the college has developed a strong reputation as a leading dance teacher training facility in the South West. With a small annual intake of students, together with a highly experienced teaching faculty, students have access to a wealth of experience, guidance and support in preparation for their future in the worldwide dance arena. An approved centre with the ISTD, Imperial Society of Teachers of Dancing. The college offers the Diploma in Dance Instruction and Diploma in Dance Education, in Classical Ballet, Modern Theatre and Tap Dance, alongside training in a number of dance genres. The college studio is located in the friendly, residential Redland neighbourhood. The college provides a hardworking, nurturing atmosphere where students are given the support and training necessary to help achieve and realise their goals within dance.
The teacher training course is suitable for students wanting to become professional, fully qualified teachers with the ISTD (Imperial Society of Teachers of Dancing). We offer this course in Imperial Ballet, Modern Theatre and Tap Dance.
What are the qualifications that are offered?
DDI is a Level 3 Diploma that has a Qualifications and Credit Framework (QCF) credit value of 68. The DDI is primarily aimed at students who wish to prepare for the DDE to become accredited dance teachers. The DDI has been accredited by Ofqual at Level 3 which is roughly equivalent to A Level standard.
DDE is a Level 4 Diploma that has a QCF credit value of 92. The DDE is aimed at students who have gained knowledge of the fundamental principles of dance teaching through the DDI and who wish to become fully qualified and accredited ISTD dance teachers. Successful students are able to teach and enter students for all ISTD examinations except the teaching qualifications. The DDE has been accredited by Ofqual at Level 4 on the QCF, which is roughly equivalent to the level attained at first year degree level.
The Diploma provides practical and academic training to students relevant to the subject of study by providing the skills and knowledge needed to prepare them for future professional work in their chosen industry.
Who is the course validated by?
The course is validated by the Imperial Society of Teachers of Dancing (ISTD), who are one of the world's leading dance teacher training and dance examination boards.
Students complete the units and exams when they are ready, depending on how much additional study is done outside of class. On average, it takes approximately one year to complete the DDI qualification and a further year to complete the DDE qualification. Once enrolled on the course students must complete the each Diploma within 5 years to avoid having to potentially retake units.
Entrance to this course is through audition and interview with the Principal. As well as a good general standard of education, we are looking for a degree of potential that can be developed, as well as a real interest in and commitment to teacher training.
Students must be 17 years old in the academic year of registration for the DDI (although Unit 3 can be taken at an earlier age) and students must be 18 years old and hold the DDI qualification in order to complete the DDE. There is no upper age limit and we welcome applications from mature students who have a suitable background as a professional performer or teacher and who need to update or complete their teaching qualifications without going back to full time college.
Previous experience in dance training is encouraged for this course. Students wishing to undertake the DDI qualification must complete their Intermediate level exam in the genre of study as part of their teacher training course and therefore we recommend students to be at Grade 5, 6 or Intermediate standard in Classical Ballet, Tap and Modern. Although not a requirement of entry, the Intermediate qualification accounts for one unit of the DDI qualification and therefore students who have already completed this are likely to complete the course in a shorter amount of time. Students accepted onto the course who have not achieved their Intermediate level qualifications will be placed in the relevant Intermediate level classes in order to gain this qualification. For those who have completed their Intermediate exam with an alternative leading exam board (i.e, R.A.D), the qualification may be accepted by the ISTD also.
Miranda began dancing at the age of 3 under the instruction of Cathy Stevens where she continued to take classes in Tap, Ballet & Modern until the age of 18. After taking a break to gain her degree in Drama & Psychology she returned to dance embarking on her ISTD teacher training through Bristol College of Dancing. On achieving her full qualifications in all genres she took over as Principal at Bristol College of Dancing, a role she continues today. She continued her advanced teacher training through the ISTD gaining Licentiate status in both Modern and Tap and achieving Approved Tutor Status allowing her to deliver all units of the DDI & DDE. She continues to deliver all units at the college in Bristol and Chippenham at the Dancing Academy, alongside providing training as a distance learning tutor for candidates across the country. In addition to her tutoring commitments she continues to teach all levels at her own school Dance Inspirations in Bristol, as well as teaching for other established schools and providing one to one sessions for students and teachers. She has a commitment to maintaining her level of knowledge and attends numerous courses both regionally and in London. She has recently been selected as a member of the ISTD Members Education and Training Group; requiring her to travel to HQ throughout the year and discuss any current issues and upcoming initiatives. With an established comprehension of the ISTD work she has recently introduced both Progressive Ballet Technique, ID Contemporary syllabus and Acrobatic Arts to her CV. She still manages to find time to be Head Coach of the UWE competitive cheerleading squad; a role she has fulfilled for the last 10 years. Miranda is fortunate to have a very supportive and understanding husband who is very good at sharing the responsibility of her young daughter!
Carly has gained her ISTD Advanced Vocational Examinations in Imperial Ballet, Modern Theatre and Tap Dance. Carly holds the highly regarded Licentiate status of the ISTD in both Modern Theatre and Tap Dance, and currently the DDE (Diploma in Dance Education) level with the Imperial Ballet. Carly started her training here in Bristol under Denny Wide and then graduated under Judith Hockaday in Swindon.
Carly is Principal of her own school 'First Steps & Carly Elizabeth School of Dance' and is also a qualified and recognised Tutor delivering the ISTD DDI and DDE teacher training courses, here at The Bristol College and also The Linda Virgoe Academy in Gloucester.
Carly encourages and nurtures all her students to achieve their full potential in all areas possible. Many of Carly's students have gone on to professional Performing Arts, Musical Theatre and Ballet Schools, with many dancing professionally or now teaching.
With a passion for performance and choreography Carly's work has been recognised and awarded at The ISTD awards, All England Dance Competitions and many more Eisteddfods, Festivals and Competitions.
Originally from Hong Kong Priscilla is a fully qualified ballet teacher with the Royal Academy of Dance who holds her Advanced 2. Priscilla teaches classes from preschool through to adult, with a keen focus on vocational students. She is a qualified teacher of Progressive Ballet Technique and incorporates many of the innovative exercises in her teaching.
This mode of study is suitable for students who are studying for their Teaching Diploma or those students needing to complete units of the Teaching Diploma. Students attend classes daytime Monday to Friday, depending on the college timetable.
Intensive study days are held during half terms, school holidays and occasional weekends. Students who are looking to gain their dance teaching qualifications whilst working full time will find this the best fit. In order to attend the intensive programme students must be enrolled with the Bristol College of Dancing. By committing to the intensive method of training students must undertake a high level of personal study. There is no set period of time that will guarantee a student will be ready for a DDI or DDE exam. Students are considered for exam entry on an individual basis. Interested candidates will be required to attend day one of the program to be assessed for suitability before full acceptance onto the programme.
Provided for students who need to complete Unit 2 of the DDI: Promotion of Health & Safety in Dance, Unit 3 of the DDE: Lifespan Development and Learning in Dance, and Unit 5: Contextual Study of Dance. This method allows students to study at their own pace with the support of an Approved Tutor through email.
If you would further information about any of our courses or distance learning please complete the contact form and we will be in touch.


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Since a few of my readers liked to 'peek' when they were children (and maybe they still do), I thought I would post a short peek once again into my childhood.
I follow a page on FaceBook and the question was asked about what we remember most about Kindergarten.
My answer was "playing in the rhythm band". Terry replied that she would have liked to see my play. Well, as that is entirely out of the question, I thought I could at least post a picture of that little band of five-year-old boys and girls with our sticks, tambourines and triangles and drum.
The quality isn't so good, but I had to take a picture from a photo and that doesn't always come out well. I'm sorry I can't provide you with sound to go along with it. Perhaps, if you have a vivid imagination, you might just catch a little tune. I'm afraid I don't even remember what music we played to.
I hope you have enjoyed this little reminiscence. Please leave a comment below, and if you do not already follow my blog, feel free to sign up to have notifications come via e-mail.


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United States » Illinois » Military
Genealogy Quest - US Army and Navy Dead, 23 December 1945
The army and navy today made public new casualty lists, including a number from Illinois. Listed on this page are those men from Illinois along with their next of kin and address of record.
Genealogy Quest - US Army and Navy Dead, 23 October 1945
On 23 October 1945 the army and navy made public new casualty lists. The report includes the names of army and navy dead. Listed here are the soldiers, sailors and marines from Illinois, Indiana and Wisconsin.
On 25 October 1945 the army and navy made public new casualty lists. The report includes the names of army and navy dead. Listed here are the soldiers and sailors from Illinois.
On 28 October 1945 the army and navy made public new casualty lists. The report includes the names of army and navy dead. Listed here are the soldiers, sailors and marines from Illinois.
Genealogy Quest - US Army and Navy Dead, Wounded, Missing and Liberated, 12 September 1945
On 12 September 1945 the army and navy made public new casualty lists. The report includes the names of army and navy dead, wounded, missing and liberated. Listed here are the soldiers, sailors and marines from Illinois and Indiana.
On 26 September 1945 the navy and war department made public new casualty lists. The report includes the names of army and navy dead, wounded, missing and liberated. Listed here are the soldiers, sailors and marines from Illinois and Wisconsin.
Genealogy Quest - US Army and Navy Dead, Wounded, Missing, Safe and Liberated, 21 September 1945
On 21 September 1945 the navy and war department made public new casualty lists. The report includes the names of army and navy dead, wounded, missing, safe and liberated. Listed here are the soldiers, sailors and marines from Illinois and Wisconsin.
Genealogy Quest - US Army and Navy Deaths and Liberated Prisoners of War, 12 October 1945
On 12 October 1945 the army and navy made public new casualty lists. The report includes the names of navy dead and safe and army dead and liberated prisoners of war. Listed here are the soldiers, sailors and marines from Illinois.
Genealogy Quest - US Army Dead and Liberated Prisoners of War, 2 October 1945
On 2 October 1945 the war department made public a new list of casualties and of liberated prisoners of war. Listed here are the soldiers from Illinois and Indiana.
Genealogy Quest - US Army Dead and Liberated Prisoners of War, 20 November 1945
On 20 November 1945 the army made public new lists of casualties and of liberated prisoners of war. Listed here are the soldiers from Illinois and Wisconsin.
Genealogy Quest - US Army Dead and Liberated Prisoners of War, 30 September 1945
On 30 September 1945 the war department made public new casualty and liberated lists. The report includes the names of army dead and those freed from prison camps under Japanese control. Listed here are the soldiers from Illinois and Wisconsin.
On 4 October 1945 the war department made public new lists of casualties and of liberated prisoners of war. Listed here are the soldiers from Illinois and Indiana.
On 6 October 1945 the army made public new lists of casualties and of liberated prisoners of war. Listed here are the soldiers from Illinois, Indiana and Wisconsin.
Genealogy Quest - US Army Dead, Missing and Liberated, 29 September 1945
On 29 September 1945 the war department made public new casualty and liberated lists. The report includes the names of army dead, missing and those freed from prison camps under Japanese control. Listed here are the soldiers from Illinois, Indiana and Wisconsin.
Genealogy Quest - US Army Deaths, 6 December 1945
On 6 December 1945 the War Department made public a casualty list including 264 dead. These are the dead men from Illinois and Wisconsin, along with their next of kin and address of record.
Grand Army of the Republic Death Rolls Books
From Northcott Genealogical Publications dedicated to publishing in print form the death rolls from the Proceedings of the Annual Encampments of the departments of the Grand Army of the Republic (G.A.R.). Books for Iowa, Kansas, Nebraska, Indiana and Illinois. Lists of names in the books can be found on the site.
Grand Army of the Republic in Illinois
Lists GAR posts in Illinois.
History of 48th Illinois Infantry
History of Ninety-Ninth Infantry
History of the Seventy-Sixth Illinois Volunteer Infantry Regiment

redpajama_set_name: RedPajamaCommonCrawl


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Dr. Suzanne SteinbaumCardiology (Cardiovascular Disease), Internal Medicine Dr. Madeleine CastellanosPsychiatry, Neurology Dr. John LipmanGynecology, Vascular & Interventional Radiology See All
Mr. Donovan GreenAthletic Training, Fitness Dr. Pamela MillerInternal Medicine Dr. John LipmanGynecology, Vascular & Interventional Radiology See All
Find a Doctor/Pediatrics/KY/Lexington
Dr. Cheri Landers, MD
Pediatrics, Pediatric Critical Care MedicinePediatrics | Pediatric Critical Care Medicine
Treats Children
University of Kentucky Medical Center800 Rose StLexington, KY 40536
Dr. Landers's Background
Dr. Landers, MD is a practicing Pediatrician in Lexington, KY. Dr. Landers graduated from University of Missouri Columbia School of Medicine in 1993 and has been in practice for 25 years. She completed a residency at Baylor College of Medicine. Dr. Landers also specializes in Pediatric Critical Care Medicine. Dr. Landers accepts multiple insurance plans including Aetna, SIHO Insurance Services, and Sagamore Health Network.
Dr. Landers, MD is a practicing Pediatrician in Lexington, KY. Dr. Landers graduated from University of Missouri Columbia School of Medicine in 1993 and has been in practice for 25 years. She comple...Dr. Landers, MD is a practicing Pediatrician in Lexington, KY. Dr. Landers graduated from University of Missouri Columbia School of Medicine in 1993 and has been in practice for 25 years. She completed a residency at Baylor College of Medicine. Dr. Landers also specializes in Pediatric Critical Care Medicine. Dr. Landers accepts multiple insurance plans including Aetna, SIHO Insurance Services, and Sagamore Health Network. More...Less
Pediatric Critical Care Medicine
Baylor College of Medicine
University of Missouri Columbia School of Medicine
Learn More About Pediatrics
Why So Many Children Are Left in Hot Cars—and How to Prevent It
Every summer, it seems we hear stories about children dying after being left in hot cars. Upon reading these stories, many parents have a similar reaction—how could anyone forget their child in ......Read More
Q: What is atrioventricular canal defect (AVC)?
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800 Rose StLexington, KY 40536
Dr. Vishwas Talwalkar
110 Conn Ter Lexington, KY 40508
Dr. Robin Feese
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Dr. Shaun Mohan
800 Rose St Rm Mn-150 Lexington, KY 40536
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800 Rose St Lexington, KY 40536
Dr. Vanisha Patel


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20.04.2008: CONRAD RAUTENBACH Welcome to: Jordan Rally
Rally Jordan FIA World Rally Championship, round 5/15 Amman, Jordan
The World Rally Championship arrives in the Middle East for the first time next week, when the Jordan Rally gets underway. This inaugural Jordan Rally will certainly bring a fresh edge of culture and history to the series, running through some of the most important religious sites on the planet, including the location where Jesus Christ was believed to have been baptised.
Jordan's historical and theological importance is well documented, but its World Rally Championship points that Zimbabwe's most successful rally driver ever Conrad Rautenbach comes to the shores of the Dead Sea in search of. Rautenbach and his British co-driver David Senior bagged five points in Argentina last month. Now the pair want more.
This being the Jordan Rally's debut in the WRC, nobody knows precisely what to expect. The event is 90 per cent new – thanks largely to the US$10m investment from the government – from the Jordan Rally first put up for inclusion in the World Rally Championship in 2005. Many of the roads have been built in their entirety and those remaining from previous years have been resurfaced, ensuring this is one of the smoothest gravel events in the series.
One unique factor for the Jordan Rally is the height at which the action takes place: much of the event takes place below sea level. Another feature of this fifth WRC round of the season is the gruelling final day, comfortably the longest of the three days; a sting in the tail if ever there was one.
And the biggest hurdle standing in the way of Rautenbach and his aim of improving on his current eighth position in the drivers' championship is the Jordan River test. At 41.45 kilometers, this Sunday stage will be an epic. It's tough enough having to drive it once, but the event's longest test is run twice on the final day – providing a major challenge for the drivers who have already survived two tough days of rallying in the desert.
Another plus point for the Jordan Rally is the strength of support coming from the royal family. King Abdullah II was a driver of some note in the 1980s and '90s and his brother, Prince Feisal has been one of Jordan's staunchest supporters in its efforts to land a WRC round.
Conrad's column*
I've been really busy since finishing fourth in Argentina. I've been in the gym every day and also in the sauna – trying to get myself prepared for the heat which is coming our way in Jordan. I'm quite lucky in the way that I deal with the heat; I don't seem to suffer too much. Coming from Africa, I've competed in hot conditions for quite a while, which has probably got something to do with it.
It took a little while for things to calm down after Argentina. Thinking back to it, it still seems a bit crazy. I wasn't too sure what to expect from the event or the country, but by the time I left Buenos Aires, I was a big fan of both. When I got to Buenos Aires to take the return flight back to Europe, I was told my flight was delayed by a day.
I was actually quite pleased to have another day in such a great place. I was even happier when an old school friend of mine got in touch after she'd seen me on facebook. I hadn't seen her since junior school, 12 years earlier – so we hooked up on my extra day. A surreal end to what had been a fairly surreal week.
Since being back in Europe, I've been counting the days to Jordan.
Every minute I spend in the Citroen C4 WRC, I enjoy it more and more. And I have more confidence in the car and more understanding of what it takes to drive this car on the limit. It's so different to the Xsara WRC was I was driving before. Looking back at events like Rally Great Britain last year, it's quite clear to me that I was trying to force my driving and force the pace. You just can't do that with these cars.
Sure, the C4 is an easier car to drive than the Xsara, but the biggest lesson I learned in Argentina was that to drive faster, you have to learn to drive slower. Of course, that's not in the literal sense, but you have to relax about everything in the car; trying to force anything with these things is sure-fire way to disaster.
I still have lots to learn about the C4, which is why I'm so excited about Jordan. The best way to learn is in constant conditions with predictable levels of grip. That's what we should have in Jordan – although I do remember people telling me they were sure the sun would shine in Argentina! Running in much warmer weather will also get the
tyres working much at their optimum performance. Better weather should also mean much closer competition; I would be very surprised if we see anything like the crazy time differences after the first stage this time around. My aim is to get into the points again.
I'm eighth in the championship right now and to be starting the rally up around the leading drivers is fantastic – it's where I want to stay. Argentina was a fantastic achievement. To receive the Abu Dhabi Spirit of the Rally Award was awesome recognition not just for David [Senior, co-driver] and myself, but the whole team behind us. But Argentina's done now. It's history and I have to build on that achievement, starting with Jordan next week.
Last time out: Rally Argentina (27.03.08-30.03.08)
Conrad Rautenbach re-wrote the World Rally Championship's history books on last month's Rally Argentina. He became the first driver from Zimbabwe ever to score WRC points, finishing an exceptional fourth overall in the Citroen C4 WRC.
The Sunday afternoon celebrations – not only for fourth place, but also for being awarded the Abu Dhabi Spirit of the Rally trophy for his efforts – seemed a long way away for Rautenbach after he finished the opening fog-bound and rain-lashed stage in 21st position. Unwilling to let the inclement South American weather damped his spirits, the reining FIA African Rally Champion battled his way back up the order, climbing 17 places, to end the rally in an incredible fourth overall.
What was even more impressive was that last month was Rautenbach's first trip to Rally Argentina, only his second outing in a Citroen C4 WRC and only his fifth ever drive in a World Rally Car.
The full facts: Conrad Rautenbach
Nationality: Zimbabwean
Car: Citroen C4 WRC
WRC debut: Monte Carlo 2004
WRC starts: 33
Jordan Rally starts: 0
FIA championships won: 1 (2007 FIA African Rally Championship)
Best WRC finish: 4th (Rally Argentina, 2008)
Co-driver: David Senior
The full facts: Jordan Rally
Start: Dead Sea, 1800** Thursday April 24
Day one: 8 stages 115.18km
Day two: 8 stages 109.84km
Day three: 6 stages 134.24km
Finish: Dead Sea, 1500** Sunday April 27
- Conrad Rautenbach media -
Permanent-URL: http://www.automobilsport.com/jordan-rally-conrad-rautenbach-amman-world-rally-championship-dead-see-david-senior---36121.html


Holy … no sooner did those threatening words about Euron Greyjoy escape Pilou Asbæk's lips, when HBO released the second Game of Thrones Season 7 trailer, full of gorgeous shots (look at that header of Sophie Turner as Sansa!), insanely giffable moments, and what might be a big loss for Daenerys Targaryen.
First, check out the incredible preview, and then we'll discuss what might be happening to one of the dragons. Euron is surely hella pissed that Yara and Theon made off with his ships, and with Dany; he'll surely follow the group, but what will he do when he finds them?
this one grabbed my attention, because it looks like a dragon is possibly on fire and falls from the sky.
… I'm just saying I wouldn't be surprised if Euron had something to do with it.
Game of Thrones returns to HBO July 16th; first Season 7 trailer here.


Another day "off" tomorrow. A vacation day with the "off" in quotes. Not a day for sleeping in. Or sitting on the porch reading a book. Not relaxing.
It's been an "off" week too. Strange weather. Dead plants. Work disappointment. Political b.s.
Perhaps that's why tonight is not a good night for writing. A blockage is happening. Or is it apathy? Sloth? The siren song of bad tv calls. So does a pillow.
Last night, while talking with a friend on the phone, she mentioned that once a week, she goes to bed at 8:30 whether she needs to or not. She looks forward to that night. Of course, there's a very good reason for looking forward to it: she is the mom of a very busy almost 5 year old and that early-to-bed night is as close to "me time" as she usually gets. And she wakes up after her night of extra sleep feeling ready to deal with whatever comes her way. If she skips it, she's "off". Not her usual happy self. Not as nice to be around. Not at her best.
Not being at my best almost meant the rule for the blog got vetoed tonight. Writing every day is the rule. So this post is what happened.
This entry was posted in So and tagged apathy, bad tv, Julie Petroski, off day, parenting, rules, sleep, sloth, writer's block. Bookmark the permalink.
Yes, tomorrow is another day. I'm short on ideas myself, today.
But still yourself and Fransi managed to write relevent posts – hot off the press so to speak, enjoy your Easter.
Still a good post, even if an off day!


Established to create a broadcasting legacy, the Broadcast Academy by HBS relies on broadcast experts to help other professionals develop and improve their broadcasting skills.
Host Broadcast Services (HBS) has been at the forefront of innovation in the field of broadcasting since 1999 and has acquired the skills and knowledge by working with the best in the industry. To share this knowledge and improve sports broadcasting standards at an international level, the Broadcast Academy has been delivering its programmes in more than 20 countries around the world and has trained more than 10,000 TV professionals.
Training is delivered in the form of masterclasses, seminars and workshops, and focuses on all aspects of sports TV broadcasting. For complete course and workshop overview, visit the Broadcast Academy website.


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(Asian Nuclear Training
and Education Program)
Workshop-FNCA2001
The 3rd FNCA Workshop on Human
Resources Development in the Nuclear Field
Dr. Jong-Kyun Park
Nuclear Training Center
Korea Atomic Energy Research Institute
The 3rd FNCA Workshop on Human Resources Development (HRD) in the Nuclear Field was held from 29 October to 1 November 2001 at the Korea Atomic Energy Research Institute (KAERI) in Daejeon, the Republic of Korea. The Ministry of Science & Technology (MOST) of Korea and the Ministry of Education, Culture, Sports, Science and Technology (MEXT) of Japan sponsored the Workshop. The Korea Atomic Energy Research Institute (KAERI) and the Japan Atomic Energy Research Institute (JAERI) acted as the hosts.
Thirty-eight participants from eight member countries i.e., Japan, China, Indonesia, Korea, Malaysia, the Philippines, Thailand, and Vietnam attended the Workshop. Particularly, one from the International Atomic Energy Agency attended as a special speaker. The Workshop was comprised of the presentation of country report on status and specific needs for the human resources development in the nuclear field in each member country, round table discussion for the mutual cooperation in the human resources development among member countries, and technical tours to Hanaro Research Reactor, RI Production Facility (RIPF), Irradiated Materials Examination Facility (IMEF) in KAERI, KEPCO Nuclear Fuel Company and Yonggwang Nuclear Power Plants.
Presentation of Country Report
Opening Ceremony of the Workshop
Themes and Contents of the HRD presented and discussed during the Workshop.
Each member country presented its status and specific needs on human resources development in the nuclear field including its desires for the future regional cooperation. The following are the six themes presented and discussed by the participants during the workshop:
a) Clinical study of concurrent chemo-radiotherapy.
b) Clinical study of prophylactic para-aortic irradiation.
c) Randomized clinical study comparing AHF versus conventional radiotherapy with or without concurrent chemotherapy.
Concerning the investigation of mutual support for problems and needs on HRD, the needs on human resources development which had been identified in 2000 were revised. Productive information exchange on HRD scenario to secure safety in RI and research reactor utilization was made. It was also identified that HRD strategy for each country should be based on the development program for nuclear technology and the common theme of each FNCA project. It was confirmed that HRD strategy for young generation is a common issue for all member countries. Nuclear Young Generation Network presented by Korea and Japan was recommended to member countries as a valuable mechanism to promote young generations career and job opportunity. Review of Japans HRD program for nuclear science and technology, i.e., MEXT Nuclear Researchers Exchange Program, Seminar for Nuclear Administrators, International Seminar on Nuclear Safety, International Training Program for Atomic Energy Safety Technology and Nuclear Safety Expert Dispatching Program were presented. Indonesia explained the proposal for a feasibility study on the establishment of the Asian Institute of Nuclear Science and Technology. However, it was mentioned that more elaboration might be necessary to figure out the feasibility of the AINST. Korea presented its proposal for the feasibility study on the establishment of the IAEA sponsored International Nuclear University.
Technical Tours to Nuclear Facilities
Action Items for FY 2002 and Future Plan for HRD Project
At round table discussions on the second and third days of the workshop, member countries agreed upon the action items for FY 2002, i.e., exchange of training materials in radiation protection areas among member countries, linkage of JAERI/NuTEC's homepage and member counties'homepage, exchange of information on training courses conducted in English to be held in 2002, distribution of training materials (CD ROMs: US$ 10) for high school students made by the Philippines. In addition, it was agreed that JAERI/NuTEC shall distribute a textbook translated in English on "Thermal-Hydraulic of Nuclear Reactors" to member countries upon request. All member countries also agreed the future plan for HRD project to be focused in main topics as follows:
- Investigate Mutual Support for Problems and Needs on HRD
- Investigate HRD Scenario to Secure Safety in RI and Research Reactor Utilization
- Assist Formulation of HRD Strategy in Each Country
The Philippines tentatively offered to host the 2002 Workshop on HRD at the 2nd FNCA Coordinators Meeting held in March 2001. All participants in the Workshop appreciated the offer and agreed the Philippines as the venue for 2002 Workshop.


Originally from India, the history of Yoga is linked to the Indian civilization: created to help man to overcome the cycle of reincarnations and its suffering, it is one of the six great philosophical systems of the country.
However, the precise origins of Yoga remain unclear and its history is full of shadows; this is explained in particular by the oral tradition of its transmission and the secret character of its original teaching. If the first forms of practice seem to date from 5.000 years, some specialists make them go back to more than 10.000 years.
It was first developed in Hindu scriptures, especially in the Bhagavad-Gita and the Upanishads. I was, then, very motionless and mystical, essentially focused on the breath. Yoga is, above all, an holistic system that works both the physical and spiritual plane of the practitioner. Many consider it a way of life approaching wellness and health in a natural way, which through various techniques of body-mind work makes people less vulnerable to disease and helps to balance at all levels.
In this article, we'll guide you through the different styles and benefits of this practice. Stay with us!
Speaking of asanas, this is probably the first word you learn when you start entering the world of Yoga. They are the postures that you make to benefit your body in several ways. Get to know more about them in the article we've prepared for you. If you're looking for information about floor asanas, worry not, we've got you covered too.
There are many health professionals that recommend yoga for cancer patients as physical activity during their treatments. On the other hand, if you're pregnant, you can benefit of the practice of Yoga, too! Feeling overwhelmed? If you're just entering this whole new world of Yoga, you can't miss our Yoga Poses for Beginners' guide. Happy Yoga!


In 2015, the world leaders committed to achieving the Sustainable Development Goals (SDGs) and the Education 2030 Framework for Action (FFA) within the next fifteen years, the most ambitious global development agenda in history. For education, this includes the pledge to 'ensure inclusive and equitable quality education and promote lifelong learning opportunities for all by 2030' – regardless of personal, social or political context.
Such ambitious goals need to be paid for. Since education is central to the achievement of all the development goals, failing to make adequate investments in education puts the success of the entire new agenda at risk. Investment in education now is key to fund a better future tomorrow.
Despite the hope and promises, in 2018, we are still in a global education crisis.
Which means today 263M children and youth are denied education – the vast majority live in the poorest countries.
That is why the Global Campaign for Education has launched a global, multi-layered education financing campaign, spanning over several years. It originated in 2011 and ran again in 2014 and 2017 with a targeted objective at the Dakar replenishment conference in February 2018 – Fund the Future: Education Now.
At such, the campaign deals with Public-Private partnership, and the growing tendency of donors agencies to fund low-cost private schools, instead of focusing the effort on strengthening the public education offer. It is also focused on accountability, and aims to develop and strengthen civil society evidence-based advocacy by giving them the tools to strictly monitoring governments' pledges and spending in education.


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Wed 8 May: George Speake: Saxon Art and Archaeology
Charlbury Art Society Memorial Hall 7.30
George Speake is an art historian and archaeologist. He is an Honorary Research Fellow at the Institute of Archaeology at Oxford and a leading authority on Anglo-Saxon animal art.
Currently he is the Anglo-Saxon Art and Iconography specialist for the Staffordshire Hoard conservation team and is working on the reconstruction of the Staffordshire Helmet
George was educated at the Slade School of Fine Art and St John's College Oxford and at the Institute of Archaeology.
For the past three years he has been working on the reconstruction of the more than 1,000 pieces of the Staffordshire Helmet following work on the Royal Saxon Tomb in Prittlewell
George is author of the book Beasts, Birds and Gods: Interpreting the Staffordshire Hoard, identifying among other characteristics an "eyeless, open-jawed serpent" depicted on the helmet's cheek guard. He will share his latest work and discoveries with us.
Tony Lloyd · Link


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Read Across America to "Celebrate a Nation of Diverse Readers"
In 2020, NEA's Read Across America program is spotlighting books that tell children of color that they belong in the world and the world belongs to them.
By: Cindy Long
What's in a name? Everything, Alma Sofia Esperanza José Pura Candela would tell you. At first the title character in the picture book Alma and How She Got Her Name thought six names was far too long. "It never fits," she complains to her father. But when he explains how her entire name honors the family's history, culture and aspirations, she realizes it tells her not only where she came from but who she may become.
Oregon kindergarten teacher Gloria Pereyra-Robertson learned about Alma and How She Got Her Name from the NEA's rebranded Read Across America program and calendar. She now regularly reads it in her kindergarten classroom to celebrate the diversity of her students from Central and South America, Vietnam, Laos, Samoa and other parts of the world. Along with books like The Name Jar and Renee Has Two Names she introduces her students to the many different names children have and how learning to appreciate and pronounce them teaches children the unique value every name and every student brings to school.
"We'll have a discussion about how it can feel to be in a new school and a new country where nobody can say your name the way they did back home," she says. "We talk about how lonely it can be to not know the language and how hard it can be to make friends."
Pereyra-Robertson, the daughter of Mexican immigrants, knows what it's like to grow up surrounded by books about white children and not see herself in them. She also knows the pain of having an unfamiliar name. Even today, people call her by her married name, Robertson, instead of attempting Pereyra-Robertson. Growing up, her sister, Taide, would come home crying from the constant teasing about her name. Kids called her Tidal Wave or Tidy Bowl. She wants her students to have a different experience and see the beauty in each other's names. Like Alma, she wants her students to be proud of their own names, of where they come from and who they can grow up to be.
"NEA believes diverse literature enables students to see themselves as the heroes of the story, while also showing them that all kinds of people can be the heroes too," says NEA President Lily Eskelsen García. "We cannot emphasize enough the value of reading and inspiring children to curl up with a great book to read. It is also important that we emphasize books that are telling children of color that they belong in the world and the world belongs to them.
NEA rebranded the Read Across America program with a new visual look and feel, including a new brand identity and a redesigned web site. With a new mission to "Celebrate a Nation of Diverse Readers" all year long, Read Across America is a year-round program that promotes reading fun and discovery with its digital activity and resource web site and a print version of the web content.
The digital activities and resources calendar makes it easy for educators and other children's literature lovers to find educator-recommended books. The digital calendar provides expanded content, such as classroom activities, videos, resources, and ideas based on the 36 books recommended for the 2019-2020 school year.
When reading diverse books to her students, Pereyra-Robertson sees their eyes and smiles widen. "They're thinking, 'Hey, I can dream too! I can have the same adventures -- I see it now in these books! I see that reflection of me!'" she says.
Just as important, she says that white kids see that kids of color or kids who are immigrants or from different backgrounds have stories too, and they are just as valuable as their own, more familiar stories.
"These books also change mindsets and help children develop empathy," Pereyra-Robertson says. "It allows them to get to know and get along with many different kinds of children and to recognize the beauty of what we all bring to class."
She recommends looking at the RAA calendar at the beginning of the school year and throughout the year and finding one that fits for every month to expand into a lesson. During read aloud time, in the library or in the classroom, she recommends reading a diverse book at least once a week.
"Go to the NEA RAA list for ideas," she says. "There are no stereotype books on this list, and it offers ideas for appropriate books according to grade level."
And don't stop there, Pereyra-Robertson adds. The RAA list is just a jumping off point. There's a rich and growing world of diverse books available, and with a little research and collaboration with librarians and colleagues, you will uncover treasures, she says.
A student-written inscription in one of the diverse books featured in Pereyra-Robertson's classroom.
With a little digging, Pereyra-Robertson struck gold with Dreamers by Yuyi Morales, a story about migrants, family and the power of dreams. She couldn't wait to add it to her personal library, but before she could a student brought it to her as a gift.
"Last year this beautiful little girl brought me this book," Pereyra-Robertson recalls. "She had a hard life and she was in her fifth school that year when she came to me at the end of the year holding this book. She'd overcome homelessness, living under a bridge, and had lost her father."
It was an expensive, hard cover picture book and Pereyra-Robertson worried that she'd spent money she didn't have, but the little girl shook her head no.
"You helped me dream again and I want you to help other kids dream, too," she said.
1 The Calming Effect of Poetry in Uncertain Times
2 Cherokee Picture Book Shares Lessons of Gratitude for Thanksgiving and All Year Long
3 NEA's Read Across America Rebrands With New Mission


At Builth Wells Primary School we receive a £16,100 Pupil Deprivation Grant which is used to fund a part-time teaching assistant, SEN interventions and training.
This entry was posted in Pupil Deprivation Grant by Mr Lewis. Bookmark the permalink.


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Dragon Ball Super: Super Hero Film Announced
Recently the Dragon Ball Panel at Comic-Con@Home 2021 was held and during the panel they revealed new details for the next Dragon Ball film. The next film will be titled, "Dragon Ball Super: Super Hero," and is set to premiere sometime in 2022.
First, the panel revealed a few thoughts from Dragon Ball creator, Akira Toriyama. While he did not show up in person to the online event, his editor, Akio Iyoko presented his thoughts for him.
Akira Toriyama wrote the following notes about the film.
An all new movie since "Dragon Ball Super: Broly" is currently in the making!
Just like the previous movie, I'm heavily leading the story and dialogue production for another amazing film.
I really shouldn't talk too much about the plot yet, but be prepared for some extreme and entertaining bouts, which may feature an unexpected character.
We'll be charting through some unexplored territory in terms of the visual aesthetics to give the audience an amazing ride, so I hope everybody will look forward to the new movie!
Next, the panel revealed some concept arts include several character models and a look a Piccolo's house. Additionally, the panel revealed a look at the film's villain, however the character's name was not revealed at this time.
Lastly, the panel revealed a look at some test animation for the film. The team confirmed that the animation revealed during the panel is not fully reflective on the final product and is used more as a preview of how the characters will move in the film. The preview can be seen roughly around 21:50 in the video.
While these are some major highlights for the panel, those who are interested can view the panel in its' entirety above.
Source: San Diego Comic Con 2021 @ Home
Anime & Manga, News, Shonen, Trailers, Teasers, & VisualsAnime, Anime News, Comic-Con@Home 2021, Darkon633, Dragon Ball, Dragon Ball Super, Dragon Ball Super: Super Hero, Goku, Hero Club, Krillen, Pan, Piccolo, San Diego Comic Con, San Diego Comic Con 2021, SDCC, SDCC 2021, Toei Animation
Leslie Grace Lands Role of Barbara Gordon for Upcoming Batgirl Film
Star Trek: Prodigy Teaser Trailer Streamed


Do you have a pond in your garden? Is it home to any frogs or toads? Take part in the Big Spawn Count 2012 and help Pond Conservation with valuable research.
The Big Spawn Count survey aims to find out how many frogs and toads are breeding in garden ponds.
By counting the number of spawn clumps in your pond and submitting your results online, you'll contribute to important research.


Virogreen India Pvt ltd is a proud member of the Industrial Waste management Association of Tamilnadu. The Industrial Waste Management Association was formed on the directive of Tamil Nadu Pollution Control Board to establish facilities for the safe and scientific disposal of the solid wastes from industries as per the Hazardous Waste (Management and Handling) Rules and Environment Protection Act. At Virogreen, we convert Waste Electronic and Electrical Equipment (WEEE) into raw materials like Metals, Plastics, PCB's and Glass, and these are sent as reusable resources to various industries.
The Residues after process are sent to safe and secure landfill through Tamil Nadu Waste Management Ltd (TNWML).


The Czech Republic ( (listen); Czech: Česká republika [ˈtʃɛskaː ˈrɛpublɪka] (listen)), also known by its short-form name, Czechia ( (listen); Czech: Česko [ˈtʃɛsko] (listen)), is a landlocked country in Central Europe bordered by Germany to the west, Austria to the south, Slovakia to the east and Poland to the northeast.
Czechoslovakia, or Czecho-Slovakia (; Czech and Slovak: Československo, Česko-Slovensko), was a sovereign state in Central Europe that existed from October 1918, when it declared its independence from the Austro-Hungarian Empire, until its peaceful dissolution into the Czech Republic and Slovakia on 1 January 1993.
Czech (; čeština Czech pronunciation: [ˈtʃɛʃcɪna]), historically also Bohemian (; lingua Bohemica in Latin), is a West Slavic language of the Czech–Slovak group.
The CZ 75 is a semi-automatic pistol made by Czech firearm manufacturer ČZUB. First introduced in 1975, it is one of the original "wonder nines" featuring a staggered-column magazine, all-steel construction, and a hammer forged barrel.
Czech Airlines j.s.c. (abbreviation: ČSA, Czech: České aerolinie, a.s.) is the national airline of the Czech Republic.
The Czechs (Czech: Češi, pronounced [ˈtʃɛʃɪ]; singular masculine: Čech [ˈtʃɛx], singular feminine: Češka [ˈtʃɛʃka]) or the Czech people (Český národ), are a West Slavic ethnic group and a nation native to the Czech Republic in Central Europe, who share a common ancestry, culture, history, and Czech language.
Czesław Miłosz ([ˈt͡ʂɛswaf ˈmiwɔʂ] (listen); 30 June 1911 – 14 August 2004) was a Polish-American poet, prose writer, translator, and diplomat.
The Czech Pirate Party (Czech: Česká pirátská strana) or Pirates (Czech: Piráti) is a political party in the Czech Republic, founded in 2009. It is the third largest party in the Chamber of Deputies following the 2017 legislative election, with 22 out of 200 seats, entering the Chamber of Deputies for the first time since its formation.


George Martin's Grillfire in Hanover is a contemporary, upscale restaurant offering American comfort food for breakfast, lunch, dinner, and late night snacks. The menu includes classic dishes, such as Horseradish, Bacon & Cheddar Crusted Meatloaf, Country Fried Breast of Chicken, and Baby Back Ribs, along with sandwiches, burgers, steaks, and seafood.
Start your meal off with their popular Brussel Sprouts appetizer, baked with jalapenos, garlic, and ginger in a sweet soy glaze. Relax at the bar or in their lounge during Happy Hour, held Monday through Friday 4 p.m. to 7 p.m., for $5 house wine, craft beer, and select cocktails plus appetizer specials.
Grillfire has a casual yet classy atmosphere with a cozy fireplace, dim lighting, and rustic stone walls. The restaurant is attached to the lobby of the Hotel at Arundel Preserve, so it's easy to find and there is also convenient, free parking in the parking garage. Visit George Martin's Grillfire every day from 7 a.m. to 11 p.m.
Enjoy a relaxing and classy happy hour at George Martin's Grillfire. Serving up half-price cocktails along with $5 house wine, $4 draft beer and $3 domestic bottled beer, you can unwind in this modern and casually upscale restaurant with your co-workers and friends. Sample local oysters on the half-shell or peel-and-eat jumbo shrimp each for only $7. Try the spin on traditional wings with the mesquite grilled chicken wings in your choice of buffalo, sweet chili glazed or Memphis rub for only $5. If you prefer something fried, the panko crusted button mushrooms with kimchi aioli are just the things for you.
Every Monday through Wednesday you can plan a hearty steak dinner with the Steak in the Neighborhood special. For only $40 you can enjoy a full steak dinner, choosing from a top sirloin, Black Angus New York strip, Creekstone Farms filet mingon or ask about the weekly butcher's cut. All are served with your choice of sauce, salad, side and dessert. Make it a real treat by adding a Maine lobster tail for only $15. Come for a fun happy hour with friends or a romantic weeknight dinner and get the tastiest food and drinks at an unbeatable price at George Martin's Grillfire!


Some nice things arrived here at the Webster's this week, it certainly cheered up what has been a miserable week.
Ignore the video camera, it's not a win, I had just finished filming for Wonderland Freebies.
I am so looking forward to throwing my Come Round Party next week, this is the second time I have taken part in one, the Iron is fantastic and the same model I always use, just waiting for the Ironing board now.
This is not technically a win or a freebie but it's a fantastic offer, the magazine is £2 but you get a Nails Inc Kate Spade polish and a Joy Card from Body Shop that has either £3,£15 or £100 on it with no minimum spend, can't wait to find out what mine has on it.
Also featured in the photo is the new No Contact Thermometer from Brother Max, an Epic Goodie Pack from Bosch and a sample of the new Taylor Swift perfume, Wonderstruck.


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Information about History Degrees
History is the science concerned with finding, gathering, structuring and passing on facts about events in the past. It aims at objectively establishing a cause-effect explanation of events in a chronological, complete and truthful manner. The study of history helps everyone understand why human society is the way it is today, why there are differences between societies and how people have evolved over time. A good understanding of the past leads to better decisions in the present and better planning for the future. Although history is regarded as a descriptive science of the past, it has great impact on the present.
A student with a Master's degree in history will learn how to assess evidence of various types, how to interpret conflict in an objective, based manner and how to explain past changes. History studies offer flexibility, help students develop good analytical skills, the capacity to identify, analyse and explain trends and behaviours and great research skills.
All the attributes above are vital, especially for students with a Bachelor's degree in history, who can find employment as historic buildings/conservation officers, museum/gallery curators, archaeologists, broadcast journalists or academic librarians.
View all Distance Learning courses in History
Suggested Online Programmes in History
Virtual Winter Festival - Arts and Humanities
Virtual Winter Festival of Learning is taking place between 18-29 January 2021 and offers a wide variety...
University of Cambridge United Kingdom
Reading Narratives of Slavery, Memory and Human Rights
This Reading Narratives of Slavery, Memory and Human Rights course at Aarhus University covers various...
Aarhus University Denmark
The History programme offered by the University of Bristol delivers expert postgraduate supervision,...
Archaeology - Undergraduate Foundation Programme
This one-year (3 term) Archaeology - Undergraduate Foundation Programme from ONCAMPUS UK North offers...
View all Distance Learning programmes in History


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You are here: Home / News / National Vetting Bureau (Children and Vulnerable Persons) Act 2012
National Vetting Bureau (Children and Vulnerable Persons) Act 2012
11th April 2017 /in News /by oclegal
The National Vetting Bureau (Children and Vulnerable Persons) Act 2012 came into force on 29th April 2016. All individuals and organisations working with children and vulnerable persons, or with regular access to or contact with them, should be aware of their obligations under this new legislation.
Who is to be vetted
Under the new legislation, vetting is now mandatory in circumstances where "relevant work or activities" in relation to either children or vulnerable persons, as defined, is carried out by any individual, except in certain limited circumstances. Individuals covered by the legislation include employees, contractors and unpaid volunteers.
"Relevant work or activities" in relation to children includes:
any work or activity which is carried out by a person, a necessary and regular part of which consists mainly of the person having access to, or contact with children under certain legislation including the Child Care Act 1991, Education Act 1998 and Health Act 2007 or in a hospital or health care centre setting;
treatment, therapy or counselling provided to a child;
care or supervision of children;
the provision of education, training, cultural, recreational, leisure, social or physical activities to children (whether on a commercial basis or not); and
the provision of advice, guidance or developmental services to children.
This is not an exhaustive list. Roughly equivalent provisions apply in relation to vulnerable persons, who are defined as people, other than children, who:
are suffering from a disorder of the mind (including dementia);
have a physical impairment (whether as a result of injury, illness or age); or
intellectual or physical disabilities; and
which are of such a nature as to restrict the capacity of the person to guard themselves against harm, or that result in their requiring assistance with daily living activities including dressing, eating, walking, washing and bathing.
The Act provides for the establishment of a database system, which is to be operated by the National Vetting Bureau, formerly the Garda Central Vetting Unit. This database will contain registers of:
Relevant organisations;
Specified information; and
Vetted persons.
"Relevant organisation" means any person, including a company, who employs any individual to undertake relevant works or activities, or uses contractors or volunteers to do so (whether or not for commercial or any other consideration). Providers of education or training courses where a necessary part of the placement involves participation in relevant work activities or activities are also included, as are employment agencies, bodies responsible for the regulation of certain professions and representative bodies or those who represent, for the purposes of these vetting procedures, another person, trade, profession or body, organisation or group or other body of persons that undertakes relevant work or activities.
A relevant organisation may not employ or otherwise use individuals to undertake relevant work or activities unless the organisation has received a vetting disclosure from the Bureau in respect of that person. Any person who does so is guilty of an offence, which can lead to a fine of up to €10,000 or imprisonment for up to five years. Arrangements entered into prior to 29th April are excluded from this, but relevant organisations will have to apply to have individuals retrospectively vetted if no vetting has previously taken place.
Employers and those now seeking to contract individuals to undertake work should be careful to ensure that Garda vetting is completed before committing to any employment or contractual arrangements.
An application for vetting disclosure in respect of an individual must be made by a liaison person, notified to the Vetting Bureau as such, for the relevant organisation in question. Vetting will involve searching for convictions as well as for "specified information". This is information concerning a finding or allegation of harm to another person that is received by the Bureau from the Gardai or certain organisations and which is of such a nature as to reasonably give rise to a bona fide concern that the person may harm or attempt to harm a child or vulnerable person, incite another person to harm them, or cause them to be harmed or put at risk.
Individuals to be vetted must be notified by the Bureau of any intention to disclose specified information to the relevant organisation, and they can appeal the decision if they so wish.
Those vetted prior to 29th April will be entered into the register of vetted persons.
Compliance inspections
The Bureau will now have compliance officers, who will be permitted to:
Enter and inspect premises occupied by relevant organisations;
Inspect and take copies of any books, records, etc relating to vetting procedures;
Remove them;
Require any individuals, including the liaison person to give information or assistance or produce books or records;
Examine any person and require them to answer questions as required and to make a declaration as to the truth of their answers.
In light of these new powers, relevant organisations should make sure that they are sufficiently organised to be able to appropriately deal with an inspection, should one occur, and that everyone who needs to be vetted is.
Our above memo is prepared for general information purposes; it does not purport to provide legal advice. O'Connor solicitors accept no responsibility for losses that may arise from reliance on information contained in this post. It is intended to identify general issues on which you may require legal advice. Full legal advice should be taken from a suitably qualified professional when dealing with particular circumstances.
http://www.oclegal.ie/wp-content/uploads/2016/05/garda-thumb.jpg 156 280 oclegal http://www.oclegal.ie/wp-content/uploads/2016/03/oclogo-1.png oclegal2017-04-11 11:11:122019-01-21 10:07:49National Vetting Bureau (Children and Vulnerable Persons) Act 2012
Regulation of Lobbying Act 2015 Charities Regulator launches new guide for Charity Trustees


It's a rainy morning here, maybe the first big storm since we moved in here. It was nice to sit in bed and hear the rain bounce off the skylight above. There was a decent amount of lightning and thunder, which I almost slept through. There were, however, two cats with large tails sprinting around the house to get away from this large cousin of the feared vacuum cleaner monster that was booming through the skies.
I saw a guy get killed on a motorcycle yesterday. I mean, I didn't see the actual accident; I sat in traffic forever, and when I finally got to the epicenter of sirens and emergency vehicles, I saw a debris trail of the remainder of a BMW bike smashed into a thousand pieces. Then I saw a yellow plastic sheet over a body, with one hand sticking out. That really freaked me out. If I just saw the twisted metal machinery, it would bother me a bit, but actually seeing the casualty made me start thinking about a family member somewhere getting a phone call. And what a day to get a phone call too – on the anniversary of 9/11.
I've been ruminating on that one a bit too. Now that I've been out of New York for a few years, it seems to be just a distant memory. I was just looking for the scans of the pictures I took on that morning, and ended up spending a few minutes looking at all of the other pictures I took around that period, like a whole series of shots of my old place in Astoria, and the batch of pictures on a rainy September night that eventually yielded the cover of Rumored to Exist. There's so much distance now, I look at the pictures and try to pick out the little details that I forgot. When the towers were on fire, and before they collapsed, I walked south on Broadway, toward the World Trade Center, taking pictures. I don't know why I did this, as pretty much everyone was headed in the opposite direction. I remember thinking that if a tower collapsed, what if it fell over onto its side, like a tree falling – how many blocks down would it fall?
I think I got down to West Broadway and Varick before the police had the area completely sealed off. That's maybe ten blocks north of the plaza. By then, both towers had collapsed, and everyone was then trying to figure out how to get home with no transit running. A common thought is that all of lower Manhattan looked like that ashy Mount St. Helens nuclear holocaust you saw on the news over and over; it didn't. I do remember seeing an unmarked police car tearing up Broadway the wrong way, sirens on, with a foot of ashes sitting on its hood and roof. And we all ended up breathing the dust for weeks. But that particular misconception got to me, mostly because everyone in the Midwest who watched the news all day and then called me expected my apartment eight miles away to be a virtual Pompeii, and my neighborhood was pretty much untouched.
It still amazes me that there isn't a new building yet. I look at these pictures from the summer of 2001, of Times Square, and every single sign and storefront has changed three times since then. I look at pictures of the block where my old office was, and almost every small store went bankrupt and was then replaced with a Best Buy or Rite Aid or Bank of America or Nike store. This isn't unique to post-2001 New York; it happens pretty much on an annual basis there. Manhattan sheds restaurants and stores like humans shed molecules of skin. They die, are brushed away, and are quickly replaced by new ones. Having a digital camera for almost a decade of this is a strange testament to this.
Went kayaking last week. I want to go again today or tomorrow, but given the weather, I don't know. I need to practice before we go on vacation, because I want to take this kayak tour, and currently, I can barely get a straight line going with it. But it looks more like an indoor sort of weekend.


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Q: pipenv failed creating virtual environment Pipenv failed creating virtual environment on MacOS Monterey after updating rsync from 2.6 to 3.2.4 which also led to update of python3.
I've tried to create new env using python 3.7 and 3.8 and pipenv. Both attempts were unsuccessful.
I'm running
pipenv shell
Command output:
Creating a virtualenv for this project...
Pipfile: /Users/admin/PycharmProjects/.../Pipfile
Using /usr/local/opt/python@3.7/bin/python3.7m (3.7.13) to create virtualenv...
⠇ Creating virtual environment...AttributeError: 'dict' object has no attribute 'select'

✘ Failed creating virtual environment
Failed to create virtual environment.

python3.7 -m pipenv --version
pipenv, version 2022.6.7

redpajama_set_name: RedPajamaStackExchange


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Levee Case Studies
Business Meets CSR Communications Strategy
OPPORTUNITY: Business strategy sets the tone for the direction of any company. A compelling opportunity arises for companies that can connect their strategy to purpose. By connecting the two, communicators are provided with a powerful content generator that can create a strong narrative about the company.
ACTION: By working with leadership as the business strategy was developed, communications then segmented the strategy by audience. Once the audience segments were agreed to, communicators then worked to identify and verify examples of how the company was delivering on its strategy and purpose. With these proof points, a global communication plan was developed that delivered a consistent message to consumers, customers, analysts, employees, and other stakeholders -- across many time zones, with many executives and employees tasked to speak publicly, from multiple business units, in many languages, using many platforms, events and venues – all sequenced for maximum effect.
OUTCOME: Communicating a "business interests meets purpose" story, which began in the mid-2000s, was supported by many inside and outside the company, recognized company growth and rewarded shareholders with a stock price that doubled over a decade and continues trading well above $120 today. With companies being challenged to grow financially, developing a long-term strategy that engages stakeholders through purpose can be crafted into a powerful story. For its part, communications must then shape and share the story as broad and deep as time allows.
Communications Organization Transformation
OPPORTUNITY: As a company's strategy continues to evolve and grow, so too must the comms team change in order to remain that tightly integrated strategic partner to the business. For a global transportation company, a reorganization provided an opportunity to relook at all management roles and responsibilities to identify ways to improve performance and eliminate inefficiencies. Along with the rest of the company, the Comms team needed to better align with the new business priorities, organizational structure and leadership team. Some team members had roles that were too narrow, leading to outsourcing of more work and spending.
ACTION: Through a cascade redesign program, the organization was transformed with a broadening of roles and responsibilities for experienced managers. The number of senior individual roles was reduced, with junior roles added to insource work and continue to develop talent for the future. In addition, areas of responsibilities were reoriented to align with the company's business priorities. The significant targeted cost reduction was achieved, while attempting as much as possible to capture the savings through attrition or by consolidating "empty" organizational boxes.
OUTCOME: A slightly smaller, yet more focused comms team was created. It was closely aligned to the company's new business priorities and had a better balance and strategy for insourcing and outsourcing work. Share-of-voice earned media results in areas of importance to the business, such as products and services, remained strong throughout the restructuring in spite of media and influencer scrutiny related to the reorganization, M&A activity and labor contract changes.
Global Crisis Communications Plan for Core Product
ISSUE: To help consumers and stakeholders better understand Acrylamide, a possible human carcinogen, exposure in foods and beverages -- a global communications plan was needed after Swedish scientists discovered that Acrylamide forms naturally when starchy foods and drinks are heated to high temperatures.
ACTION: With news of Acrylamide spreading across many countries, the first step of the plan was to identify key stakeholders such as regulators, elected officials, media, NGOs, and academics to anticipate global news cycles. Parallel to this identification and analysis, consumer research was done to create the narrative and communication collateral -- websites, scripts, internal and external messages, and videos – that would be translated into six languages.
OUTCOME: The global communications plan was developed in approximately seven months and educational elements of the plan were deployed in high-visibility international markets. Reactive, crisis elements were used as needed over the course of several years. Results indicated a decline in consumer and stakeholder confusion when Acrylamide regulation or litigation became news.
Crisis Planning in the Energy Sector
ISSUE: A global energy operations company must navigate business risks, including health, safety and environmental incidents, and other reputation challenges. Without a strategy and plan to prepare the company to communicate to all of its stakeholders in a crisis, the company's reputation and credibility would be at risk. Ineffective response to a crisis can cost companies in lost customers and revenue, and loss of trust.
ACTION: To better prepare the company for communications response in a crisis, the communications team developed the crisis comms plan and policy, including required content, messaging and training. The team partnered with legal to identify the most likely risk scenarios and developed specific internal and external communications materials, including press releases, reactive statements and a "dark" crisis website, for identified scenarios. An on-call communications notification process for after hours and weekends was established. Comms team processes, including a phone tree, flow chart and crisis roles/responsibilities were developed. The Comms team was trained for specific crisis team roles and conducted a table-top drill exercise. The company's senior leadership team provided input and was briefed along the way.
OUTCOME: The crisis communications plan, policies and training materials were developed, reviewed and implemented within nine months. In addition, operations leaders globally were media trained via a webinar. When the company discovered an environmental risk in a community, the communications team integrated with the company's emergency response plans by supporting operations and government affairs with key messages, FAQs, media relations and training and website content. By the end of the project, the company's actions to safeguard the community and supporting communications strategy helped to fortify its reputation among residents, elected officials and regulators, and it had a permanent solution to address a crisis.
develop brands
Web Site Consolidation Under a Global Brand
ISSUE: When companies grow via acquisition, integration to drive synergies is typically the first step. Over time the parent company considers if its corporate brand adds greater value in the local market. Once this determination is made, the transition from the acquired local company brand name to the corporate brand begins. In a global company that largely left the local brands untouched for decades, this meant converting legacy web sites in 40-plus countries from local company brands to one corporate brand. Upside from enterprise scale around employment, government relations, sales, and marketing was the rationale for change.
ACTION: The first step began with auditing the corporation's web sites across each country and the consumer brands being marketed in each. With many countries hosting multiple web sites, the number of different web sites to be consolidated easily surpassed 140. Leadership in each country or territory was consulted on the number of web sites, brands and information contained under their authority – many of whom had inherited the web sites and their content from years passed. A new web platform with the latest technology to enable interactivity and engagement was identified in advance of the project and work began in parallel with local IT teams to deploy it. A new, uniform "skin" was developed to mirror the corporate web site with the added capability of being able to select a country of interest. Each country's local brands, language, history, and promotions were incorporated into the new skin while retaining the unique attributes of each market. After all of the information was collected and designed for each country web site, local leadership was consulted on the accuracy and aesthetics. Once a country leader approved, that country's portion of the new web site would go live.
OUTCOME: Within a year timeframe, the corporation was quickly able to convey its scale and local connection to key stakeholders across more than 40 countries. The rationale for this massive change was to showcase the strength of the corporate brand and scope of the business to current and future employees, government officials, regulators, non-profits, and consumers. What was once many brands under no banner, became 1,000s under one corporate flag which became a source of pride for employees and an improved technology platform to engage with other stakeholders and consumers in many international markets.
Publishing Annual Reports
OPPORTUNITY: For publicly traded companies, annual reports are a standard part of business. Beyond their legal requirements, they are useful tools to update shareholders and stakeholders alike. For a B2B client, an opportunity arose to go beyond what's legally required communications in publishing its annual report and tell a more comprehensive story.
ACTION: First, project leads were identified – which were Finance, Investor Relations and Communications. Each was given specific responsibility -- Finance took on company strategy, Investor Relations had responsibility for shareholders and Communications served as project manager and content developer. To make the annual report more compelling, sources for the content were identified and responsible parties were assigned to vet the information. In addition to prior year financials, the annual report was shaped into a platform that explained the company's strategy beyond year-over-year performance -- through words, visuals and charts -- by illustrating recent success and previewing future goals. It became a road map of the future for employees, analysts and shareholders to rally behind. The annual report became the foundation for subsequent presentations and announcements that described the company's strategy and growth agenda.
OUTCOME: By creating a strong communications platform at the start of the year, like an annual report, it can serve as an ideal reference point for any company's strategy throughout the year. It enables consistency and clarity that both shareholders and stakeholders welcome when making decisions about how to value the enterprise. Having a strong annual report allows leadership to refer to its content when speaking to analysts on earnings calls, the board when making capital investments, employees when creating optimism for the company's future and other stakeholders who seek to better understand the company's role in society.
Manage Quarterly Earnings Announcements
OPPORTUNITY: Earnings announcements are as regular as rain for publicly traded companies. They are required by law every four months on the company's financial performance and may include other activity that is material to the company. For most companies, it's a team of experienced players orchestrating a routine business process. For others, it can be a challenging race to meet an unavoidable deadline. Based on experience with several clients in publicly traded companies, the goal is for a smooth, simple and standard process when delivering earnings news.
ACTION: Like any time-bound project, develop a timeline with deliverables and make project owners accountable for the review and accuracy of all information included in an earnings announcement. As the materials are developed – press release, internal memos, script, and presentation – assign one party to maintain version control leading up to announcement day. With the company's leadership, determine when the press release will be issued and the call with analysts is scheduled to allow interested parties time to absorb the information. Since most companies script leadership's portion of an earnings call, some pre-record this portion of the call to allow them more time to focus on the subsequent analyst questions. If the press release is sent the afternoon before the next morning's earnings call, companies can monitor analyst and other stakeholder reaction. Some may revise the script or anticipate questions from analysts during the call. A critical piece of information for any earnings announcement is financial performance and material activity, but leadership's tone during the call and even the sentiment of the CEO's quote in the press release can signal insights beyond the numbers.
OUTCOME: While reporting quarterly results can be routine, how the market reacts can be driven by many variables beyond a company's own performance. Sector performance, economic conditions, world events are only a few of the factors that could impact a company's earnings announcement. The key for any company is to develop a solid routine so that all involved understand their role, the timeframe for completion and, most important, the positioning of that quarter's performance. This way the earnings announcement audience becomes accustomed to hearing from steady and stable leadership for a routine update on performance.
Centralize Employee Communications
ISSUE: A company with 40,000 employees had little control of internal functions sending mass emails to group distribution lists. Compounding matters was that 90 percent of the employees worked outside of headquarters, and the majority of emails were sent by headquarters functions. The lack of central management and communication coordination created confusion among employees due to competing messages as well as frustration from non-headquarters employees for the perceived over communication of irrelevant information.
ACTION: Audits of emails being sent to employee distribution lists and by which function to determine the extent of the issue. With the information obtained, a case was made to leadership to centralize employee communication responsibility between the company's in-house public relations and human resource functions. The plan called for the public relations function to be responsible for communications that raised awareness of the company's strategy and major initiatives. Human resources became responsible for communication that required employee action. Both functions strategized to improve the company's culture and implemented campaigns and developed communications tools to consistently reach all employees.
OUTCOME: After one month of audits, another month to secure leadership approval, developing the plan between public relations and human resources took one additional month. The activation plan began with a roll out that explained the new process and responsibilities to all employees. After some consternation by some functions over the restrictions, the new plan began to gain traction – especially with non-headquarters employees who appreciated the structured and relevant company information they now received. Employee surveys and polls were taken to measure effectiveness of communication for awareness and understanding of company priorities and other important news.
Presentation Development & Presenting Prep
OPPORTUNITY: A C-Suite executive recently hired into a company and industry new to the individual was asked to present at an external forum after five months in role. The forum's audience was mostly comprised of C-Suite executives from other industries, financial analysts, government officials, and media. The presentation topic focused on that company's efforts to lead its industry in environmental sustainability. The executive had three weeks to prepare for the presentation, wasn't familiar with the topic, had a tense presentation style, but a possessed a willingness to be coached.
ACTION: To meet the short timeframe, a meeting schedule was developed as if it were like any Communications project or campaign to manage. The first meetings were to determine the presenter's strengths and opportunities to coach them up over the timeframe. A presentation outline was created in concert with the executive to ensure familiarity and acceptance of how the presentation would flow, knowledge of the proof points, and ability to convey authenticity in their delivery. A visit was made to one of the company's facilities to see firsthand the equipment and processes in place to lead in environmental sustainability. Over the three weeks, there were 12 one-hour meetings that involved coaching up strengths, smoothing over the executive's tense style, refining the presentation's text, visuals and numerical stats, and recorded rehearsals.
OUTCOME: The presentation was delivered as if the executive had been with the company for life. With the audience being comprised mostly of peers, there was a sincere appreciation for how well the topic was delivered – in terms of a humble tone while leading the industry, simplicity of how the information was presented, ease in how the content was delivered, and the authenticity of the executive's knowledge. Avoiding technical jargon, using visual cues to emphasize key points, visiting the facility, and most importantly -- an executive who was willing to learn and be coached, drove success and benefitted all involved.
PR to Generate Maximum Awareness & Sales
OPPORTUNITY: With sales lagging for a flagship brand, a deep dive into its consumer base led to an interesting insight – control. According to research, younger people wanted a say in what the brand stood for – not the company. A creative solution was needed to reconnect a brand loved by many, but now being ghosted by its followers.
ACTION: After the decision was made on how to reengage its core consumers, the ball – literally -- was handed to communications to create awareness and engagement through Public Relations. Knowing the ads created for the Super Bowl made news, what if the ads were 100% created by consumers? And what if the buzz created the week before the big game was instead created during all of the final four months of the football season? And what if social media was used to create interest and competition among filmmakers and fans alike to select the winning ad? You'd have a PR campaign with enough elements to create a consistent stream of news that makes a fading brand more relevant.
OUTCOME: Not only was the first campaign a success, with more than one billion media impressions and tens of millions of dollars in advertising equivalency – the campaign became an annual staple for about a decade. By doing the research, critical analysis, having guts to turn over control, and relying on communications to connect with its consumer – a flagship brand went from losing sales to consistently winning again, and again, and again...
Remote Global Media Training
ISSUE: A global energy company was going through many disruptive changes. It had downsized its workforce significantly due to one of the worst industry downturns in history. As a result, many of the remaining managers and leaders were in new or expanded roles. The company had just implemented a new crisis communications plan and needed to media train its field teams globally. However, travel and discretionary spending budgets were tight, making it unfeasible to train everyone individually, or in small groups, in person.
ACTION: To prepare company leaders and managers for their communications roles in a crisis – or in any media interaction -- the communications team developed a webinar to provide training remotely. The hour-long webinar provided an overview of the company's crisis communications plan and the role of the communication team in executing it. It then offered detailed guidance for interacting with media, including the rules of journalism, interview best practices and tips, and messaging techniques. Using real-life anecdotes, it provided video examples of what to do and what not to do in an interview or press conference, leaving plenty of time for questions.
OUTCOME: The crisis communications media training webinar was attended "live" by more than 50 leaders and managers across the globe, spanning the company's operations in North America, Asia, eastern and western Europe, the Middle East, Africa and Latin America. Following the live webinar event, the webcast was archived on the company's website for future reference and refresher training. The entire event, including content creation and design, third-party contractor support was accomplished for approximately $20,000. While there is no substitute for one-on-one media training the webinar met an important need in the field and while adhering to the company's budget restrictions.
Communicating Across Multiple Facilities, Locations & Time Zones
ISSUE: With shareholder pressure to reduce costs and increase profits mounting, a manufacturing company faced a time-based challenge to streamline operations and lower overhead to meet the quarter's financial expectations. Company executives met for two weeks to identify the areas of opportunity, leaving roughly 10 weeks to select the manufacturing facilities and HQ staff to be impacted, plan for the new supply chain, shift employees to new roles or expand responsibilities, evaluate the financial upside, and weigh community reaction across multiple locations in North America. After 10 weeks of evaluation, the executives made the decision to restructure and announce this in conjunction with its earnings release in two weeks.
ACTION: Confidentiality is critical for this type of news and the circle of insiders was kept small. Communications was fully engaged once the decision was made to proceed with announcing tied to earnings. Planning began immediately with input from HR, IR, Operations, Finance, and Legal. Stakeholders were identified, messages were developed for each audience and a comprehensive timeline of internal notifications and public announcements was finalized. To avoid disruptions in the investment community or with shareholders, the announcement could not be made during NYSE trading hours – 9:30 am ET to 4:00 pm ET. With multiple locations across three North American time zones, timing was critical as executives mandated that employees learn of the restructuring from the company first – timed to the press release becoming public -- through their supervisors, and then broad internal and external sources.
OUTCOME: Once final restructuring and communications plans were reviewed and approved by the function leads, the announcement coincided with that quarter's earnings – as had been decided. The earnings press release with restructuring news was scheduled for after 4 pm ET, with the analyst call scheduled for the following morning. This timing allowed employees on both the east and west coasts to be notified during their normal work hours. Simultaneous to the press release being issued, individual employee meetings and employee group forums had been scheduled in advance to begin making all internal stakeholders aware of the changes to come and what it meant for them going forward. Internal communications via electronic means were sent to employees, board members, customers, and suppliers. Contact was also made with local officials, organizations and community partners shortly after the press release became public. News like this is never welcome, but when the company considers its people first and develops a thoughtful plan to lessen the impact – restructuring still remains unwelcome but may be more readily understood.
social/digital
Building Social Engagement
OPPORTUNITY: Companies that utilize social media channels primarily as one-way marketing and PR channels are missing important opportunities to build stronger relationships with audiences by engaging in a dialogue, soliciting input and proactively managing difficult situations. When a company's brand promise doesn't align with the experiences customers are venting about on social platforms, the company quickly can hurt its reputation and credibility and do so very publicly. For a global transportation company, this was especially true as customers took to social channels to express frustration during operational disruptions and customer service breakdowns. The company needed an integrated social media team that could leverage social channels proactively with compelling, engaging content, as well as use them to improve customer service and loyalty.
ACTION: One of the first actions was to audit the number of company social channels to streamline engagement and reduce brand fragmentation. In parallel, a team was built out under a strong leader to include managers who developed engaging content for customers as well as customer service representatives who helped customers via social channels. In addition, an analyst position was created to provide insight on reach, awareness and sentiment. Finally, budget was allocated for sponsorship opportunities to build social presences during high-profile events. Personnel and other costs were funded by in-sourcing budget previously used for third-party agency spending.
OUTCOME: Nine social networks were supported, with total followers increasing 60% over one year. Numerous awareness and reach milestones were achieved for critical company events, such as rebranding, introduction of new products and services and key sponsorships. Overall, the social engagement strategy helped to improve its reputation and allowed the company to make its social customer response team a 24-hour operation with real-time monitoring and response.
Environmental Sustainability Communications Strategy
OPPORTUNITY: A CPG company recognized for superior processes to reduce supply chain costs while also maintaining high quality standards was generating consistent revenue and profit but was getting no credit for decreasing water, fuel and energy consumption.
ACTION: After measuring its water, fuel and energy usage and investing capital in "green" facilities and vehicles to prove the cost benefit, a compelling business case emerged on two fronts – environmental sustainability and cost reduction. An integrated communications strategy was developed to create awareness of the company's sustainability programs to employees, elected officials, regulators, retail customers, and media. The strategy became an everlasting communications campaign for an industry leader in environmental sustainability.
OUTCOME: The company garnered significant news coverage and public recognition for its efforts to reduce its environmental footprint. Among the highlights were a front page article in a national newspaper regarding its facility in Arizona, an Earth Day event with then Governor Arnold Schwarzenegger to unveil its solar field in California and recognition from former Vice President Al Gore for reducing greenhouse gasses while demonstrating a financial benefit to the company's bottom-line.
$3B Acquisition of a Russian Company
OPPORTUNITY: International and product portfolio expansion are major factors in a global company's growth plans. Accomplishing both in one acquisition presents a unique opportunity to boost shareholder value. Communications played a critical role in clarifying the value to stakeholders and shareholders for both publicly traded companies in their respective countries – with the United States company acquiring a market-leading Russian company.
ACTION: As the agreement drew closer, all communications planning was coordinated through each company's respective corporate communications leadership. Once the companies agreed to acquisition terms and timing, the communications plan began with key messages developed in English and Russian and was followed by a joint press release, employee communications, stakeholder notification, and media interviews – all translated into both languages. A joint announcement was as scheduled to allow for maximum news coverage outside of market trading hours in Moscow and New York, with the joint press release crossing the wire in both counties simultaneously and followed by local press conferences and media availability. Media was monitored throughout the news cycle to correct or clarify any off-message reporting.
OUTCOME: All stakeholders and media received the news on time, as planned. While some financial analysts questioned the high acquisition cost, the overarching message of product portfolio expansion and further establishing the company's global footprint were clear to stakeholders.
Preparing Merger Contingency Plans
ISSUE: A company going through a merger review, at the appropriate time, must be prepared with a back-up plan, especially if the transaction faces high regulatory risks. While doing everything possible to support the successful deal closing and integration planning, a global company had to develop an alternative, stand-alone business strategy -- as well as internal and external communications plans to support the strategy -- when it appeared likely that a pending transaction (already challenged by regulators) might be terminated.
ACTION: A small subset of the communications team, working discretely with senior business leaders and investor relations, put together an integrated communications plan based on the new business model and strategic direction – including expansion into new market opportunities, debt and cost reduction actions and steps to return value to shareholders. The communications plan included laying out the three-pronged business and financial strategy in a press release, investor script, customer/sales communications, website content and in a full range of internal communications, including an employee letter and video message. For shareholders, the messaging focused on the value proposition related to the new strategy, while customer communications focused on the benefits from better products and services and new technology. Internally, the plan included a compelling campaign to rally employees around the company's new future and direction, creating excitement about their roles in the company's ongoing success.
OUTCOME: Once the transaction was terminated, the new business strategy and communications plan were launched before the stock market opened the following day. Employee engagement and excitement levels were extremely strong, as seen in interactive employee posts and readership of internal materials and content. The press release and follow-up media relations efforts produced expansive, balanced and largely positive coverage results. The heavily attended investor relations conference call a day later helped to solidify the narrative among investors and sell-side equity analysts. The communications plan and strong strategic story instilled confidence among all of the company's stakeholders, internal and external, buying the company time to execute its plans and achieve proof points of success.
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Are you a British citizen currently studying or working at Leiden University? Or are you a Leiden University student (thinking of) studying abroad in the UK? Find out about the effects of Brexit.
Consequences of Brexit for staff and students
In 2016, the British people voted to leave the European Union. As a result of initiative legislation by the British House of Commons aimed at preventing the UK from leaving the EU without agreement, a new request for extension has been made, this time until 31 January 2020. The EU has agreed to this.
Now there is still much uncertainty regarding Brexit day and the legal status of UK and EU citizens and future relations between the UK and the EU after Brexit, this section aims to share Brexit-related information relevant to current and prospective staff and students of Leiden University. Because the situation is still evolving, we cannot guarantee the accuracy or completeness of this content. The webpage on Brexit of the Immigration and Naturalisation Service (IND) is a good source for further information.
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