believing the transition is complete, which it is not.)
2. Update the administrative calendar for the organization. Ask the chief executive to make a schedule of all major recurring activities during the year (e.g., performance reviews, special events, staff meetings, one-on-one meetings, lease/contract expiration dates, when paychecks come out, etc.)
3. Get a list of key stakeholders. Have the chief executive make a list of all community key stakeholders whom the new chief executive should know about, e.g., funders (nonprofit only, advisors (legal, accounting, real estate), "peer" organizations, etc.
4. Review chief executive's office facilities. Ask the chief executive to document the status of his/her office, e.g., ensure there are labels on all documents and drawers. Appropriate staff and at least two board member should meet with the chief executive to review where he/she keeps their files and major documents. Staff should retain a key to the office and appropriate board members should retain keys to the desk drawers and file cabinets.
5. Review personnel status. Two or more board members should meet with the chief executive to review personnel files, e.g., are there any current personnel issues or pending major actions? If so, it may be best to wait until the transition to the new chief executive if this is expected to occur during the next month or so.
6. The current chief executive should complete performance reviews on all personnel before he/she leaves. This ensures that the chief executive's important feedback to personnel is collected before he/she goes, gives personnel a fair opportunity to reflect their past performance to the new chief executive, and gives the new chief executive the input he/she deserves about each employee to ensure effective supervision.
1. Emergency contacts for the staff. Staff should be given names and phone numbers of at least two board members whom can be contacted if needed. These two members should brief the entire board on the nature of any emergency calls from staff, if calls were made.
2. Board and staff meetings. Depending on the size of the organization, have weekly meetings of full staff (if small) or all managers (if large) during the transition until a new chief executive is hired. Have a board member attend the meetings. Have a staff member (acting chief executive, or the current top reports, or rotate among top reports) attend portions of the board meetings.
3. Coming up to speed on chief executive's current activities in the organization. Have the current chief executive ask all staff members to update a "todo" list of their current major activities over the past month, planned activities over the coming two months and any major issues they're having now. These todo lists will serve to coordinate work details during the transition and help update the new chief executive come up to speed.
4. Authorization lists. Decide who will issue paychecks and sign off on them during the transition. Often, the board treasurer and/or secretary will conduct this sign-off role.
5. A board member should meet with the current chief executive once a week before he/she goes. Review status of work activities, any current issues, etc.
1. Advertise the position - Post ads in classified sections of local major newspapers. In the ads, include the job title, general responsibilities, minimum skills and/or education required, whom they should send a resume to if they are interested and by when. Mention the role to customers. Send cover letters and job descriptions to professional organizations. Be sure to mention the role to all staff to see if they have any favorite candidates. Consider using a professional recruiting service.
2. Note that current employees should be able to apply for the job. Considerations in hiring them for the new role will have to include the impact on the organization if the employee leaves behind a critical and unfilled role in the organization.
3. Screen resumes - Often, a board committee will screen the first round of candidates, including review of resumes and first round interviews. When screening resumes, note the candidate's career objective -- or the lack of it. If not specified, the candidate may not have considered what they want to do in the future, which may impact their commitment to your new role. Note if they stayed at jobs long or did they leave quickly. Are there holes in their work history? Note their education and training. Is it appropriate for the new role? Consider what capabilities and skills are evidenced in their past and current work activities. Interview all candidates that meet the minimum qualifications. (At this point, be sure that you're not excluding candidates because of unfair biases.)
4. Interview candidates - Send the job description to candidates before they come to the interview meeting. While interviewing candidates, always apply the same questions to all candidates to ensure fairness. All questions should be in regard to performing the duties of the job. Ask about their compensation needs and expected or needed benefits. Attempt to ask open-ended questions, i.e., avoid "yes-no" questions. Talk for at most 25% of the time -- the rest of the time, listen. Don't rely on your memory -- ask permission from the interviewee to take notes. Find out when they can start if offered the job. Consider having multiple people at the interview; although this can be intimidating to the interviewee, this practice can ensure them a much more objective and fair presentation. (If staff participate in the interviews, ensure they realize they are advisory in capacity. Board members have the legal responsibility to select the new chief executive.) Have the same people as interviewers in all of the interviews. Consider asking some challenging, open-ended questions, such as Why do you want the job?, What skills do you bring to this job?, What concerns do you have about filling this role?, What was your biggest challenge in a past job and how did you meet it? Do you have a preliminary vision for (the nature of your agency's services)? Describe your ideal (board, fundraising (nonprofit only), budgeting, personnel management, program management) process. Don't ask questions about race, nationality, age, gender, disabilities (current or previous), marital status, spouses, children and their care, criminal records or credit records. Have all interviewers share/record their impressions of the candidate right after the interview meeting. Explain to the candidate that you'll be getting back to them soon and always do this. Ask if you can get and check any references. Always check references and share them with the interviewers. Be sure to tell candidates of any relevant personnel policies terms, such as probationary periods. (The best way to deal with a poor performer is not to hire him or her in the first place. It is often wise to have a probationary period of, e.g., six months, wherein if the employee does not meet the responsibilities of the position, you can terminate the employee.) If practical, look into the applicant's background to ascertain if they have a criminal record.
5. Select the candidate - Usually, a board transition committee recommends the top two or three candidates to the entire board for discussion and selection. This may require another round of interviews, this time including more/other board members. Usually, this is not as easy as one would like because two or three candidates come in close. Have a highly focused meeting with all interviewers. (Again, note that staff members can provide input to the selection of the new chief executive, but should not be involved in voting.) Have each interviewer suggest their favorite candidate. If there is disagreement, focus discussion to identify the one or two areas in which interviewers disagree about the candidates. Then have each interviewer explain their impressions. At this point, interviewers usually come to consensus and agree on one candidate.
6. If there does not seem to be a most suitable candidate - Consider if the job requirements are too stringent or are an odd mix. Or, consider hiring the candidate who came in closest and plan for dedicated training to bring their skills to the needed levels. Or, re-advertise the position. Consider getting advice from a human resources professional (at this point, your need for them is quite specific, so they might provide services on a pro bono basis). Or, consider hiring a consultant on a short-term basis, but only as a last resort as this may be quite expensive.
7. If everyone turns down the job - The best strategy is to ask the candidates why they turned the job down. Usually, you'll hear the same concerns, e.g., the pay is too low or the benefits incomplete, the organization seems confused about what it wants from the role, the interview process seemed hostile or contentious, etc. Reconvene the interviewers and consider what you heard from the candidates. Recognize what went wrong and correct the problem. Call back your favorite candidates, admit the mistake and what you did, and why you'd like to make an offer to them again.
8. Offer letter - If they accept an offer, always follow-up with an offer letter, specifying the compensation, benefits, and starting date and reference an attached job description. Ask them to sign a copy of the offer letter and return it to you.
9. Start a personnel file - Include in the file, the signed offer letter, tax withholding forms, the job description and any benefits forms.
Develop an orientation procedure and consider the following activities for inclusion on the list. The following activities should be conducted by the board, if possible.
1. Before the new chief executive begins employment, send them a letter welcoming them to the organization, verifying their starting date and providing them a copy of the employee policies and procedures manual. (This can be included in the offer letter.)
2. At this point, the board may send a letter to stakeholders. The letter would announce the new person, when they are starting, something about their background, etc., and asking them to call the board chair if they have any questions or concerns.
3. Meet with the chief executive to brief them on strategic information. Review the organization chart, last year's final report, the strategic plan, this year's budget, and the employee's policies and procedure manual if they did not get one already). In the same meeting, explain the performance review procedure and provide them a copy of the performance review document.
4. When the new chief executive begins employment (or before if possible), introduce them in a meeting dedicated to introducing the new chief executive. If the organization is small enough, have all staff attend and introduce themselves. If the organization is larger, invite all managers to the meeting and have each manager introduce themselves.
5. Ensure the new chief executive receives necessary materials and is familiar with the facilities. Ensure an assistant gives them keys, gets them to sign any needed benefit and tax forms. Review the layout of offices, bathrooms, storage areas, kitchen use, copy and fax systems, computer configuration and procedures, telephone usage and any special billing procedures for use of office systems.
6. Schedule any needed training, e.g., computer training, including use of passwords, overview of software and documentation, location and use of peripherals, and where to go to get questions answered.
7. Review any policies and/or procedures about use of facilities.
8. Assign a board member to them as their "buddy" who remains available to answer any questions over the next four weeks.
9. Have someone take them to lunch on their first day of work and invite other staff members along.
10. During the first six weeks, have one-on-one meetings (face-to-face or over the telephone) with the new chief executive, to discuss the new employee's transition into the organization, hear any pending issues or needs, and establish a working relationship with the new chief executive.
Additional Perspective
Why and How to Hire an Interim CEO
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EU publishes significant revision of plastics regulation
The European Commission has published the sixth set of amendments to the EU's Regulation 10/2011 on plastics in contact with food. The changes contained in the amending Regulation 2016/1416 are more substantial than those in any of the previous updates.
The plastics regulation was adopted in 2011 to apply to all food contact plastics, replacing an existing fragmentary legislative approach to these materials.
Regulation 10/2011 and its amendments are an implementing measure under the framework Regulation 1935/2004, and are consequently commonly referred to as the plastics implementing measure (PIM).
The main feature of the 2011 law is a consolidated Annex I of monomers and additives approved for use in food contact materials, known as the positive list. The European Food Safety Authority (EFSA) has developed guidance on how to submit a dossier for a new substance to be evaluated for inclusion in the annex.
As with previous amendments, Regulation 2016/1416 has added substances to this annex, 10 in total that have already been evaluated by the EFSA. It also makes minor corrections and clarifications to the original text. The most significant changes are to other elements of Regulation 10/2011 though.
About 900 substances are listed in the annex to the PIM. Roughly 60% of these are controlled with specific migration limits (SML), residual limits, or some other type of restriction. The new edition deletes the generic specific migration limit (SML) of 60mg/kg in Article 11.2 – a default value applied to any substance that had no SML or other restrictions.
The removal is explained by the fact that the absence of prescribed limits for the substances reflected a prior-held view. The specifications were deemed unnecessary to ensure compliance with the overarching safety criteria of Regulation 1935/2004.
The sixth amendment also lowers the SML for zinc from 25mg/kg to 5mg/kg food; and introduces a new SML for aluminium of 1mg/kg.
Another significant move arises from the authorisation of three substances: a polymeric antistatic additive in hydrophobic plastics; a monomer with ethylene glycol to produce polyethylene furanoate polymer; and a co-monomer to replace ethylene glycol in polyethylene terephthalate. Their existing approvals restrict the migration of the low-molecular-weight oligomeric fraction less than 1,000 daltons to a total of 50μg/kg food.
The amendments entered into force on 14 September 2016 with one caveat and one exception. Materials and articles complying with the pre-amendment PIM may be placed on the market until 14 September 2017 and remain there until stocks are exhausted. The new provisions on the SMLs for aluminium and zinc apply from 14 September 2018.
This article was first published in Food Contact World, available by subscription.
Smithers Pira offers a range of migration testing and consultancy services to enable you to demonstrate regulatory compliance.
Contact Alistair Irvine, Food Contact Compliance
Smithers Pira forecasts global bioplastic packaging market to reach $8.8 billion by 2024
Non-cash payments set to reach 1.96 trillion transactions by 2029 according to Smithers Pira
Digital print increases market share to 21.1% displacing analogue print market
Food Contact Training
Is your business compliant? Get up-to-date guidance and training on UK and EU regulations from industry experts at Food Contact Training 2017

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September 20, 2009 The Brookfield Zoo celebrated Hispanic Heritage Month with its annual "Fiesta Para Todos" or "party for all."
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The was set to continue through Monday.


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United Fixtures 19/20
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Posted: February 4, 2019 in Arsenal, Chelsea, Football, Liverpool, Manchester City, Manchester United, Opinion, Premier League, Tottenham Hotspur
Tags: Daniel Levy, Jurgen Klopp, Mauricio Pochettino
Is the race for the Premier League title just between two horses? Are Tottenham good enough or consistent enough to be considered contenders? What about Chelsea, United and the other London failures Arsenal?
Here we take a look at the current top three with more to follow another time.
Having managed to achieve the lofty status, (somehow), of league leaders, Klopp's merry men need to guard against complacency. Why, you may wonder, would they get complacent at this stage of the season when they are in their best ever position to win the Premier League title? Well, they have only been convincing when winning a few games, they have had to rely on large slices of luck in most of the others and have yet to suffer any serious injuries to their better players.
The complacency may arise if they are expecting their good fortune to continue, unabated, throughout the remainder of the season. At some stage they will suffer a blip and we don't mean dropping points at home to Leicester! They will lose more games which means they will drop more points and, with City already having had their blip, this means they will be caught.
In truth though, after all this time in the wilderness, second place would be no mean feat for Liverpool and something which Jürgen Klopp is becoming very used to in other competitions.
City have now lost four games this season and it is highly unlikely that they will lose many, if any, more. They sit three points behind Liverpool but this is ground which can easily be made up.
Sergio Agüero – One of the reasons City cannot be ruled out of anything this season
They are firing on all cylinders again and looking back to their best form which saw them declared pre-season favourites to win most of the trophies for which they are competing.
With favourable draws in the Champion's League and the FA Cup, they can be expected to progress in both tournaments and, with the final of the Carabao Cup against Chelsea in the near future, their only enemy is their potential success which denies them rest and breaks from competitive games.
Liverpool, as usual, have no such problems and will only be looking to compete in the Champion's League and it is the fact that they could have considerably less games than City which will give them hope. It is a forlorn hope but it will still spring eternal on Merseyside.
Mauricio Pochettino may be in line to take over at Manchester United but it is unlikely he will do so if he ends this season having won less than the current incumbent.
His squad is too thin and his refusal to admit this to the Spurs fans is rather strange. We all know Daniel Levy doesn't want to spend any money, he never does but for his manager to say that everything is fine, even going to the extremes of saying that winning trophies is for egotists, will not have gone down well with the Wembley faithful who may, one day, become the White Hart Lane faithful again.
They were also words which won't have done him any favours if he does wish to become the next manager of Manchester United, a club where silverware is almost required as part of the furniture.
Because of the size of squad, the lack of ambition in the manager and the bland acceptance of everything Daniel Levy dictates, Spurs will finish the season where they deserve to be which will be outside of the top two and possibly even outside of the top three. (This, of course, will be deemed a success by Pochettino because it isn't a trophy)!
So that is the opinion on three of the big six. In the next exciting instalment we will look at the fortunes of the other three so stay tuned and we will be back soon.
Is Pochettino Really Still In The Frame For The United Job?
The Current State Of The Top Six In The Premier League (Part 2)


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Editorial & Privacy Policy
And Then There Were Five: The Everton Previewer's Preview
by Ed McCosh
Everton Match Previews
Ah, think back to August 17th 2013. The sun was shining, football was returning, and Manchester United were top of the league with a trophy already secured. The first weekend of the 2013/14 season only saw one draw, which was at Carrow Road. Everton's 2-2 draw with Norwich was followed by 0-0 stalemates against West Brom and Cardiff, as well as a nervous extra time victory over Stevenage. Roberto Martinez' opening weeks at Goodison Park were difficult, although the Spaniard maintained hope that his side would improve as they adapted to his style of play.
And then the transition period ended. Right…..here.
Fast forward eight months, and haven't times changed? Manchester United have enjoyed the Moyes effect, Ricky van Wolfswinkel hasn't added to that opening day goal, and the Martinez revolution has gone from strength to strength. A run of seven successive wins have taken the Toffees into fourth, and with just five games left. Five. That's the number of obstacles left to jump. Actually, make it six. The fact that we're Everton ought to factor in there. So we may as well take a closer look at the teams that stand in our way.
Wednesday April 16th – Crystal Palace (home) 19.45 KO
Background: We go into this tie on a run of seven straight wins – our best run of victories since 1987. That season, we won the league while Liverpool's title bid was scuppered by defeat at Norwich. Nah…surely. We've also won nine on the bounce at Goodison. The 1-0 victory at the Stadium of Light on Sunday was the first time since the 2-1 victory over Cardiff on March 15th that we failed to score three goals.
For Palace, this game coincides with an excellent run of form. Of course. Tony Pulis' side have won three on the bounce, including a 3-0 victory away to Cardiff – their third away win of the season. Palace have lost 11 on the road and have scored fewer away goals than any other side (9).
Strengths: As you'd expect from a Pulis side, Crystal Palace are very tough to break down. In fact, that was true of them last season as well. Mile Jedinak provides a Barry-esque anchor while the likes of Dikgacoi and Ledley act in the McCarthy role. Yet this side is not the all-out physical unit Pulis' Stoke were. The biggest danger comes from the wingers, including Puncheon, Bolasie and Ince.
Weaknesses: In their last season in the Premier League (04/05) Palace could rely on Andy Johnson to score their goals. This season, Dwight Gayle and Marouane Chamakh have not lived up to fleeting shows of promise, Glenn Murray has seen his season hampered massively by injury, and Cameron Jerome has seen his season hampered massively by the fact he's shit. One consistently scoring front man is what Palace will be looking for in the summer.
Danger Man: Jason Puncheon. Currently the man who shits when he wants is shitting on a few opposing teams as well. Six goals for the season, and three have them have come in the last two games – the winger will be looking to cut inside and cause havoc.
Verdict: Crystal Palace are a strong, well-organised side. Yet the fact their season is as good as over and their away form is so poor, as well as the fact we're up for this and strong at home, should mean a home win if we remain as clinical as we have been. Do it for Ric Wee, lads.
The Challengers: ARSENAL vs West Ham, Tuesdsay 15th
Sunday April 20th – Manchester United (home) 16.10 KO
Background: Oh, we've been waiting for this. Ever since the fixtures were unveiled back in July, we've been thinking of David Moyes' return to Goodison Park. Yet we never imagined we'd go into the game as clear and comfortable favourites. While we've won seven on the bounce (it could be eight by the time the sides meet) United have lost a whopping nine games in 2014 – including two Champions League defeats and a home humiliation in the FA Cup by Swansea. That Bryan Oviedo goal is still playing on repeat in every Evertonian's head, and wouldn't we like more of the same eh.
Strengths: The Manchester United attack on its day is a real force to be reckoned with – Wayne Rooney may be a badge-kissing granny-loving potato-headed ****, but you won't hear me mentioning it. Er, again. The likes of Mata, Kagawa and Januzaj will be swarming around our penalty area looking to feed Rooney. And if you give the badge-kissing granny-loving potato-headed **** the chance he'll punish us.
Weaknesses: Marouane Fellaini.
Danger man: Marouane Fellaini. Oh, come on. You know how it works.
Verdict: Let's not get complacent – United have scored 4 in their last two Premier League games, and they've got a taste for goal. But victory over Palace and this lot would secure European football. And imagine that look on David Moyes' face if we beat them again. It's magic.
The Challengers: Hull vs ARSENAL, Sunday 20th
The Also-Rans: TOTTENHAM vs Fulham, Saturday 19th
Saturday April 26th – Southampton (home) 12:45 KO
Background: Our last game on BT Sport this season (probably). And breathe. Yes, we'll have to deal with Michael Owen, but also hopefully David James will be made to sweat as he's reminded that he said Southampton would finish in the top 8 while Everton flounder in 16th. That brings up a good point – no matter how much people whine about loans and put our future chances down, we've proved them wrong this season. And in fact many of us can hold our hands up and say we'd have been delighted at 6th at the start of the season. Now it'd be a disaster. As far as this game goes, we'll be playing for much-needed points, while they won't be. That's a sign of success.
Strengths: Southampton have got an excellent mix of youth and flair, along with a solid backing from the likes of Fonte, Lovren, Schneiderlin and Cork. Full backs Shaw and Chambers (or Clyne) love to roam forward while flair players such as Adam Lallana make things happen. Actually, they're just a bit Everton, aren't they.
Weaknesses: Complacency. Southampton's season ended long ago, and they've kept just one clean sheet in the last nine. With a number of players fearful of missing the World Cup in the same tragic fashion as Jay Rodriguez, don't expect full-blooded tackling from many Saints players.
Danger man: Rickie Lambert. You thought I'd say Lallana, didn't you? Well, the midfielder (psst, and he's an Evertonian. Pass it on) is a clear threat, but Lambert makes the attacking unit tick. For a big man he's got a light touch (that's one cliché. Check) and he loves to create chances. Lambert can also be lethal if he gets the chance. Without Rodriguez in the side he'll be ploughing a lone furrow. (Check)
Verdict: Southampton are a good side, but recently they've looked like a side cruising towards the summer. Their season is over, Mauricio Pochettino is making eyes at Daniel Levy and only one team needs the points.
The Challengers: ARSENAL vs Newcastle, Monday 28th
The Also-Rans: Stoke vs TOTTENHAM, MAN UTD vs Norwich, Saturday 26th
Saturday May 3rd – Manchester City (home) 17.30 KO
Background: Well, it won't quite be Goodison under the floodlights, with summer closing in. Yet a full day of "atmosphere-building" in the homes and pubs of L4 should – and must – make Goodison that daunting fortress that caused Arsenal to falter. The players need to be boss too but we can't do anything about that, can we. Well, maybe – if you see Romelu Lukaku in the chippy post midnight tell him to go home. Sound. Thanks to City being f***-up merchants at Anfield, they're unlikely to be picking up that Premier League trophy. Thoughts of us pipping them to third might be a bit optimistic, but didn't we say the same about the thought of Champions League football? Forget the impact on the title race; there's a good chance to pick up three points here and make our own dreams come true. #MakeUsDream etc etc. Pass the bucket.
Strengths: Good God, where do you start. Hart can have his boss moments in goal, Zabaleta and Kompany dominate your Fantasy Football teams, Sergio Aguero is Maradona without being a cheating little tit and Yaya Toure's been put on this Earth to remind us how s**t we all are at togger. Strength in depth is their greatest boon – City's bench at Anfield cost over £130 million. Look at ours. Robles, Hibbert, Browning, Garbutt. £13 quid and a scratchcard's worth in this transfer market.
Weaknesses: Somehow this extensively assembled super-squad still has its weaknesses. Joe Hart could turn up and flap at every ball, Demichelis and Clichy/Kolarov may not bother turning up, and Dzeko, Negredo and Jovetic aren't arsed if a defence makes life tough for them. As a result, City's away form is patchy.
Danger man: Don't you know, it's Yaya Toure. If he's fit for this one James McCarthy will have to bust both his and Leon Osman's guts to keep him in check – no Gareth Barry, remember. Sometimes Toure lopes around as if he has somewhere better to be and Fernandinho acts as the City engine. But if he's in range of goal, Tim Howard will have to make those flying saves we all love to see.
Verdict: This is the strongest side in the league. Second best attack (behind Liverpool), second best defence (behind Chelsea). Yet it's a case of waiting to see if they even turn up. Let's make sure they don't, by getting straight into them. Remember, this lot hate coming to Goodison Park. Lets remind them why.
The Challengers: ARSENAL vs West Brom, Sunday 4th
The Also-Rans: West Ham vs TOTTENHAM, MAN UTD vs Sunderland, Saturday 3rd
Sunday May 11th – Hull City (away) 15:00 KO
Background: No more Saturday 3pm games, so a Sunday 3pm will have to do…and this one marks the end of that "transition season". There will be plenty of time to reflect after this game how that has all gone, but this game could be vital in the race for fourth place. Actually, Hull are good opposition to have. By the time we roll into town, the Tigers' Premier League status will be assured and they'll have an FA Cup final to look forward to, which they have earned by not being drawn away to Arsenal in the quarter final. Lucky sods. In any case, you can expect either a changed side or one that will be wary of injuries with the final just a week away. This is ours for the taking – and it could be vital that we take all three points back home.
Strengths: Whatever side is put out, it'll be hard-working. There are no 'star players' in this side, and they normally attack and defend in numbers. Generally they are hard to break down, although a couple of sides – notably Newcastle and ten man Manchester City, tore them apart at the KC Stadium. Nonetheless, this side have plenty of strikers and plenty of players looking to provide them with chances.
Weaknesses: Apart from Nikica Jelavic? Nah, he's nailed on to score, isn't he. The fact that the FA Cup final will be on the horizon is the main weakness for this game – their minds will be on Wembley. The kicker is the fact they've won just 4 points against teams in the top 9 all season.
Danger man: Who's playing? In the case of a full squad, Tom Huddlestone is the main architect of Hull's football. Shane Long and Jelavic are certain starters, and the Irishman would love to make a bunch of Twitter mongs bang on about how they moaned at Roberto to sign him back in January.
Verdict: Roberto's Everton, aren't we? Nowadays games that we need to win are won. This will be a big one in all likelihood, and only one team on the pitch will be arsed enough to take the points. This could set off the Champions League tour…imagine, eh.
The Challengers: Norwich vs ARSENAL
The Also-Rans: TOTTENHAM vs Aston Villa, Southampton vs MAN UTD
So only five teams stand between us and the Champions League.
Forget Arsenal, we're not playing them. Five wins from five makes it certain, while four wins and a draw leaves us depending on goal difference. If we drop any more than two points, Arsenal will have to do the same. But let's not even let them have a sniff, eh? There's no reason why we can't win all of these games. Of course, there's only one way to find out – not by speculating like this, but letting the boys in Blue decide how it goes on the pitch. Come on, lads. We want to sing "Allez Allez Allez Ohh" at the Nou Camp. Whatever happens, this is going to be a very exciting time to support Everton.
Roberto had a dream…
@ViewFromGwladys
Ed McCosh
Writer at Everton Aren't We
Latest posts by Ed McCosh (see all)
Climbing the Mountain - 15/07/2019
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Trish a 59 year old woman came to see me feeling anxious and stressed and wanted to feel calmer. Around the same time as these feelings started, her mother passed away causing deep grief.
Peace and relaxation affirmations that her body reacted to.
Emotional balance "ignored" stemming from her past.
Massive release around sibling relationship (seeking approval, feeling locked out) and the grief caused by feeling ignored.
Balanced stress associated with family wedding using kinergetics tools.
Visualisations, hands on healing, breathing techniques.
This session Trish was obviously very upset by her mothers passing and was suffering deep grief.
Trauma release around her mothers death, funeral, sibling reactions.
During the session her grief changed from a 10 out of 10 to a 1 out of 10 and she was able to smile and leave the session feeling calmer.
Trish continued to use the tools and techniques outside the session and managed to remain calm and stress free during some testing times/situations further down the track.
We have since worked on other issues eg: releasing trauma from a car accident, life purpose/direction, vertigo.
Trish also continues to miss her mother but without becoming overwhelmed with grief. Her mother even visits us in sessions occasionally giving comfort and messages.


text:
Two-thirds of Brits want Brexit transition extension to keep focus on coronavirus
Jonathon Read
Published: 10:57 AM March 29, 2020 Updated: 12:53 PM October 13, 2020
Prime Minister Boris Johnson speaks during a press conference, at 10 Downing Street. Photograph: Frank Augstein/PA Wire. - Credit: PA
Two-thirds of people in the UK want the government to request an extension to the Brexit transition period in order to focus on the coronavirus outbreak, according to a new opinion poll.
There was agreement that an extension to the transition period should be requested across all age groups, social grades and UK regions, as well as a number of Conservative and Brexit Party voters.
The polling, conducted by Focaldata poll for Best for Britain and HOPE not hate, found two-thirds of Brits (64%) agreed with delaying the Brexit transition period to allow the government to focus on tackling coronavirus, compared to a third (36%) who want the Brexit transition period to end at the end of the year.
A majority of support for an extension came from those that voted Labour (84%) and the Lib Dems (83%) at the last election, but also had the support of nearly half of those who voted Conservative (44%) and a fifth of Brexit Party voters (19%).
The same polling also found that Brits want the government to seek membership of the EU Early Warning and Response System (EWRS) for medical emergencies, after it emerged earlier this month that the Department for Health had been unsuccessful in lobbying No 10 to remain a member.
Send your letters for publication to The New European by emailing letters@theneweuropean.co.uk and pick up an edition each Thursday for more comment and analysis. Find your nearest stockist here or subscribe to a print or digital edition for just £13. You can also join our readers' Facebook group to keep the discussion and debate going with thousands of fellow pro-Europeans.
The EWRS was set up in 1998 to 'allow exchange of information on risk assessment and risk management for more timely, efficient and coordinated public health action'.
A total of 65% of people, including 55% of those who voted Conservative at the last election, want the government to seek membership of the EWRS.
"It's simply not reasonable to expect we will have tied up negotiations with the EU by the end of the year while dealing with a warlike emergency. Nor is it desirable," said Best for Britain CEO Naomi Smith. "By thinking it can complete both challenges at once, the government would be setting itself up for failure with profound economic consequences.
"Most people just want the government to get on with the job at hand so that lives can be saved and normality restored as quickly as possible.
"This is the case across all age groups and UK regions, which explains why the government is facing calls to extend the transition period from such a wide variety of pressure groups.
"The country is simply not in a place to weather two storms at the moment."
"EU schemes like the Early Warning and Response System and the ventilator procurement programme are critical tools for responding to this urgent public health crisis." added HOPE not hate CEO Nick Lowles. "Healthcare workers are doing a fantastic job, but they cannot fight this disease alone. They need all the help they can get.
"The government must put politics aside and urgently seek participation in these schemes. It would be foolhardy for ideology to get in the way of practical measures to keep people safe."
Ian Murray MP, Labour deputy leadership candidate, said that it was now impossible to "secure a Brexit deal that protects businesses and workers before the end of the year".
He said: "This is not a time for constitutional politics. This is a time for working together, both within the UK and with the EU.
"The UK government needs to formally apply for an extension to the transition period so that all focus remains on addressing the coronavirus outbreak."
It comes as Scottish and Welsh governments called for Boris Johnson to "hit pause" on Brexit.
The SNP's Philippa Whitford said it would be irresponsible and "an act of economic and social self-harm" to continue "hurtling" towards the transition deadline.
A UK government spokesman said: "Our top priority as a Ggovernment is to slow the spread of the coronavirus, protect the NHS and keep people safe - we are working around the clock to do so, with all four nations together providing unprecedented financial support for businesses, workers and the self-employed.
"We remain fully committed to the negotiations. Last week, the UK and EU shared draft legal texts and discussions with the commission are continuing.
"The transition period ends on 31 December 2020, as enshrined in UK law, which the prime minister has made clear he has no intention of changing."


Singapore-based ASAP Member Ascott has stepped up its expansion into Europe with entry into Amsterdam, its first franchise agreement on the continent and its first property in the Netherlands.
Ascott will franchise the Citadines Apart'hotel brand to Amsterdam-based WIN Hotels group, who will operate the Citadines Sloterdijk Station Amsterdam, scheduled to open in March. Two further European franchises are scheduled for this year and next, in Nantes and Strasbourg, while a third Crest Collection opened in Paris last month and the fifth UK Citadines property is set top open this summer.
Currently operating more than 57,000 serviced residence units worldwide, with 42,000 more under development, Ascott is moving towards a target of 160,000 units globally by 2023.


text:
Special Air Service members (Earth-200111), MI6 members (Earth-200111), United States Army members (Earth-200111),
No Dual Identity
Humans (Homo sapiens)
Earth-200111 Characters
Garth Ennis/Creator
Steve Dillon/Creator
Deceased Characters
Modern-Age Characters
Yorkie Mitchell (Earth-200111)
Yorkie Mitchell
Angie Mitchell
(wife, deceased), Danny Mitchell (son, deceased)
British SAS, MI6, U.S. Army
British Army officer (former), MI6 operative
Royal Military Academy Sandhurst (possibly)
Earth-200111
Garth Ennis, Steve Dillon
Appearance of Death
Punisher Vol 7 #8
Punisher Vol 7 #50
Yorkie Mitchell was a soldier in the British Army's elite Special Air Service before being recruited into MI6. During the Vietnam War, Yorkie was serving in the Australian Special Air Service Regiment on an exchange job; this is where he first met Frank Castle, as he too was serving in the SASR as an exchange officer. Mitchell saved Frank from being burned alive by the Viet Cong.
Years later, Yorkie assisted Castle with the help of Andy Lorimer to take down the four Irish Gangs in New York City. Yorkie was later stationed in Afghanistan, providing security for ex-Talibans who had turned informants to the Western coalition. He helped Castle again and subsequently lost his job when he released Kathryn O'Brien.
Yorkie was killed with his wife by Barracuda when they were tortured for information about Castle.[1]
Yorkie was a highly capable soldier as a result of the many years he spent serving in the Special Air Service (often considered he best special forces unit in the world).
Strength level
Normal human strength
Yorkie was a normal human beings fully susceptible to a violent death via conventional means.
Many cars
Some guns and knives
11 Appearances of Yorkie Mitchell (Earth-200111)
1 Minor Appearances of Yorkie Mitchell (Earth-200111)
Media Yorkie Mitchell (Earth-200111) was Mentioned in
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1 Quotations by or about Yorkie Mitchell (Earth-200111)
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Special Air Service members (Earth-200111)
MI6 members (Earth-200111)
United States Army members (Earth-200111)