text:
Q: Existence of Solution to Differential Equations. $f$ is locally Lipschitz in $y$ if for every $(t_0, y_0) \in (c,d) \times U$, there exists a neighborhood V of $(t_0, y_0)$, (i.e. $V = \{f(t,y) \in(c,d) \times U : ||t-t_0|<a \ \text{and} \ |y-y_0|\leq b\}$) and a constant K = K(V) such that $||f(t,x)-f(t,y)||\leq K||x-y||$
for any $(t,x),(t,y) \in V$
Existence Theorum:
Consider the IVP $y'=f(t,y), \ y(t_0) = y_0 $ (1)
If f is continuous on $(c,d) \times U$ and locally Lipschitz then the IVP (1) had a unique
local solution. More precisely, there exists a neighborhood $\Omega$ of $(t_0, y_0)$, that is $\Omega=\{(t,y)\in (c,d) \times U:|t-t_0|\leq a, |y-y_0|\leq b\}$ such that $f$ is Lipschitz in y with Lipschitz constant K on $\Omega$ and let M be a number such that
$||f(t,y)||\leq M$ for $(t,y)\in \Omega$. Choose $0<\alpha<\min[\frac{1}{K},\frac{b}{M},a]$.
Then there exists a unique solution of the IVP (1) valid on $[t_0-\alpha  , t_0 +\alpha ]$.
QUESTION) The function $f(y) = 1 + y^2$ is locally Lipschitzian. Consider the IVP $y' = 1 + y^2
,y(0) = 0$:
(a) Using the rectangle
 in the hypothesis of the local existence and uniqueness Theorem,
compute $\alpha$ in terms of a, b, M, and the Lipschitz constant of $f$.
(b) Is it possible for your  found in part (a) to be greater than $\frac{\pi}{2}$? Justify your answer.
[Do not compute explicitly the solution of the IVP.
For this question, I was unable to start on part (a).
Part (b), I realize that the solution is $y=tan(x)$, so crossing $\frac{\pi}{2}$ would mean that the function is not continuous because that is how the tan function behaves. But I do not know how to show that without computing IVP because I couldn't figure out part (a).

A: Summary of the discussion in comments.
(a) By definition, $M = \max (1+y^2)$ on the interval $[−b,b]$. The Lipschitz constant $K$ is the maximum of $|(1+y^2)'|$ on the same interval. Hence, $\alpha<\min(1/(2b), b/(1+b^2),a)$.
(b) Since $b/(1+b^2)\le 1/2$ for any $b\ge 0$, any  $\alpha$ allowed to us by the theorem must be less than $1/2$.
The value of $\alpha$ is the size of the interval in which the Picard-Lindelöf theorem guarantees the existence and uniqueness. The solution actually exists for $|x|<\pi/2$, beyond its warranty period. Like rovers on Mars.


PBS is running a series called The Dictator's Playbook that singles out a particular dictator from history and investigates that person's rise to power. The current episode deals with Idi Amin, the notorious and murderous dictator of Uganda during the 1970s.
Here in America, concerned citizens have been watching for signs of the same thing happening. For over two years now we've watched Donald Trump usurp Constitutional and traditional norms of separation of powers and rule of law as he has rapidly tried to consolidate power into this own undersized hands.


Q. Can I check out books if I am not affiliated with Kent State?
Yes, members of the public who are not currently a student, faculty, or staff member of Kent State University can use the library.
Community members 16 years of age or older may become Community Borrowers, free of charge, by requesting borrowing privileges at the Circulation Desk of the Kent Campus Main Library, or any Branch or Regional Campus Library location.
All borrowers must present a valid photo ID when requesting privileges or borrowing materials. Please see information on circulation policies (loan periods, renewals, and charges) for Community Borrowers.
Community Borrower privileges DO NOT include remote access to licensed electronic KentLINK or OhioLINK resources. Although visitors may use library materials within the Libraries, some in-house resources may carry similar restrictions.
Community Borrowers may use Interlibrary Loan. Charges are $10 per filled request in addition to any charges assessed by the lending library.
Please note that Library overnight hours, from 11:00 PM - 7:30 AM during fall and spring semesters, are restricted to current students, faculty, and staff.
Please also see borrowing times for community card holders.
If you have additional questions about circulation policy for community members, please contact the Circulation Department at 330-672-7905.


Planning a mermaid themed party? This is the perfect mermaid baby shower invitation for your party.
Mermaid & Unicorn Birthday Invitation. A perfect Way to announce your Magical Unicorn party!
This purple, teal and gold invitation is perfect for a Mermaid Birthday Party! Customize with your photo and details!


text:
Angular Acceleration in Physics Problems
How to Calculate a Spring Constant Using Hooke's Law
How to Calculate Angular Momentum
How to Calculate Displacement in a Physics Problem
How to Calculate Acceleration
Physics I Practice Problems For Dummies
By Consumer Dummies
Using physics, you can calculate the angular acceleration of an object in circular motion. For example, you can find the angular acceleration of a car's front passenger-side tire as the car accelerates.
Here are three problems for you to practice finding angular acceleration.
When you switch your room fan from medium to high speed, the blades accelerate at 1.2 radians per second squared for 1.5 seconds. If the initial angular speed of the fan blades is 3.0 radians per second, what is the final angular speed of the fan blades in radians per second?
The radius of a car tire is about 0.35 meters. If the car accelerates in a straight line from rest at 2.8 meters per second squared, what is the angular acceleration, both magnitude and direction, of the front passenger-side tire?
A merry-go-round has an angular acceleration of 0.30 radians per second squared. After accelerating from rest for 2.8 seconds, through what angle in radians does the merry-go-round rotate?
The following are the answers to the practice questions:
4.8 rad/s
Angular acceleration is defined by
is the final angular speed minus the initial angular speed and
is the time over which the angular speed changes. You know the initial angular speed of the fan blades, so you can write
Solve the equation for acceleration for the final angular speed and plug in the known quantities to get the answer. The result is
8.0 rad/s2 to left
The angular acceleration is related to the linear acceleration by
In this case, a = 2.8 meters per second squared and r = 0.35 meters.
Plug these quantities into the equation:
By using the right-hand rule, you find that the direction of the angular acceleration is to the left of the car when facing the direction in which the car moves.
1.2 rad
The acceleration of the merry-go-round is
and it accelerates for
Its initial angular speed is
Plug these values into the equation for angular displacement to get

redpajama_set_name: RedPajamaCommonCrawl


IDRF is a registered trade mark of India Development Relief Fund, Inc.
Breaking the cycle of poverty in India, Nepal and Sri Lanka by empowering marginalized people with skills, services and infrastructure grounded in sustainable development.
We believe a lasting change in impoverished regions can happen only when local people take charge and lead the change. Our method puts power, not charity, in hands of the poor. We steer our programs to produce benefits for children and women who are powerful players in the fight against poverty. We empower marginalized people with education, livelihood skills and self-governance capabilities so they are equipped to make changes to their lives and their children's.
We also believe every person has the right to survive and prosper with dignity. IDRF's programs serve the disadvantaged without regard to race, religion, caste or creed.


text:
Content tagged with UNICEF
Pages tagged with UNICEF
CEBs: UN System Procurement Statistics 17.12.2018
The annual statistical report on United Nations procurement (ASR) provides an overview of procurement in the UN system in support of its operations, projects and programmes. Procurement includes all acquisition through purchase or lease of real property, goods or other products (including intellectual property), works or services, as defined by the UN procurement practitioner's handbook. The report provides a range of information about the categories of goods and services procured by the UN system, as well as the countries from which these goods and services were procured.
HRN: UN System Human Resources Statistics 15.06.2016
Every year the CEB Secretariat collects HR data from member organizations and publishes statistics. Reports detail staff demographics such as staff grade, nationality, location, gender and age. Staff with appointments for a period of less than one year are excluded from published data. Reports also exclude information on National Professional Officers, which is provided separately.
CEB: Capacity Building in Adaptation 23.02.2017
Providing advisory services on how to mainstream climate change considerations into development decision-making, including for the achievement of the MDGs in the LDCs and other countries of Sub-Saharan Africa and Latin America;
CEB: Operational activities in key sectors and support for adaptation at the local level 23.02.2017
Scaling up sustainable land management in Sub-Saharan Africa within the TerrAfrica framework; Pan-African Land Policy Framework; MENARID umbrella programme for sustainable management of the drylands of the Middle East and North Africa region; decreasing vulnerability to climate variability in African river basins;
CEB: Support for national planning for adaptation 23.02.2017
Assistance to Least Developed Countries with National Adaptation Programmes of Action (NAPAs); assistance to African countries in launching integrated and comprehensive approaches to adaptation; studies on the socioeconomic and demographic impact of climate change on countries and cities;
CEB: Box 2.13: Reducing child mortality through immunization 23.02.2017
Outstanding progress has been made towards eradicating polio, reducing measles mortality and eliminating maternal and neo-natal tetanus, through such innovative partnerships as the Global Polio Eradication Initiative, the Measles Initiative and the Global Partnership for Eliminating Maternal and Neonatal Tetanus.
CEB: Ms. Henrietta Fore 03.01.2018
United Nations Secretary-General Antonio Guterres appointed Ms. Henrietta Fore as UNICEF Executive Director after consultation with UNICEF's governing board.
Open Executive Bio view
FBN: UN System Financial Statistics 23.04.2017
Financial Statistics is a collection of annual data from CEB member organizations on their revenue and expenditures. Using this data, revenues broken down by assessed and voluntary contributions can be shown. Also, expenditures at the country, regional and global levels and broken down by expenditure categories: development assistance, humanitarian assistance, technical cooperation, peacekeeping and normative activities.
HLCP: Humanitarian, security and social stability 23.02.2017
The initiative aims at drawing the attention of decision-makers to the short, medium and long-term impact of the ongoing crisis on the world's humanitarian security and social stability through a holistic approach.
Documents tagged with UNICEF
CEB: United Nations Children's Fund 23.02.2017
PN: Report of 2nd Session (September 2007, Copenhagen) 23.02.2017
Conclusions of the Second Session of the High Level Committee on Management's Procurement Network (HLCM PN), Copenhagen, 27-28 September 2007. The Session included updates from the Working Groups on Supplier Access, Procurement Reform in the UN System, Professionalisation, and Vendor Management (UNGM). Other topics discussed were Competition Between Agencies/Organisations and Integrating Procurement and Programmes.
Document reference: CEB/2007/HLCM_PN/2
PN: Report of 6th Session (September 2009, Paris) 23.02.2017
Conclusions of the Sixth Session of the High Level Committee on Management's Procurement Network (HLCM PN), Paris, 2-4 September 2009. The Session included updates from the Working Groups on Harmonisation, Professionalisation, Supplier Access, Sustainable Procurement and Vendor Management (UNGM and UNCCS).
PN: Report of 10th Session (September 2011, Rome) 23.02.2017
Conclusions of the Tenth Session of the High Level Committee on Management's Procurement Network (HLCM PN), Rome, 28-30 September 2011. The Session included updates from the Working Groups on Harmonisation, Professional Development, Supplier Access, Sustainable Procurement and Vendor Management as well as status reports on the projects on Vendor Eligibility, Collaborative Procurement, and Harmonisation.
CEB: Humanitarian security and social stability 23.02.2017
Although not necessarily obvious at first sight, with a crisis now hitting the real economy and virtually all spheres of society, the world as a whole could rapidly become a much more dangerous place to live in. This, in turn, could exacerbate the overall impact of the crisis and hamper recovery plans, feeding back more humanitarian, security and social instability and leading the world into a worrying vicious circle.
CEB: Social services, empowerment and protection of people 23.02.2017
Social protection is in urgent need. The economic downturn is already having several implications in the provision of social services and social protection programmes, particularly in developing countries. Fiscal tightness arising from the need for economic stimulus packages to counterbalance the negative effects of financial constraints are already affecting the possibility of weak public structures to face the growing needs for safety nets, and ways of protecting the population from the effects of the major meltdown.
CEB: Foreword by the UN Secretary-General 23.02.2017
At the 13th session of the Conference of Parties to the UNFCCC in Bali, Indonesia, we met to initiate an ambitious new phase of international cooperation on climate change in the light of compelling scientific evidence. At that time, I spoke of climate change as the "defining challenge of our time".
HLCP: CEB Issue Paper: The Global Financial Crisis and its Impact on the Work of the UN System 15.06.2016
At its meeting in Geneva on 26-27 February 2009, the HLCP discussed extensively a preliminary version of this paper, submitted by the Chair, on the basis of a very rich set of contributions by all agencies. The CEB Paris meeting resulted in a robust exchange of views during which CEB members endorsed the course of action proposed by the HLCP and supported the various initiatives for joint action contained in the Issue Paper prepared by the Chair of the HLCP.
HLCP: Acting on Climate Change: The UN Delivering as One 15.06.2016
Under the leadership of the Secretary-General of the United Nations, the United Nations System Chief Executives Board for Coordination (CEB) has initiated a process of aligning its strengths to achieve a coordinated action-oriented approach to the global and multifaceted challenge of climate change. This document brings together information on activities undertaken throughout the United Nations system, including its agencies, funds and programmes, as contributed by the respective entities.
CEB: One United Nations: Catalyst for Progress and Change 15.06.2016
CEB's contribution to the preparatory process of the 2005 World Summit culminated in the publication of "One United Nations: Catalyst for Progress and Change — How the Millennium Declaration is Changing the Way the United Nations System Works", which was launched at the July 2005 session of the Economic and Social Council and was commended by the President of the Economic and Social Council to the Summit.
Bookmarks tagged with UNICEF
The State of the World's Children 2013 15.06.2016
The State of the World's Children 2013: Children with Disabilities examines the barriers – from inaccessible buildings to dismissive attitudes, from invisibility in official statistics to vicious discrimination – that deprive children with disabilities of their rights and keep them from participating fully in society. The report also lays out some of the key elements of inclusive societies that respect and protect the rights of all children, regardless of disability, and progress in helping all children to flourish and make their contribution to the world.
Direct access: The State of the World's Children 2013
UNICEF publications 15.06.2016
Search our database of publications
Direct access: UNICEF publications
European research network children in armed conflict 15.06.2016
This section contains research documents on children and armed conflict including the research outputs of Network partners.
Direct access: Children in armed conflict
UNICEF child trafficking research hub 15.06.2016
This sections contains a database of documents on child trafficking. Users can research by title, author, editor/organization, topic, keywords, geographic descriptors and year of publication.
Direct access: Child trafficking
World Summit for Children (September 1990) 23.02.2017
On 29-30 September 1990 the largest gathering of world leaders in history assembled at the United Nations to attend the World Summit for Children. Led by 71 heads of State and Government and 88 other senior officials, mostly at the ministerial level, the World Summit adopted a Declaration on the Survival, Protection and Development of Children and a Plan of Action for implementing the Declaration in the 1990s.
Direct access: World Summit for Children (September 1990)
UN Inter-Agency Committee for the DESD (IAC) 23.02.2017
Direct access: UN Inter-Agency Committee for the DESD (IAC)
UNICEF Situation of Children and Women's Statistics 15.06.2016
UNICEF supports countries to collect data on the situation of children and women through the Multiple Indicator Cluster Survey (MICS) programme.
Direct access: Situation of children and women
UNICEF News page 23.02.2017
Direct access: UNICEF News page
UNICEF Podcast 15.06.2016
Direct access: UNICEF Podcast
UNICEF TV 15.06.2016
Direct access: UNICEF TV
UNICEF Radio 15.06.2016
Direct access: UNICEF Radio
PN: UN Global Marketplace 15.06.2016
The United Nations Global Marketplace - UNGM - is the procurement portal of the UN System. It brings together UN procurement staff and the supplier community. The United Nations represents a global market of over USD 14 billion annually for all types of goods and services.
Direct access: Global Marketplace
UNICEF on Google+ 23.02.2017
Direct access: UNICEF on Google+
UNICEF on Pinterest 23.02.2017
Direct access: UNICEF on Pinterest
Task Force on Children and Armed Conflict 23.02.2017
The Task Force on Children and Armed Conflict is an inter-agency mechanism that fosters discussion, collaboration and cooperation to advance the children and armed conflict agenda.
Direct access: Task Force on Children and Armed Conflict
UN Plans on Delivering as One in More Ways than One 23.02.2017
Executive Heads of UN funds and programs underscored the imperative of a UN System-wide approach for coherence and delivery, where the UN and partners deliver action and results on the ground within country-specific contexts-- during the Economic and Social Council's 2012 Operational Activities Segment, honing in on "delivering as one".
Direct access: UN Plans on Delivering as One in More Ways than One
UNICEF Vacancies 15.06.2016
Direct access: UNICEF Vacancies
UNICEF on Twitter 15.06.2016
Direct access: UNICEF on Twitter
UNICEF on Facebook 15.06.2016
Direct access: UNICEF on Facebook
UNICEF on YouTube 15.06.2016
Direct access: UNICEF on YouTube
CEB: The United Nations Children's Fund (UNICEF) 15.06.2016
Direct access: The United Nations Children's Fund (UNICEF)
UNDG: Results-based Management Handbook 18.04.2013
This handbook development exercise was spearheaded by the Results-based Management (RBM) Task Team of the United Nations Development Group working group on programming issues.
Direct access: Results-based Management Handbook
UNICEF Annual Report 20.03.2017
UNICEF Annual Report 2014 highlights UNICEF's continued commitment to achieving greater results for children through its programmes in more than 150 countries and territories.
Direct access: UNICEF Annual Report
Agencies tagged with UNICEF
The UN International Children's Emergency Fund (UNICEF) was established by the General Assembly (GA res. 57 (I) (1946) to provide emergency assistance to children in war-ravaged countries following World War II. By GA res. 417 (V) (1950), the UN General Assembly charged it with addressing the needs of children in developing countries. GA res. 802 (VIII) (1953) extended UNICEF'S mandate indefinitely, with an emphasis on programmes giving long-term benefits to children everywhere, particularly those in developing countries, and changed the organization's name to the United Nations Children's Fund but retained the UNICEF acronym.
Statistics tagged with UNICEF
HRN: UN System Human Resources by Length of Service 18.12.2018
Open Statistics Page view
HRN: UN System Human Resources by Gender (Professional) 18.12.2018
HRN: UN System Human Resources by Nationality 18.12.2018
HRN: UN System Human Resources by Age Bracket (Professional) 18.12.2018
HRN: UN System Human Resources by Grade 18.12.2018
Staff positions are grouped in two broad categories of occupations (the Professional and higher categories and the General Service category) and the hierarchy is expressed by grade levels within those categories. The grade level of each position is established based on the nature of duties and responsibilities assigned to it and the related skills, knowledge and experience required.
HRN: UN System Human Resources by Category 18.12.2018
HRN: UN System Human Resources by Organization & Duty Station 18.12.2018
HRN: UN System Human Resources by Country & Duty Station 18.12.2018
FBN: Total expenditure by country 03.08.2016
This map shows all agencies' country expenditure combined.
FBN: Total expenditure by region 03.08.2016
This chart shows all agencies' expenditure for each region.
FBN: Total expenditure by agency 03.08.2016
This chart shows the total expenditure for each agency, calculated on the basis of all expenditure categories.
FBN: Total revenue by agency 03.08.2016
United Nations organizations vary widely in size based on annual revenues. The largest organizations have revenues totaling in the Billions of USD while the smallest are in the range of 20 – 50 Million USD. The annual revenues for each organization are presented below.
FBN: Agency revenue by government donor (voluntary contributions, specified) 03.08.2016
This chart shows agency voluntary contributions (specified) revenue from government donors.
FBN: Agency revenue by government donor (voluntary contributions, non-specified) 03.08.2016
This chart shows agency voluntary contributions (non-specified) revenue from government donors. The graphic is limited to show the top 100 donations.
FBN: Agency revenue by government donor (assessed contributions) 03.08.2016
This chart shows agency assessed revenue from government donors. The graphic is limited to show the top 100 donations.
FBN: Agency expenditure by category 03.08.2016
This chart shows expenditure by category for individual agencies.
This chart shows agencies' expenditure by category.
FBN: Global and inter-regional expenditure by agency 03.08.2016
This graph shows agency global and inter-regional expenditure.
FBN: Country and regional expenditure by agency 30.01.2017
This chart shows the expenditure of each agency within a country
FBN: Revenue type by agency 03.08.2016
This graph shows individual agencies' revenue, broken down by revenue type.
FBN: Agency revenue by revenue type 03.08.2016
While United Nations organizations have widely different business models, their annual revenue streams can be grouped into for major categories. These are: Assessed Contributions; Voluntary Contributions, not specified to use; Voluntary Contributions, specified to use; and Other Revenue.
FBN: Agency revenue by government donor (assessed and voluntary contributions) 03.08.2016
This chart shows agency revenue from government donors for assessed and voluntary revenue types.
Inter-agency Coordination Mechanisms tagged with UNICEF
HLCP: Inter-Agency Support Group on Indigenous Peoples' Issues 28.02.2018
The Inter-Agency Support Group (IASG) on Indigenous Issues was established to support and promote the mandate of the UN Permanent Forum on Indigenous Issues within the United Nations system.
United Nations Strategic Planning Network (UNSPN) 25.02.2019
The UNSPN was set up in 2007 as an informal network of strategic planning and results-based management practitioners across the UN System. The group has held 10 annual meetings since. It is composed by more than 230 members (of which 56% of women) from about 45 organizations.
The UN Inter-Agency Committee for the Decade of Education for Sustainable Development (IAC) seeks to ensure harmonious international coordination of the UN Decade of Education for Sustainable Development (DESD) within the UN system, to embed the ESD agenda into the work of UN agencies in a coherent and timely manner, and to emphasize the role of ESD and its implications for all forms, levels and settings of education. It is a forum for open-ended collaboration towards the effective implementation of the Decade.
HLCP: HLCP Working Group on Climate Change 23.02.2017
The Working Group on Climate Change was established by HLCP in 2007 with the aim of coordinating system-wide participation in UN climate conferences and to facilitate a coherent approach and joint action of the United Nations system on climate change.
HLCP: United Nations Non-Governmental Liaison Service (NGLS) 23.02.2017
The United Nations Non-Governmental Liaison Service (NGLS) was established in 1975 by several UN agencies to serve as a UN System-civil society interface. Since its creation, the UN General Assembly has recognized the value of NGLS' work on several occasions, in 1982 and again, in 1993.
HLCP: United Nations Evaluation Group (UNEG) 23.02.2017
UNEG was established in January 1984 as the Inter-Agency Working Group on Evaluation (IAWG). It is a professional network that brings together the units responsible for evaluation in the UN system including the specialized agencies, funds, programmes and affiliated organisations. UNEG currently has 45 such members.
HLCP: UN Action Network Against Sexual Violence in Armed Conflict (UN ACTION) 23.02.2017
UN Action Against Sexual Violence in Conflict (UN Action) unites the work of 13 UN entities with the goal of ending sexual violence in conflict. It is a concerted effort by the UN system to improve coordination and accountability, amplify programming and advocacy, and support national efforts to prevent sexual violence and respond effectively to the needs of survivors.
HLCP: Inter-Agency Network on Women and Gender Equality (IANWGE) 23.02.2017
The Inter-Agency Network on Women and Gender Equality (IANWGE) is a network of Gender Focal Points in United Nations offices, specialized agencies, funds and programmes and is chaired by UN Women. UN Women also serves as the Secretariat for the Network. The Network has played a central role in promoting gender equality throughout the United Nations system and in follow-up to the Fourth World Conference on Women in Beijing in 1995 and the twenty-third special session of the General Assembly (Beijing +5) in 2000.
HLCP: Inter-Agency Standing Committee (IASC) 23.02.2017
The Inter-Agency Standing Committee (IASC) is a unique inter-agency forum for coordination, policy development and decision-making involving the key UN and non-UN humanitarian partners. The IASC was established in June 1992 in response to United Nations General Assembly Resolution 46/182 on the strengthening of humanitarian assistance.
HLCP: The Inter-Agency Network for Education in Emergencies (INEE) 23.02.2017
The Inter-Agency Network for Education in Emergencies (INEE) is an open global network of representatives from NGOs, UN agencies, donor agencies, governments, academic institutions, schools and affected populations working together to ensure all persons the right to quality and safe education in emergencies and post-crisis recovery.
HLCP: Global Migration Group (GMG) 23.02.2017
The GMG was established by the United Nations Secretary-General in early 2006 in response to a recommendation of the Global Commission on International Migration for the establishment of a high-level inter-institutional group of agencies involved in migration-related activities.
HLCP: Inter-agency and Expert Group on MDG Indicators 23.02.2017
The Inter-Agency and Expert Group (IAEG) on MDG Indicators includes various Departments within the United Nations Secretariat, a number of UN agencies from within the United Nations system and outside, various government agencies and national statisticians, and other organizations concerned with the development of MDG data at the national and international levels including donors and expert advisers.
HLCP: Inter-Agency Network on Youth Development (IANYD) 23.02.2017
The Inter-Agency Network on Youth Development is a network consisting of UN entities, represented at the headquarters level, whose work is relevant to youth.
HLCP: Inter-agency Standing Committee Taskforce on HIV in Humanitarian Situations 23.02.2017
The IASC Taskforce on HIV in Humanitarian Situations was established in March 2007. The Task Force is composed of UN agencies, NGOs consortia, IOM and the IFRC and meets on a quarterly basis. It is co-chaired by the Joint United Nations Programme on HIV/AIDS (UNAIDS) and a rotating representative of the non-UN membership.
CEB: UN System Network on Rural Development and Food Security 23.02.2017
The UN System Network on Rural Development and Food Security is a global partnership approach towards tackling rural development challenges at the country level. Established in 1997 by the UN Administrative Committee on Coordination (today UN System Chief Executives Board for Coordination).
Executive Bios tagged with UNICEF


At Ekko Custom Cabinetry & Design, we often forget how much planning and organization the customer must commit to for a successful and enjoyable kitchen renovation. We were reminded of what all is involved by a recent article in Houzz written by Becky Harris September 9, 2018. We felt these tips would be helpful for the uninitiated and an overview of these preparation ideas would be appreciated as your renovation progresses.
So, you've decided to remodel your kitchen. Congratulations, I can't wait to see your before and after pictures when it is done. In the meantime, you need to know what to anticipate and How to Prepare For and Survive a Kitchen Renovation.
Be Fully Aware of What is Going to Happen – it is going to be messy and it is going to be noisy. There is much work and preparation to be done before the new cabinetry is delivered and the obvious "creation" work begins. Removal of the old cabinetry, countertops, appliances …. roughing in of new electrical (must be brought up to current codes) and plumbing ….. framing changes, drywall repairs, flooring preparation, etc. ……. the list is considerable.
However, before any of that work can commence, you will need to clean out your old cupboards and prepare for your renovation. Now, is the time to "de-clutter" and consider what you want to dispose of (throw away or contribute to charity) and what you want to keep ….. also how you want your new kitchen to flow and function. Now is the time to consider the coming construction process and prepare yourself for life during the renovation. Remember, for the next few weeks, you will not have the luxury of a fully functioning kitchen. Life for the next few weeks will be like camping out – Spartan and if you reasonably prepare yourself (and family) you can make it a fun adventure. We don't yet know why, but there will likely be some frustrating delays and unexpected changes. Concentrate on letting go of control because if you try to hold on to it, you're in for a frustrating experience ………. Good time to learn the fine art of meditation.
Get a referral list of good family restaurants serving a wide variety of cooking styles. Start collecting "take-out" menus. Get the "Skip-the-Dishes" phone number and the various restaurants they can supply from – by the time this project is finished you probably won't be able to imagine wanting to dine at another restaurant in the foreseeable future.
Make Preparations and Get Organized – determine where the best option for a make shift kitchen will be – if you already have a mini secondary kitchen or wet bar, you're in luck. Otherwise, what is the best source for water and doing / storing dishes. Consider a facility for refrigeration, cooking and cleaning up. Make sure you have a place to plug in any / all of these components and an electrical service capacity capable of supporting these appliances. Consider what equipment might come in handy for preparing the meals you plan to cobble together while "camping" – coffee maker, electric kettle, toaster, toaster oven, slow cooker, portable electric grill, electric frying pan, microwave oven … maybe even a 2-burner infra-red portable cooktop ? Clean-up is ultimately the biggest challenge and having an easy access to a hot and cold water supply and dishwashing tub must be a primary consideration.
Figuring out what not to pack is KEY to survival ! Once you box up your stuff, you likely won't be able to find anything you need until after the kitchen renovation is complete and you are unpacking – too late to be helpful in survival mode.
"What Not to Pack" Suggestions From "Survivors" - grilling tools, carving knife, bread knife, paring knife, cutting board, 2 or 3 platters, coffee mugs and/or tea cups, paper plates & napkins, ( 1 ) set of silverware and a complete place setting for each member of the family (you probably won't encourage much company through this process), a few serving spoons, can opener, bottle opener, WINE OPENER (very important as time progresses), place mats and a tablecloth, large serving tray. Also remember coffee, tea, sweeteners, salt, pepper, favourite spices and condiments, pet food and bowls, wash cloths, dish towels, etc This is a pretty good start – don't wait until the last minute to create this list and ask other members of the household if they can think of anything you might have missed.
Here is your chance to experience a healthy "European" lifestyle were you get to stop by the market every day for that night's supper provisions. Make meal planning and preparation a fun chore and try to involve everybody in the process. Your menu will quickly gravitate to easily prepared foods that you can cook or prepare indoors or grill on your outdoor BBQ. Soup, cereal and sandwiches may soon become the most appealing options. Buy stuff at the grocery store that is easily and readily consumed with a spoon.
Keep dish detergent, a scrub brush and a dish towel at the designated cleanup "sink". The designated food trash should definitely have a lid to contain odors and keep "pests" away. Stay on top of the cleanup process – scrape dishes into the trash, wash them, dry them and put them away in their designated spots as soon as possible – the task will seem less onerous if these cleanup chores are dispatched quickly and regularly.
In the film "Under the Tuscan Sun", the author's advice for surviving a renovation is to "pick one room and make it yours". Apparently, this concept is key to reno survival. Designate one room as your sanity-saving space. Be very clear with your contractor that this room is off-limits for cutting through and for storing tools or materials from or destined to the renovation. The best options are rooms that are not bedrooms and are not directly adjacent to the kitchen – construction noise can eventually be aggravating – especially after a few weeks. Be vigilant in defending this space – one day a request to store a small box or expensive tool, the next day could see 4 major appliances that arrived 2 weeks early.
Regardless of your sustenance source, eating off TV trays from the sofa or picnicking on the floor will get tiresome fast. Consider screened in porches or patios during nice weather or a small table with a nice tablecloth when the need arises. If you've ever wanted to improve upon your grilling skills, this is your opportunity. Research recipes & techniques. Follow inspirational "grillers" on social media and try cooking things you've never tried on the grill before. Involve the kids and organize a "Master Chef Junior" type of challenge – believe it or not the kids will often enjoy the involvement – I didn't suggest this would be less work for the adults.
The Finished Project – The Wait Was Worth It !!!
For more insight, watch for our January 2019 Blog …. "I Didn't Know What I Didn't Know" with feedback and more things to watch for from one of our customers who just finished an extensive renovation, where she acted as her own General Contractor.


text:
Global Encyclopedia of Public Administration, Public Policy, and Governance
| Editors: Ali Farazmand
Privatization in Central Government
Patricia Bachiller
Corporate Governance Capital Market Privatize Company Initial Public Offering Minority Shareholder
Corporatization; denationalization
The transfer of ownership of a state-owned company from a government (public sector) to a privately owned entity or private investors (private sector).
The privatization of state-owned enterprises (SOEs) has become a common process all over the world and is considered a major component of the New Public Management (NPM). The sale of SOEs and their assets to private parties by the governments has been one of the most relevant issues in the reforms of the public sector, and privatizations are expected to correct inefficiencies associated with the public sector. Moreover, the requirement of the European Union of governmental neutrality, the globalization of markets, and changes in organizational and productive processes have led to the decrease of the intervention of governments in the economy.
Privatization has not only reduced the role of the State in the production of goods and services, but has also increased the size and efficiency of the capital markets and the participation of citizens in stock markets. In line with this, newly privatized firms have begun to operate in an environment of greater economic freedom and, therefore, have initiated an expansion to take advantage of the market and of the financial opportunities. For an effective transformation, organizational changes must be undertaken by these entities to guarantee their continuance in the market, and their goals must be modified as a consequence of a greater market orientation and environmental changes. There is a lot of divergence between public and private companies and, consequently, SOEs have undertaken internal changes to carry out an effective restructuring and to adapt to the new competitive environment.
Reasons and Factors for Privatization
Reasons that boost this process are the changing view of the role of the State in the economy, new perceptions about the control and distributional function of utilities, the growing demand for more and better quality infrastructure services, and technological developments in the telecommunications and electricity industries. Governments have given multiple reasons for carrying out the privatization process, including the increase of revenues for the State (Brusca et al. 2015), to promote economic efficiency, to reduce the interference of the Administration in the economy, and to introduce competition and to discipline SOEs through capital markets.
The reasons for privatization can be categorized as economic, financial, and political (Vickers and Yarrow 1991). Efficiency is the economic reason most frequently used by governments to justify privatization programs. In privatization processes, most governments assert that private companies are better managed and are more efficient than public ones, and economic theory admits that private ownership transforms SOEs into more efficient firms, especially in competitive industries (Megginson et al. 1994). However, there is no theoretical consensus about the capacity of private ownership to pursue social objectives such as the stabilization of employment or the provision of goods and services at reasonable quality for citizens. Currently, controversy continues about whether SOEs should maximize profits or have only social objectives. Theoreticians do not agree on whether a state monopoly is preferable or whether the monopoly must be private and subject to regulation.
Privatization has changed the perspective from which regulatory questions are addressed, as market failures associated with monopoly and externalities do not disappear with a change of ownership. Development of a modern regulatory system is neither simple nor fast. The problem is vast, and sustainable change requires not only reforms to thousands of instruments, but also new institutional capacities and a shift by the public administration from a culture of control and rent-seeking to a culture of results-orientation and client services. Therefore, countries face the task of moving forward with the transition to market-led growth to maintain economic performance in response to technological innovations, changes in consumer demand, and interdependencies in regional and global markets. In this transition, supply-side reforms to stimulate competition and reduce regulatory inefficiencies have become central to effective economic policy.
The Process of Privatization
Governments employ three basic techniques to privatize their SOEs – share issue privatizations, asset sales, and voucher privatizations – according to the objectives of the privatization process.
The decision about the transfer method of SOEs is not straightforward. Political factors like the ideology of the government about the market and regulation and economic factors like the financial position of SOEs and the conditions of capital markets are involved in the privatization process. Governments use the sale of an SOE as a tool to develop a capital market. Larger and more profitable SOEs are more likely to be privatized through capital markets, while governments that have less state control over the economy tend to privatize SOEs via asset sales.
In a privatization process, the method of privatization determines the management replacement, because it determines who the new owners are. In initial public offers (IPO), the company is usually restructured previously in order to prepare it for private ownership and to reach higher value in capital markets. Moreover, in privatizations by IPO, managers are exposed to the discipline of financial markets and the control of investors, and public companies are no longer immune to acquisition and to the threat of bankruptcy. The preparation for an IPO, and the IPO itself, causes organizational changes within a company that contribute to performance. The most relevant IPO-related changes that contribute to performance are related to innovation, financial management, and financial reporting (planning and control, capital budgeting, and internal communication).
In the environment of the post-communist transition of the Eastern European countries, privatization is a complex economic and political process. In these countries, voucher privatization has been the main method of sale by giving preferential treatment to citizens and workers of the privatized enterprises. Restructuring the company and substituting the management may lead to a successful privatization process; however, the literature shows that management has not been replaced in these countries. So, unless voucher privatization is coupled with the possible purchase of shares by foreign firms, the newly privatized state enterprises have difficulty making the restructuring with the existing management and face additional costs in purchasing managerial skills on the labor market because of adverse selection problem. Literature corroborates this idea in their analysis of companies privatized through voucher privatization as, with voucher privatization, financing and control mechanisms are unlikely to be introduced by external shareholders, so it is more complicated to improve the performance of companies privatized in this way.
Capital Markets as Disciplinary Mechanisms of Management
Privatization subjects managers to the pressure of the financial markets and monitors and disciplines profit-oriented investors. Therefore, objectives imposed by politicians in SOEs are redefined, and mechanisms that aligned managers' incentives with owners' financial interests are introduced. The accountability to shareholders gives a better incentive for state companies to operate efficiently. That is, the change of ownership has led to new incentive systems to enhance financial performance. Moreover, companies introduced instruments for performance measurement in order to enhance transparency and improve organizational learning. These changes in privatized companies give managers the possibility of increasing their salaries according to their level of efficiency. The change of ownership has generated more defined objectives and new incentive mechanisms for the managers.
SOEs may be less efficient because they are immune to capital markets. The public trading of shares of privatized companies in capital markets will increase their efficiency if privatization is linked to the possibility of takeover by outsiders, disciplines managers, and provides the ability to link compensation to performance. As a result, when shares are traded in public equity markets, managerial effort and accountability increase.
In the companies, agency problems arise between the managers (agents) and owners (principal). In private companies, these problems are reduced through the existence of a market for ownership rights, which enables the owners to sell shares if they are not satisfied with managerial performance (property rights theory), through the threat of takeover and bankruptcy, and through a managerial labor market. In the case of privatized firms, the possibility of issuing capital implies that the discipline of the financial creditor is replaced by the discipline of shareholders and, therefore, of the capital markets.
On occasions, the appointment of SOE managers is carried out according to their capacity of negotiation with politicians, their ideology, and the confidence of politicians in these managers. With the change of ownership, the labor market puts pressure on managers and disciplines them. If the management labor market is competitive, it will be a monitor mechanism and replace non-efficient managers. The conflicts between shareholders and managers are addressed using optimal contracts within a principal-agent framework.
In the privatization process, the capital markets work as a mechanism to establish management incentives. In efficient markets, the stock price incorporates performance information about future benefits from company's decisions (Vickers and Yarrow 1991). This information is useful for shareholder-manager contracts and for defining managerial remuneration. The objectives of compensation plans are to help the company attract, retain, and motivate its executives and other employees. Privatized firms that have incentive systems show more performance improvements than companies that do not have them. Compensation plans motivate employees by providing a direct link between company performance and executive wealth, that is, employees are rewarded for achieving specific goals. These plans are an efficient mechanism in matching managerial pay to managerial ability.
The public trading of shares establishes the possibility of takeover by outsiders, and the threat of a takeover is another management control mechanism. These market operations may stimulate managers to achieve greater efficiency and to avoid being acquired by another company. A major consequence of privatization is that privatized companies can be targets of takeovers and mergers. Several takeovers in Europe involved newly privatized firms.
From these explanations, it can be observed that the level of development of capital markets is a key determinant of post-privatization efficiency gains. More developed markets facilitate access to private debt and equity, which allows a more far-reaching modernization and restructuring of companies. Companies whose shares are traded in more sophisticated and active markets can obtain greater performance improvements from the privatization process.
The Governance System in the Privatization Process
The privatization of SOEs has been one of the most important channels for improving corporate governance, which is a key element for enhancing economic efficiency and investor confidence. Good corporate governance should provide proper incentives for the board and management to pursue objectives that are in line with the interests of the company and of shareholders and should create trust in order to promote an efficient and transparent market economy. The change of the ownership structure has required modifications in the mechanisms of corporate governance of privatized companies. In these companies, governance depends on the effectiveness of relations between interest groups that control the strategic management and the performance of the company.
Figure 1 shows factors and mechanism of corporate governance. As it can be seen, the separation of owners and managers and the expansion of capital markets, derived from the increase of quoted firms, boost the development of corporate governance. Corporate governance has to do with the agency problem: the separation of management and ownership. The fundamental question of corporate governance is how to assure investors that they get a return on their financial investment.
Factors and mechanisms of corporate governance systems (Source: self-elaborated, based on La Porta et al. (2000))
With globalization, institutional investors force companies to comply with the rules of transparency and corporate governance, as institutional investors acquire shares of companies to maintain shares in the long run (Megginson 2005). This author states that creating a satisfactory corporate governance system generally involves changing a nation's corporate and securities laws, strengthening the listing and disclosure requirements for its stock exchanges, enhancing the independence and competence of the national judiciary, and establishing a regulatory regime capable of balancing the competing claims of managers, outside shareholders, and creditors.
Factors of corporate governance can be split into two groups: internal and external mechanisms. Internal governance mechanisms include ownership concentration, board composition, executive compensation, top management replacement, the monitoring of executive decisions, and the protection of outside investors. External governance mechanisms refer to the effectiveness of a market for corporate control that may permit the purchase of the firm when it is underperforming. Both types of mechanisms are influenced by environmental and organizational factors linked to the privatization process.
Finally, other corporate governance mechanisms are the legal system and codes of good governance. The country's legal system must force managers to feel the discipline of the capital market. Markets affording greater shareholder protection are consistently larger and more efficient. Codes of good governance are a set of best practice recommendations about the structure of the boards of directors and act as a substitute for deficiencies in the protection of shareholders in the legal system.
In the privatization context, all these mechanisms are very important, and the government should prevent the newly created shareholders from being expropriated by the managers of privatized companies. Where the law affords weak protection to shareholders, governments are more reluctant to relinquish control of SOEs to avoid opportunist behavior on the part of privatized firms, and privatization efficiency is lower.
The property rights theory states that privatization must replace political managers to create an independent governance system in the companies. Furthermore, privatization to outsiders is associated with higher gains than privatization to insiders. That is, new owners will restructure the company to recover their investment and obtain a higher profitability.
Governments must enhance corporate governance systems to promote transparent markets and a successful privatization process. Investors decide to acquire shares and restructure the company in order to adapt it to the new competitive environment. Weak governance and a limited protection of minority shareholders intensify traditional principal-agent problems. These problems have relationship with issues of managerial discretion and expropriation, which occurs when large owners assume control of the firm and deprive minority owners of the right to appropriate returns on their investments. Post-privatization performance improves when corporate structures are introduced into the companies.
Results of the Privatization Process
Main conclusions that can be extracted from privatization process are:
The privatization process has reduced the role of the SOEs in the economy in order to fulfill economic, political, and financial objectives imposed by the governments.
The Depression and World War II pushed the government into a more active role in their economies, including the ownership of the production of goods and services. In the second half of the twentieth century, Western European governments debated how deeply involved the national government should be in regulating the national economy and which industrial sectors should be reserved exclusively for state ownership. They decided that the government should own at least the telecommunications and postal services, electric and gas utilities, and transportation. Many politicians also believed that the state should control strategic manufacturing industries such as steel and defense production. Another reason to boost state ownership was the general resentment toward foreign investors owning the largest firms, so privatization policies provided a preferential treatment to national investors in their early stages.
With the Thatcher government, privatization programs started in the UK, and the change of ownership of British Telecom in 1984 meant the beginning of privatization as an essential economic policy in the country (Martin and Parker 1995). The successful British privatization program persuaded other countries to sell their SOEs. The objectives established by governments through privatization processes define initial conditions of the sale of SOEs. All governments must take three decisions about privatization: how to transfer control of the company, what price to offer, and how to distribute the shares. A government that does not want to interfere with the privatized firms will distribute their sale over time to gain credibility. Firms whose value is highly sensitive to public policy choices will be privatized with smaller share sales to retain their control for long.
The ideology of left-wing governments is more inclined to privatize SOEs to foreign investors than right-wing governments, rather than decrease the sale price in order to carry out redistribution between domestic investors. Left-wing governments adopt strategies for obtaining more revenues. A market-oriented government will significantly decrease the price in the initial offer of privatization to signal to investors that it will not interfere with the privatized firm in the future. Most initial sales have political features such as preferential share allocations to domestic investors and employees.
Privatization – an appropriate regulation and the liberalization of the market can lead to efficiency improvements.
The agency theory predicts that change of ownership per se will lead to improvements in the performance of privatized company. This theory analyzes the differences between the performance of private firms and SOEs as a result of the differences in the principal-agent relationship. In the private company, divergences between shareholders and managers are managed through internal and external control mechanisms, but SOEs do not have these mechanisms as they do not operate in a competitive market. In SOEs, the principal's objectives are related to the public interest whereas, in private firms, the principal's objectives are related to maximizing the firm's value. Furthermore, the manager (agent) of an SOE has two principals, voters and government, whereas, in private companies, the principal is the shareholders. Additionally, the public choice theory defends that the State is a self-interested agent that pursues its own interest and, consequently, SOEs have multiple and varied objectives. These theories are confirmed by literature (Boycko et al. 1996) and highlights problems in the SOEs using a model that shows the gap between the objectives of politicians and managers.
Although both theories defend that privatization improves the performance of companies, many studies do not agree with this assertion. There is considerable debate about whether the efficiency and productivity of an SOE depend more on regulation and competition in the market or on ownership (Yarrow 1986; Vickers and Yarrow 1991).
According to Vickers and Yarrow (1991), competition is one of the main components of improvements in the performance of privatized companies. Liberalization, more than privatization, forces public companies to be more efficient. Empirical studies like Megginson et al. (1994) assert that there are significant differences between the performance of companies that operate in competitive and noncompetitive markets. In these studies, it can be observed that all companies improve their performance after being privatized; but if the market is competitive, the benefit will be higher.
Currently, the regulatory decisions have been designed to introduce rules that do not interfere in the running of competitive markets, and regulatory powers are more widely distributed at the national, regional, and international levels.
Privatization processes have contributed to the development of capital markets
One of the objectives of privatization has been to promote the so-called popular capitalism, that is, the democratization of capital markets through the participation of citizens in privatization processes. Privatizations by initial public offering (IPO) have developed primitive capital markets, and the sale of shares of SOEs tends to be underpriced to attract the participation of investors. Companies privatized by IPO generally obtain higher market capitalization and values in the capital markets.
Quoted companies generate an economic benefit from the increase in efficiency and liquidity that they provoke in the capital markets. The efficiency of capital markets promotes economic growth and allows the financing of investment opportunities of companies, not only in capital markets, but also in bond markets. So, the privatization of SOEs promotes the development of fixed income markets.
In privatization processes by IPO, investors purchase shares and resell them to earn significant positive returns. One reason is that IPOs may be significantly underpriced. In the long run, important gains are generated, which indicates that the market underestimates the total efficiency gains due to privatization. Parker (1997) analyzes the privatized sector in the UK and asserts that gains for investors are due to the high profits of privatized companies and the low level of competition in the first years after privatization, which lead to high returns to investors. Investors have gained experience about important variables such as the cost of capital, asset values, and depreciation rates of regulated firms, so they can evaluate the real price and the market price and avoid underpricing.
The privatization process modernizes a nation's corporate governance system.
The change of ownership aims to increase corporate efficiency and transform corporate governance by introducing incentives systems in companies and creating arrangements that are conducive to effective governance.
The adoption of privatization programs strengthens a nation's governance systems and leads to significant improvements in the market regulation and financial systems. So privatization programs have forced governments to improve effective governance systems so that the change of ownership of SOEs is perceived as economic and political success. This is more complex than the simple fact of selling SOEs because it implies that many rules and institutions have to change simultaneously. Concern about the security issues of capital markets has risen with the privatization process, and the law has tried to strengthen the defense of minority shareholders. Another consequence of a successful privatization process is the change of the legal system in order to protect investors.
In recent years, governments have boosted privatization by public offer and have established a regulation to increase the confidence of potential investors and guarantee that the capital markets are appropriate for investing in these companies. This has led capital markets to be more liquid and transparent.
From these results, it can be observed that the privatization process has meant rapid changes in utilities and infrastructure companies. Global competition between multinational firms has replaced domestic and monopolistic markets by others that are more segmented and competitive. In spite of these gains derived from privatization, the relationship between these benefits and the change of ownership is not clear. The results of privatization take several years more than expected to appear. Privatized industries have grown and become more profitable, but the causality relationship runs from the growth and profitability to the privatization, not in the opposite direction. The benefits of privatization coincide with increasing dissatisfaction among and opposition from citizens. Macroeconomic and distributional gains are not equivalent to microeconomic gains, and in several cases the privatization process has not been transparent. Figure 2 shows factors that boost the privatization process and its main results. However, it is also necessary to consider that key elements such as regulation, competition, restructuring of privatized companies, and changes in corporate governance systems influence post-privatization performance.
Casual factors and results of privatization processes (Source: Self-elaborated)
The above theories and perspectives on privatization offer positive features, but they also carry serious problems of their own. For example, change of ownership is not enough to improve efficiency in privatized companies, which indicates that compliance with fiscal rules and the development of the capital markets may be the real reasons why the governments implemented the privatization process.
Capital markets discipline privatized companies because of the threat of takeover – when the company is not efficient enough – and the risk of bankruptcy. This is a consequence of the lack of financial support from the government, which no longer subsidizes privatized companies nor takes responsibility for their debts. Literature corroborates this idea and shows that companies privatized through public offers obtain a better performance in the short run than companies privatized through private sale or voucher privatization. SOE managers have freedom to take decisions, and they are only accountable to politicians. However, the change of ownership means that managers have to justify their actions to new private shareholders and are exposed to the risk of being replaced by more efficient managers. If the corporate governance system of a country is weak, investors' rights are not protected, and there is no confidence in the financial system. This can explain why insiders, old employees and directors, rather than outsiders have acquired the control of the privatized companies. The lack of outsider control means that privatized companies' performance does not improve with privatization.
Privatized companies have introduced management techniques and have carried out internal restructurings, modifying their objectives and strategies. Restructurings allow them to give a better economic image, and, consequently, governments can obtain higher revenues and reduce the public deficit with the share sales. Moreover, more investors are attracted to the capital markets, which promote the so-called popular capitalism. The internal changes require a learning process and a period of adjustment because companies do not receive financial support from governments and they need several years to adapt to the new competitive environment.
The conclusions presented here allow to assert that the results of privatization have not always been those expected because the companies have not improved their efficiency with the change of ownership. This indicates that governments have followed other aims, such as modernization of the corporate governance system or the development of the capital markets. Privatization is a necessary response to globalization and the liberalization of markets but not an independent trend.
Economic Liberalization and Governance
Privatization and Public Management
Privatization in Local Governments
Boycko M, Shleifer A, Vishny RW (1996) A theory of privatisation. Econ J 106(March):309–319CrossRefGoogle Scholar
Brusca I, Caperchione E, Cohen S, Rossi F (2015) Public sector accounting and auditing in Europe: the challenge of harmonization. Palgrave Macmillan, HoundmillsCrossRefGoogle Scholar
La Porta R, López-de-silanes F, Shleifer A, Vishny RW (2000) Investor protection and corporate governance, J Finance Ecom, Vol. 58, pp. 3–28Google Scholar
Martin S, Parker D (1995) Privatization and economic performance throughout the UK business cycle. Manag Decis Econ 16(3):225–237CrossRefGoogle Scholar
Megginson WL (2005) The financial economics of privatization. Oxford University Press, New YorkCrossRefGoogle Scholar
Megginson WL, Nash RC, Van Randenbourgh M (1994) The financial and operating performance of newly privatised firms: an international empirical analysis. J Financ XLIX(2):403–452CrossRefGoogle Scholar
Parker D (1997) Price cap regulation, profitability and returns to investors in the UK regulated industries. Util Policy 6(4):303–115CrossRefGoogle Scholar
Vickers J, Yarrow G (1991) Economic perspectives on privatization. J Econ Perspect 5(2):111–132CrossRefGoogle Scholar
Yarrow G (1986) Privatization in theory and practice. Econ Policy 2:324–364Google Scholar
1.University of ZaragozaZaragozaSpain
Bachiller P. (2016) Privatization in Central Government. In: Farazmand A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham
Accepted 20 May 2016
Principal-Agent Theory of Organizations
Prisons as Social Policy, United States
Privacy Rights and Public Employment
Private Law and Public Administration
Privatization and Deregulation in Japan
Privatization of Education in Australia
Privatization of State-Owned Enterprises in Indonesian Manufacturing Industry
Privatization of the Utilities in Abu Dhabi, UAE
Pro-natal Responses to National Decline
Procuring for Sustainability: Prioritizing Preferences
Product Development Partnerships: Collaborative Multi-Sector Regimes to Accelerate Vaccine Development
Productivity and Management in Public Sector
Professional and Business Associations
Professional City Management


text:
Wind farm hope from China
July 16, 2019 Stephen Taylor Latest News
YARINGA boat harbour developer Stefan Borzecki has sold his 200-hectare French Island property to a Chinese company that may be able to realise his dream of establishing a wind farm capable of powering the entire Mornington Peninsula.
He says the company has built similar projects in the Philippines and China.
The buyer – reportedly with links to the second largest power company in China – paid $3.5 million for the land on three titles, including a house, at the north-western corner of the island.
The sale includes a feasibility study into a wind farm as well as weather monitoring equipment.
An engineer, Mr Borzecki said over the past 10 years he had tried to develop the remote property as a 12-turbine wind farm "capable of supplying green energy to the whole Mornington Peninsula".
However, he had been unable to get state government ministers to support his bid for planning permission.
Backers were also shy: "While we have proven that the site has the productive capacity to produce 150 megawatts-plus no Australian developer would take it on," he said.
"It is the only wind site near the peninsula but not on the coast, is next to the main electrical terminal station, has no neighbours and can't be seen from any village."
Mr Borzecki, who recently entered into an arrangement to sell industrial land at Yaringa, said he had "invested around $500,000 [in the wind-farm project] and had to give it up".
"It all became too hard," he said.
"I believe [the new owners] will build the wind and solar farm," he said.
"The problem lies at the top level of state government: we, and many others, could not open the door [which] is where the Chinese appear to have much better access and connections."
Selling agent Chris Watt, of Century 21 Home Port, said Mr Borzecki had worked hard over the past 20 years consolidating multiple titles which made the land an attractive sales proposition.
He described the buyers of the land as being "head and shoulders above the rest" in terms of their ability to get the potential wind farm project up and running.
The land, visible from Yaringa, is part of the old "Energy" precinct of the island. In 1893 the then-state government established seven village settlements for 200 people. They were called Energy, Star of Hope, Callanans, Perseverance, Industrial, Kiernans, and Grant Homestead Association.
Mr Borzecki offered 40 hectares of saltmarsh – habitat for the critically endangered orange bellied parrot – for a state park plus an adjoining 40ha foreshore reserve. This was to offset the loss of eight hectares at the then-new marina and its planned apartments.
In launching his wind farm project years ago Mr Borzecki praised the site's "clean and green" credentials and its potential to replace generators on French Island and power the entire peninsula.
First published in the Western Port News – 17 July 2019
Death at Bushrangers Bay
Camping rules unchanged
Reckless use of flare sparks scrub fire...
5 km/h, S


Osgoode Properties is committed to excellence in serving all customers including people with disabilities.
A person with a disability who is accompanied by s support person will be allowed to have that person accompany them on our premises. Fees will not be charged for support persons.
In the event of a planned or unexpected disruption to services or facilities for customers with disabilities, Osgoode Properties will notify customers promptly. This clearly posted notice will include information about the reason for the disruption, its anticipated length of time, and a description of alternative facilities or services, if available.
Osgoode Properties will provide training to employees. Individuals in the following positions will be trained: Building Managers, Property Managers, Superintendents, Rental Agents, and Property Administrators.
This training will be provided to staff during their new employee orientation.
Osgoode Properties' plan related to the customer service standard.
What to do if a person with a disability is having difficulty in accessing Osgoode Properties' services.
Staff will also be trained when changes are made to Osgoode Properties' plan.
Customers who wish to provide feedback on the way Osgoode Properties provides services to people with disabilities can do so via email, in writing, or verbally.
All feedback will be directed to Osgoode Properties' Human Resources Manager, Louise Paynter (lpaynter@osgoode.ca) or 613-729-0656 extension 135. Customers can expect to hear back within 2 business days.
Any policy of Osgoode Properties that does not respect and promote the dignity and independence of people with disabilities will be modified or removed.


It might not be something you'd thought about before reading this, but your washer and dryer should be cleaned at least once a month. It will make them more effective and will keep them from breaking down or having issues down the road.
Don't worry, though, you won't need any special equipment or need to know how to disassemble and reassemble either machine. Here are 4 easy solutions to help keep them clean and in proper working condition. Remember: the better condition your machines are in, the cleaner and fresher your clothes will come out.
Consider Affresh's durable wipes with "micro-grab" fibers that pick up and trap all the funky stuff in and around the rubber liner, glass door and lint traps, as your washer and dryer's first line of defense. Basic maintenance goes a long way. Use them to wipe down surfaces inside and out.
When you need to clean the bits of the washer that you can't see, throw in one of Affresh's washer cleaning tablets once a month for a deep deodorizing scrub. Just make sure you run the cycle sans clothes.
Cleaning the lint trap might not be the most glamorous of cleaning chores but it's incredibly important to keep all that dust, dirt and lint at a minimum. Why? Because those dust bunnies are known to catch fire. Besides, it'll help lower your overall energy consumption anyway, so consider it a win-win.
For those with a front-loading washer and/or dryer, you should strongly consider the Laundry Lasso to prevent any buildup of mildew, mold or worse. By keeping the door open, but not flapping in the wind and in the way, all that moisture can evaporate out of your life.
← Power Tools: Beauty's Latest Trend?


text:
Jordan Pickford knows Leicester City will be looking for revenge on New Year's Day
The Everton goalkeeper has called on his side to be on their 'A-game' when the Foxes come to Goodison Park
Jordan Pickford knows Leicester City will be on the lookout for revenge and has urged Everton to bring their "A-game" when the two sides clash at Goodison Park on Tuesday (12.30pm).
The inconsistent Toffees lost their third game in four on Saturday, a 1-0 reverse at Brighton.
Marco Silva's side looked to have re-discovered their form on Boxing Day, battering Burnley 5-1 at Turf Moor - but they weren't able to follow that up with another positive result at the Amex Stadium.
And Pickford is hoping his side will be able to return to winning ways once again by completing their first double of the season after October's 2-1 win over City at the King Power Stadium.
Leicester City 0-1 Cardiff City
Puel on Vardy sub
'We didn't deserve to lose'
"I think we are playing well, we're gelling well, we just need to start getting that consistency," said Pickford . "If you can't win, don't lose the game but Brighton scored and we couldn't break them down.
"Leicester are a tough side. We won at their place so they'll be trying to get a bit of revenge but we've just got to bring our A-game, recover well and hopefully get three points.
"We've shown glimpses of our ability going forward and, apart from the Tottenham game, defensively we've been solid."
Silva has shuffled his pack in defence, opting for a three-man back line as opposed to the four-man unit deployed in the previous meeting with the Foxes .
Leicester City live - looking back on 2018 and ahead to the New Year's Day visit to Everton; transfer latest
And Pickford singled out former City loanee Michael Keane for praise. The centre-back made 22 appearances on loan from Manchester United at the King Power during the 2012-13 season .
Since then, he's earned England caps and a £25million summer move from Burnley, whom he left United for in 2015, to Goodison Park.
"He's been very good," Pickford said of Keane.
"The consistency in his performances have been very good as well and at a high standard. It's hard to come to a new club and takes a bit of time and he probably feels a lot more settled now.
Jamie Vardy is challenged by Michael Keane (Image: Michael Regan/Getty Images)
"The gaffer decides if we play three at the back, four at the back but the good thing is we've got a lot of variety to change formation. We played three at the back at Burnley and won 5-1. On Saturday it wasn't going our way for part of the game so we went to four at the back and it's good to have that variety and a lot of depth in the squad."
'Special talent' hits milestone Leicester City goal after urge to reach next level
Leicester City FCThe 16-year-old started the comeback for the under-23s on Monday night with his first goal at that level, the attacking midfielder responding to a chat from coach Ben Petty


text:
Home Filmstars Female Jessica (Jessica Jung) Height, Weight, Age, Body Statistics
Jessica (Jessica Jung) Height, Weight, Age, Body Statistics
Jessica (Jessica Jung) Quick Info
Date of Birth April 18, 1989
Zodiac Sign Aries
Boyfriend Tyler Kwon
Jessica is an American singer and actress best known for being a member of the South Korean girl group, Girls' Generation until 2014. In 2014, she revealed that she had been forced out of the group and she officially left it on August 6, 2015. Jessica has been working as a solo artist since then and has released her own music. She has amassed more than 8 million followers on Instagram.
Jessica Jung
Jung Soo-yeon, Ice Princess, Sergeant Sic, Sica-sama
Jessica at Incheon International Airport in May 2015 (SparkleS805 / Tistory / CC BY-4.0)
She divides her time between South Korea and the United States.
Jessica went to Korea Kent Foreign School.
Singer, Actress
Siblings – Krystal Jung (Younger Sister) (K-Pop Idol)
Until August 6, 2015, she was being represented by SM Entertainment.
In 2016, she signed up with Coridel Entertainment.
In May 2018, she had signed with United Talent Agency to represent her in North America.
K-pop, Bubblegum Pop, Electropop, R&B, EDM
Vocals, Piano
Coridel Entertainment
United Talent Agency
Until 2014, she was also signed up with SM Entertainment and Interscope Records.
5 ft 4 in or 162.5 cm
Jessica at The Musical Awards in June 2013 (Like a cult life / Tistory / CC BY-4.0)
Jessica has dated –
Tyler Kwon (2013-Present) – Jessica has been dating the CEO of the Coridel Entertainment, Tyler Kwon since 2013. There were rumors about the two dating but they themselves never agreed or denied the relationship. In 2016, Jessica publicly accepted her relationship with Tyler.
She is of South Korean descent.
Jessica as seen in April 2018 (dispatchsns / YouTube / CC BY-3.0)
Jessica has done endorsement work for brands like –
Korean chicken chain Goobne Chicken
Being a member of South Korean girl group Girls' Generation until 2014
Portraying the role of Elle Woods in the Korean version of Legally Blonde musical
Her fashion and beauty brand 'Blanc & Eclare'
Jessica released her first studio album titled Girls' Generation along with the group Girls' Generation in November 2007.
As a solo artist, she released her debut EP titled With Love, J in May 2016.
She made her theatrical film debut as herself in I Am in 2012.
She made her first TV show appearance on the South Korean comedy-variety show Unstoppable Marriage in 2008.
Jessica at Incheon International Airport as seen in April 2015 (SparkleS805 / Tistory / CC BY-4.0)
Jessica Jung Facts
She was scouted along with her sister by an SM Entertainment agent in South Korea where they were holidaying.
She was the first member of Girls' Generation to be signed up with the SM Entertainment.
After signing up with the agency in 2000, she remained a trainee with them for almost 7 years.
Jessica made her official debut with the group, Girls' Generation in August 2007.
Apart from being a member of the group, she produced several solo songs and made her acting debut as well.
In August 2014, she launched her own fashion label named 'Blanc' and later renamed it to 'Blanc & Eclare'.
She also starred in her own reality show titled Jessica & Krystal which as the name suggests, she hosted along with her sister.
On September 30, 2014, Jessica announced that she was forced out of the group, Girls' Generation. She broke the news through her personal Weibo account and this was later confirmed by SM Entertainment. She later also stated that she was asked to leave the group by the agency and other group members.
Featured Image by SparkleS805 / Tistory / CC BY-4.0
Laura Michelle Prestin Diet Plan and Workout Routine
Boyce Watkins Height, Weight, Age, Body Statistics
Fred (Footballer, Born 1993) Height, Weight, Age, Body Statistics


text:
package org.assertj.core.api;

import org.junit.Before;
import org.junit.Test;

import java.util.OptionalLong;

import static org.junit.Assert.assertNotNull;
import static org.junit.Assert.assertSame;

/**
 * Tests for <code>{@link Assertions#assertThat(java.util.OptionalLong)}</code>.
 *
 * @author Alex Ruiz
 * @author Mikhail Mazursky
 * @author Alexander Bischof
 */
public class Assertions_assertThat_with_OptionalLong_Test {

    private OptionalLong actual;

    @Before
    public void before(){
        actual = OptionalLong.of(10l);
    }

    @Test
    public void should_create_Assert() {
        assertNotNull(Assertions.assertThat(actual));
    }

    @Test
    public void should_pass_actual() {
        assertSame(actual, Assertions.assertThat(actual).actual);
    }
}

redpajama_set_name: RedPajamaGithub


text:
Advancement Resources
Agnostic Scout?
By CA_Scouter, November 8, 2005 in Advancement Resources
CA_Scouter 11
One of my scouts came up to me to sign off on a first class requirement where he is supposed to lead his patrol in saying grace before a meal. He informed me that he was 'agnostic', and felt that this was forcing religion upon him.
I responded by informing him that BSA membership involves a religious component, an acknowledgement of a higher power.
He wanted me to waive the requirement, but I informed him that if he chose to stand by is statement of 'agnostic', that I could not sign off on the requirement.
Some background, this kid is 15, is only Tenderfoot, not much involved in advancement, is 'forced' to attend by his father ( but seems to enjoy himself anyway, strangly enough ), is extremely intelligent, but moody and defensive at times. I still like him though, because I can see through most of that, and he has performed well when I've asked him to lead an activity or perform a task.
Now I've got some ideas of what I want to do, but I'll keep them to myself in order to stimulate discussion from forum participants.
Does BSA require that he be expelled from the organization due to his agnosticism?
evmori 11
Does this Scout believe in God? You need to answer that before you decide on a course of action. And remember, belief in God doesn't require being a member of an organized religion or denomination.
Ed Mori
Troop 1
John-in-KC 241
Moderator and nice guy
This is a time for the young man to take a mature and introspective look at himself. This could be teen rebellion, it equally could be he's developing a faith that takes him outside the common established religions (Chritianity, Buddhism, Judaism, Islam, Hindu, etc).
If he makes it to Eagle, he'll need a well-founded and well grounded personal view on faith in a Supreme Being. IDEALS are the Scouting method in use, supporting the CHARACTER DEVELOPMENT aim. That's how faith fits into the program.
Help him in this journey. It's not quite a "blinding flash of the obvious" he's somewhat adrift.
Trevorum 24
Mod-R8R
Agnosticism is not the same as active atheism. There is a subtle but important difference, which may be key in how you handle this case.
Regardless, religious beliefs often change and grow with time and the teen age years are when many people begin their search for spiritual meaning. What this boy believes today is evidently not the same as what he believed several years ago, and likely is not the same as what he may believe several years from now.
This boy might simply be reacting against the established dogma of his parents or peers. Scouting can be a spiritually healthy experience for such boys, exposing them to a wide variety of beliefs and ways of being spiritual. Be aware though that some parents, who insist that their children follow their own religious beliefs, see this as a liability and not a benefit of Scouting.
And Ed is absolutely right: "Scouting does not define what constitutes belief in God or the practice of religion" (BSA position statement, June 2002). This is left to the individual Scout and his family.
mdutch 10
Interesting situation. I would try to find out more about what his beliefs are before I made a decision. What if he says that he believes in god, but also believes that communication with god should be done individually, not publicly (leading your patrol in grace). Would that be concidered grounds for waiving the requirment? If so, by whom?
If he's being "forced" to attend scouts, could be he's discovered a legal loophole that even his Father can't control. BSA policy is clearly stated in the Declaration of Religious Principle that all members must agree to. I would ask the scout to read it carefully and think about it...then come back to you with his decision to either remain a member or resign. It's his choice...not yours.
If he believes in God, why couldn't he lead his patrol in silent grace? There is nothing that states grace before a meal must be said out loud.
Kudu 167
The spirituality of both Baden-Powell and his famous cleric father were described as "pantheistic." A hundred years later, most skeptical Scouts find the pantheistic definition of God as "the sum total of all the natural laws in the universe" acceptable.
Ed's idea of a moment of silence is probably the best idea. You might also have him google "agnostic prayer" and find something he can believe in. Here are a couple:
The Agnostic's Prayer
God, if you are,
God, if you are not,
(written by Bill Lamb while in high school)
Another entitled 'Agnostic's Prayer'
O God, if there is a god, save
my soul, if I have a soul. - Ernest Renan
John Gunther in Death Be Not Proud offers this agnostic prayer:
Almighty God, forgive me for my agnosticism for I will try to keep a gentle, not cynical, nor a bad influence. And, oh, if thou art truly in the heavens, accept my gratitude for all thy gifts and I shall try to fight the good fight. Amen.
Evidently the following Agnostic's Prayer is famous in science fiction circles:
Insofar as I may be heard by anything, which may or may not care what I say, I ask, if it matters, that you be forgiven for anything you may have done or failed to do which requires forgiveness.
Conversely, if not forgiveness but something else may be required to insure any possible benefit for which you may be eligible after the destruction of your body, I ask that this, whatever it may be, be granted or withheld, as the case may be, in such a manner as to insure your receiving said benefit.
I ask this in my capacity as your elected intermediary between yourself and that which may not be yourself, but which may have an interest in the matter of your receiving as much as it is possible for you to receive of this thing, and which may in some way be influenced by this ceremony. Amen.
Roger Zelazny, Creatures of Light and Darkness, 1969
Eamonn 61
I think you will find all you need to know at:
http://www.bsalegal.org/faqs-113.htm
Q. Why is duty to God important to Scouting?
A. Since its founding in the United States in 1910, the Boy Scouts of America has had an ongoing commitment to encouraging moral, ethical and spiritual growth. The Boy Scouts of America believes that the principles set forth in the Scout Oath and Law are central to Boy Scouts goals.
Q. What harm would come of admitting young people who are unwilling to do their duty to God?
A. The Scout Oath and Law have served as the foundation of Scouting for 94 years. It would be a disservice to over five million youth and adult members of Scouting to allow members to pick and choose among the elements of the Oath or Law.
Q. How does the Boy Scouts of America define religion?
A. Boy Scouts of America is not a religion; it is a nonsectarian association of persons who believe in God. The Declaration of Religious Principle describes God in a broadly interfaith way as the ruling and leading power in the universe to whom we are grateful for favors and blessings.
Q. What religions are involved with Scouting?
A. Virtually every religion is represented in the Boy Scouts of America, from Catholics and Protestants, to the Armenian Church of America and Zoroastrians. The Religious Relationships Committee, which includes over 30 religious groups represented in Scouting, determines whether a religion is an appropriate partner for Scouting, and reviews any duty to God material which is to be used in Scouting for consistency with Boy Scout policies.
Q. What allows the Boy Scouts of America to exclude atheists and agnostics from membership?
A. The Boy Scouts of America is a private membership group. As with any private organization, Boy Scouts retains the constitutional right to establish and maintain standards for membership. Anyone who supports the values of Scouting and meets these standards is welcome to join the organization.
Eamonn.
packsaddle 742
If one the boys in this unit tells me he doesn't want to say a prayer, that is sufficient for me. I don't see the need to mount an inquisition. Most of it would be second-guessing probably - I doubt he'll give anyone an in-depth analysis of his beliefs, as if they are anyone else's business anyway.
The problem here isn't the Lad and the prayer.
The Lad has said that he is an agnostic.
The correct answer to :
"Does BSA require that he be expelled from the organization due to his agnosticism? "
Is yes, he can not continue in the BSA as an agnostic and if he stands by this he should be asked to leave.
I don't think you can kick a boy out if he is an agnostic. Atheist, definitely. There is a difference.
The problem is he will never advance beyond 2nd Class if he refuses to say grace.
FScouter 21
The definitions and differences of terms like agnostic and atheist have zip to do with whether a boy meets the membership requirements. He must have a belief in God to be a member and must demonstrate his duty to God in order to advance.
We don't "kick a boy out" of Scouting. That would be painful and be a violation of the G2SS. If a boy makes an informed decision that he does not believe in God and will not demonstrate his duty to God, then we are obligated to tell him that means he is giving up his membership. We then drop him from the roster in accordance with his decision.
It is important to understand that a member that does not abide by the terms of membership is making his own personal decision to give up membership. No one is "kicking him out".
The definitions and differences are important. An agnostic may believe in God. If they do, they meet the membership requirement. Atheists don't believe in God. They don't meet them membership requirement. Remember, the requirement is belief in God not being a member of a religion or denomination.
Hunt 11
"We don't "kick a boy out" of Scouting. That would be painful and be a violation of the G2SS. If a boy makes an informed decision that he does not believe in God and will not demonstrate his duty to God, then we are obligated to tell him that means he is giving up his membership. We then drop him from the roster in accordance with his decision."
So you're going to tell him he can no longer be a member, drop him from the roster, and (presumably) bar him from attending meetings and outings, but you're not kicking him out? Please. Sure, it may be his own mental state that's causing him to be kicked out, but you are going to take the steps that will strip him of membership, especially if he doesn't want to go.
One thing we should have all observed about teenagers is that what they say today may not be what they'll say tomorrow, or even an hour from now. So this boy should definitely be given time to think it over, and to decide if he believes in God or not. Personally, I think even the most nebulous, ill-formed, and even doubtful belief in God should be encouraged and nurtured--for me, only a flat statement of non-belief, repeated after a signficant cooling-off period, would lead me to tell a Scout that he can no longer be a member.
If he has only a general belief in the divine, it's possible to say a completely nonsectarian grace, such as "We are all grateful for the bounty of the earth, and for this food we are about to eat."
Go To Topic Listing Advancement Resources


Researchers led by Professor Paul Elliott at the Imperial College London studied 4,680 people aged 40-59. They recommend that a diet high in vegetable products be part of a healthy lifestyle for prevention of high blood pressure and related chronic diseases, reported the online edition of BBC News. Belinda Linden, medical spokesperson for the British Heart Foundation, said previous research had also shown that blood pressure was better controlled with a vegetarian diet.
Although the researchers did not find any strong evidence that high meat consumption is linked to high blood pressure, Linden said: "Vegetables contain less salt and more antioxidant vitamins, are low in calories, high on fibre and also help to control diabetes.
"Having proteins found in vegetables rather than those derived from animals may offer a number of natural benefits for people who are at a high risk of coronary heart disease, stroke or diabetes."
"Understanding more about these vegetarian proteins could guide us in preventing or treating heart and circulatory disease and will allow us to lead an appropriate healthy lifestyle."
Symptomatic Homeopathy works well for Hypertension,. So its good to consult a experienced Homeopathy physician without any hesitation.


Chorley Pals Memorial - DRINNAN, John Pte.
John Drinnan is on the Chorley Pals scroll in Astley Hall and was known to have gone to Caernarvon for training in February 1915, but no record of his army service can be found.
He was born in Radcliffe in 1887 and the 1911 Census had him working as a Beetler (Bleaching Trade), residing as a Boarder at 57 Hamilton Road in Chorley.