Para leer este articulo en español dale click aquí.
Paula Collier, a resident of the Madison Square neighborhood and host of the Southtown Sustainable Women's Group at Seeds of Promise, is addressing racism by empowering women in her community.
It is early evening on the last Friday of January at Seeds of Promise, and through the tinted glass window of the building one can hear the community room slowly filling up with laughter and conversations of the comings and goings of the neighborhood. This week, a group of women, all residents of the Madison Square neighborhood, have gathered for the Southtown Sustainable Women's Group to empower and advocate on behalf of one another and their communities. Paula Collier, a resident of the Madison Square neighborhood and the host of the group, has been inviting women of her community to come together and dream of a sustainable neighborhood since September of last year. The group, currently made up of seven committed members with officers established, came out of what the women describe as an L5 Initiative. In other words, they operate under the following five principles: love, laughter, living, leverage and opportunity to learn.
The mission of these meetings is to provide an environment where women are safe to collaborate, share ideas and encourage each other, learn self-help techniques, and achieve personal prosperity. The group meets on the last Friday of the month from 6pm to 8pm at Seeds of Promise on 1168 Madison Avenue SE.
"There is no requirement, qualification to be met to participate. It is only important that a woman is eager to seek opportunities that may change the trajectory of her life in a positive manner," Collier explains about the group.
As a Seeds of Promise "host neighbor," Collier's extensive neighborhood relationships have become assets to her position with the organization that aims to empower residents through community governance and organizing. Through these relationships, she helps invite other women in her community to be a part of creating a plan to improve their lives for themselves and their families. Her inspiration comes from Mr. Brown, Collier shares. Mr. Brown was a very active neighborhood organizer when she was growing up on the southeast side of town.
"Mr. Brown was a strong advocate on my block (Lafayette Avenue), and he used to say, 'If you purchase property, you can dictate and shape the characteristics of your neighborhood.' I want to be able to help create this kind of access for the women in my community," Collier says.
Collier has spent the last eight years working towards a bachelor's degree in management and a Master's of Business Administration to obtain better job opportunities with higher paying wages and in this way help support her family.
"To be able to go to school, I was working third shift as a residential care aide at the Grand Rapids Home for Veterans, and going to school in the afternoons and evenings," explains Collier, who, in addition to the Southtown Sustainable Women's Group, is involved in tenants union meetings, the Madison Square Business District, and the Seeds of Promise Ministry Impact Team.
Despite her extensive experience as an advocate, organizer and community strategist, and the hundreds of applications she has submitted to employers all over Grand Rapids, Collier has not been able to secure full time employment with benefits.
Collier is not alone in her experience, living in the Madison Square community where more than 25 percent of residents are unemployed and 68 percent are living in poverty, according to data obtained from the Dorothy A. Johnson Center for Philanthropy at Grand Valley State University As a predominantly black and Latinx neighborhood, this community faces greater barriers in achieving economic capital. According to a 2011 government data analysis from the Pew Research Center, a research-based think tank, the median wealth of white households is 20 times that of black households nationally. For the southeast community, these statistics hit close to home. In this community, 55 percent of residents are black Americans, many of whom are living in poverty.
These numbers are a reality for Collier. The reality that, as a 50-year-old, educated black woman, she has experienced greater barriers to secure employment than her white counterparts. In addition, only 20 percent of black residents in Grand Rapids have an associates degree or higher, while 50 percent of white residents do, according to data obtained from the 2015 U.S. Census Bureau. In other words, fewer black Grand Rapidians are positioned to be considered for higher-paying employment opportunities.
W.K. Kellogg Foundation Fellows Shannon Cohen, and Patricia Sosa VerDuin have spent the last year interviewing 120 women of color between the ages of 30 and 50 in Kent and Ottawa Counties, studying the ways the intersections of race and gender affects their access to professional opportunities.
"Eighty percent of the women have bachelors degree and 53 percent of them have advanced degrees such as a bachelor's degree or a doctoral degree, but so many of them are living in poverty," states Cohen about the findings of their study, Invisible Walls, Ceilings and Floors. The study will be presented to the public on March 2 and March 16 at Grand Valley State University. Registration is open and are all welcome to attend.
"Women of color are not given the title or the wage compensation of the work they are asked to do," says Cohen.
The systems used to attract and retain talent, explains Cohen, is driven by the dominant culture. In other words, the non-diverse makeup of organizations and businesses translates to these groups using their own homogeneous networks to attract talent.
"To attract diverse talent organizations will have to put additional dollars to attract, and retain candidates of color because talent of color is here," Cohen says.
In spite of the barriers Collier has faced, she believes in her ability to make long-term change for herself and other women in her neighborhood.
"Instead of trying so hard to find a job, I have to find a way to create one," says Collier.
One of the ways the Southtown Sustainable Women's Group is creating opportunities for their neighborhood is by planning events and workshops to help women invest in their community. Through this group, Collier hopes to eventually create a job opportunity for herself and those involved. Among the events the group is planning is "The Ladies Afternoon Lunch," a fundraiser to help create a scholarship for a young woman in the neighborhood who is interested in pursuing higher education.
The event will be an opportunity for women in the neighborhood to dress up for an afternoon of community while raising money to help create a fund for members of the neighborhood who may be experiencing financial hardship.
"Our dream is to help create sustainability within and for our neighborhood," Collier says.
Even though people of color are the fastest growing demographic in Kent County, they are experiencing the greatest income disparity of any other demographic in the area. According to data obtained from the Dorothy A. Johnson Center for Philanthropy at Grand Valley State University, the southeast community has a median household income of $27,016, while the Kent County median household income average is at $65,067. The $38,051 dollars difference equates to an income gap of nearly 42 percent for a community that is predominantly black and Latinx. The income gap between white communities and communities of color is not an isolated incident for the city of Grand Rapids. Taking a look at 2013 data obtained from the Federal Reserve Board's Survey of Consumer Finance demonstrates white families have six times the net worth than nonwhite families nationally.
"Black women in this community have been disenfranchised. We haven't had the access to opportunities the ways others have. Our children have been incarcerated at higher rates, and many have had their dreams fallen to the wayside," explains Collier.
Through her involvement in groups aimed at empowering neighbors, Collier hopes to make change by helping her community dream of a brighter and more sustainable future.


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Does a status report need to be filed?
How do I prepare the schedules?
How do I prepare the petition for final distribution?
A final account and petition for distribution can be filed by the Personal Representative when there are sufficient funds available to pay all debts and taxes, the time for filing creditors' claims has expired, and the estate is in a condition to be closed.
The Personal Representative is required to file a petition for final distribution or a verified report on the status of the estate within one year after Letters are issued (or 18 months if a federal estate tax return is required).
The Personal Representative must file a final account, report and petition for final distribution, have the petition set for hearing, give notice of the hearing to interested persons, and obtain a court order approving the final distribution.
If the Personal Representative wants to receive compensation for his or her services, a petition for fees should also be included in the petition for final distribution.
A final account does not have to be filed if all the persons entitled to distribution of the estate sign a written waiver of account or a written acknowledgment of receipt of their share of the estate.
If the estate cannot be closed within one year after issuance of Letters (or 18 months if the estate is required to file a federal estate tax return), the Personal Representative must file a verified report on the status of the estate.
The status report must show the condition of the estate, the reasons why it cannot be closed and distributed (for example, if there is ongoing litigation, or an estate tax audit, or real property that must be sold to pay debts or cash gifts), and the estimated time needed to close the estate.
(Form DE-120, Judicial Council) must be sent to persons interested in the estate at least 15 days prior to the hearing.
You have the right to petition for an account under Section 10950 of the California Probate Code.
At the hearing, the court may order that the estate may remain open for such time and on such conditions as the court finds reasonable if it is in the best interests of the estate and the beneficiaries, or the court may order the representative to file a petition for final distribution.
If the representative does not file a status report, anyone interested in the estate may petition the court to obtain a status report, or the court on its own motion may require the report and cite the Personal Representative into court to comply.
Failure of the Personal Representative to comply with the order is grounds to have his or her letters revoked, and the court may also reduce compensation if the time for administration exceeds one year (or 18 months if a federal estate tax return is required).
½ of 1% of the next fifteen million dollars ($15,000,000).
For all amounts above twenty-five million dollars ($25,000,000), a reasonable amount to be determined by the court.
If an accounting is filed, the fee base used to calculate the statutory fee also includes income received during administration, plus gains over the appraised value on assets sold during administration, minus any losses from the appraised value on assets sold during administration.
Mortgages or other debt obligations are not considered in computing the fee base.
Disbursements for debts or expenses are not factored into the calculation; neither are unrealized gains or losses (such as for securities that have increased or dropped in value since the date of death), but only if the property is actually sold.
Statutory fees are set by statute and if requested, the Court has no discretion to reduce the amount of fees, unless the Personal Representative has unreasonably delayed the closing of the estate or may be surcharged (penalized) for other estate mismanagement. However, any fee paid to a Personal Representative must be reported on his or her personal income tax return as ordinary income, so the Personal Representative may choose not to take a fee if he or she will be receiving property from the estate as an inheritance (which is not counted as income to the beneficiary).
Also, although the Personal Representative and the attorney for the estate are entitled to the statutory percentage as a fee, the Personal Representative can ask for an amount lower than the statutory percentage, and can also negotiate with the attorney for a reduced fee, particularly if the estate is uncomplicated and has only a few assets of high value (such as a home).
However, any agreement between the Personal Representative and the attorney for higher compensation is void. An attorney who acts both as Personal Representative and as attorney may receive only one fee, unless the court approves the double payment in advance. This also applies to associates or partners of the attorney. Persons acting as co-executors must divide the fee among themselves.
A court order is required before any fees can be paid to either the Personal Representative or the attorney. Reimbursement for expenses advanced by the Personal Representative or the attorney, such as for filing fees, certified copies, or publication costs, may be made without a court order.
Additional compensation, known as an extraordinary fee, may also be paid to the Personal Representative and/or the attorney for the Personal Representative for extraordinary services in an amount that the court determines is just and reasonable.
Estate tax returns and representation before taxing authorities on audits connected with the returns, and will contests. In contrast with statutory fees, payment of extraordinary fees is not guaranteed, and the Court does have discretion to decide whether to allow extra compensation, even when services of an extraordinary nature are rendered.
For example, the Court may consider that the statutory fee calculated on an estate where the only asset was the decedent's personal residence that was sold for $1 million is reasonable compensation (the statutory fee would be $21,150), even though the sale of real property is considered to be a type of service for which extraordinary compensation may be awarded.
The Personal Representative is required to file an accounting of the financial transactions that have occurred in the administration of the estate unless all persons entitled to distribution of the estate have signed a written waiver of account or a written acknowledgment that the person has received his or her share of the estate (e.g., a receipt on a preliminary distribution).
A sample form of Waiver of Account is included in this website. If all distributees waive an account, the Personal Representative must still file a report, including the amount of compensation requested by the Personal Representative and/or the attorney and setting forth the basis for computing the fees.
property on hand at the end of the accounting period, listing each asset at its appraised value as shown on the inventory and appraisal (carry value), and its current market value.
A sample Summary of Account form is included in this website.
A schedule showing the calculation of interest to be paid on specific cash gifts to a beneficiary, if required under Probate Code sections 12003, 12004, 12005 or 16341.
A schedule listing any liabilities, including loans which are secured by estate assets, obligations for taxes due but unpaid, notes payable by the estate, judgments for which the estate is liable, or any other material liability (but not liabilities which are recurring expenses such as rent or utility payments).
The two most important schedules to be attached to the Summary of Account are the Schedule of Receipts and the Schedule of Disbursements.
The date of the receipt.
Receipts can be listed either chronologically or by category, though you maybe required to list them chronologically within categories as described above and in Local Rule Probate 9.A (3) (such as interest received on various bank accounts, dividends, miscellaneous receipts). You must be careful to list income receipts only or to separate income receipts and principal receipts in separate columns (or list them on separate schedules).
Principal receipts include items such as refund checks, uncashed checks at the decedent's death, and generally consist of assets that the decedent owned or was entitled to receive as of the date of death, even if not received until after the date of death (such as refunds), while income receipts represent money that is earned by the estate after the date of death on assets belonging to the estate. Principal assets should be listed on an inventory and appraisal.
The total of all income Receipts should be listed on the charges side of the Summary of Account.
Gain or loss is the difference between the gross sales price and the appraised value of the asset, as shown in the inventory and appraisal. Sales of estate assets should be listed on a schedule for Gains on Sales, if the asset was sold for more than its appraised value, or on a schedule for Losses on Sales, if the asset was sold for less than its appraised value.
The schedule should list both the gross sales price and the appraisal value, and show the calculation to reach the net gain or loss. The net difference (the amount gained on the sale or lost on the sale), or the total of all gains and all losses, if multiple assets were sold, should be included in the Summary of Account. The Losses on Sales schedule also lists property included in the inventory that is no longer in the representative's possession and is not otherwise accounted for. It may include property destroyed by fire or other casualty loss not entirely covered by insurance, or property lost through litigation.
The total of all Gains on Sales should be listed on the charges side of the Summary of Account. The total of all Losses on Sales should be listed on the credits side of the Summary of Account.
Sales of real property are confusing because the representative frequently receives a check in the net amount of the sale, but the money received is not considered to be income, but a sale of a principal asset. The difference between the appraised value of the real property and the gross amount of the sales price should be shown on a Gain on Sales schedule.
If any costs of sale were deducted from the sales price at close of escrow (such as property tax payments, broker's commissions, recording fees, document preparation fees, etc.), those items should be listed on the Disbursements schedule.
As with receipts, the Schedule of Disbursements may be listed either chronologically by date or categorized by type of disbursement. The chronological schedule generally is preferred since it is easier to tell the status of the estate and what payments the representative made at any particular date. However, note that you may be required to list them chronologically written categories, as described above regarding receipts.
The amount of the disbursement.
The total of all Disbursements should be included on the credits side of the Summary of Account.
The Schedule of Distributions should include a list of all cash or property that has been distributed to an heir or devisee of the estate through a preliminary distribution. The schedule must include the date and value of the asset distributed at its appraised value.
A Receipt on Distribution should also be signed by the person receiving the property and filed with the court as proof that the property was in fact distributed and received by the person entitled to it.
The total of all Distributions should be included on the credits side of the Summary of Account.
The Schedule of Property on Hand is important because it represents all the property of the estate remaining in the representative's possession to be distributed. The representative should verify that the property listed on the schedule is actually on hand.
Cash on hand should be verified with the latest bank statement at the end of the accounting period. The description of other (non-cash) property should be described using the same description included in the inventory and appraisal (except that real property can be identified by street address on the Property on Hand Schedule, but the full legal description must be included in the Judgment of Final Distribution).
The property should be identified by the inventory item number (and preferably listed in the same order as the inventory and appraisal for easy verification), and should be listed at the value listed on the inventory and appraisal.
The representative should check the inventory and appraisal against the account schedules, to verify that all assets listed on the inventory and appraisal have been accounted for, either through sale, distribution, or that the asset is listed on the Property on Hand Schedule.
The total of all Property on Hand should be included on the credits side of the Summary of Account at its "carry value", or inventory value.
as listed above. The dollar values of these schedules are not included in the Summary of Account calculations, although the schedules should be listed, if applicable.
In all cases, an additional schedule is required showing the estimated market value of the assets on hand at the end of the accounting period. The market value of assets can be included on a separate schedule or the information can be listed in a separate column in the Property on Hand Schedule.
a petition, asking the court to approve the accounting (if filed), approve the distribution of the estate assets, plus any additional matters that require court approval (such as allowing fees to the representative or the attorney).
The petition is prepared in legal pleading format, with a title that describes the contents of the document, for example, First and Final Account and Report of Executor, Petition for Allowance of Statutory Fees and for Final Distribution.
For another example, if waivers of the accounting have been filed and there are no requests for compensation, the document could be titled Waiver of Account and Report of Personal Representative, and Petition for Final Distribution.
A sample form of a Petition for Final Distribution is included in this website. The petition is very comprehensive, and the representative must be careful to include all relevant information about the administration of the estate, the actions taken during administration, the property remaining on hand to be distributed, and the names, addresses and relationships of the beneficiaries who are to receive property.
Even if a full accounting for all receipts and disbursements has been waived, the petition must still include a list of the property remaining on hand for distribution (which must be described in detail, including legal descriptions of real property). The petition must also include a verification.
Failure to give notices as required by law.
Failure to put account in proper form.
Summary of account not included in format required by Local Rules of Court.
Income received not itemized and source of income not shown.
Disbursements not itemized, date of payment, to whom, paid, and for what purpose not shown.
Failure to describe character of the assets on hand for distribution, i.e., separate, community, or quasi-community property.
Failure to list and describe all assets on hand for distribution, either in the body of the petition or in an incorporated schedule or attachment, whether or not an account has been waived.
Provide legal descriptions and assessor's parcel numbers for all real property.
Reference to property described in the Will or to the inventory and appraisal is insufficient.
Failure to state specifically the manner in which the estate is to be distributed.
Designate intestate heirs and show relationships.
State facts pertaining to any disclaimer and their effect.
Describe preliminary distributions and date of filing of orders.
If the Will refers to fractional or percentage shares for two or more beneficiaries, show the computations and amounts to be distributed to each beneficiary.
Track terms of the Will as to disposition of assets; explain abatements, ademptions, or other unusual circumstances.
Failure to describe creditors' claims activity and list disposition of all claims.
Failure in insolvent estates to itemize all creditors' claims, showing the class to which each belongs, and the proper proration of remaining assets among creditors, or payment of debts for which no claim is filed.
Failure to include calculation of the statutory compensation of the representative and attorney, whether or not an account is waived.
State payments allowed on account of compensation.
If account is waived, observe Local Rules of Court regarding estate to be accounted for in determining fee basis.
If multiple representatives or attorneys were involved in estate administration, observe Local Rules of Court on notice to former representative or attorney of the hearing on the final distribution and appropriate division of fees.
Failure to include in petition's caption and request and in notice of hearing references to application when extraordinary fees are requested.
When distribution is to be made to a testamentary trust, failure to incorporate the terms of the trust in the order of distribution in such a manner as to give effect to the conditions existing at the time distribution is ordered. Failure to state pertinent provisions in the present tense and in the third person instead of quoting the Will verbatim. Written consent of the trustee to act should be on file before the hearing.
Failure to obtain a Certificate of Franchise Tax Board Clearance if the estate value exceeds 1,000,000 and assets of at least $250,000 & are being distributed to nonresidents.
Failure to allege whether the representative was acting under the Independent Administration of Estates Act, and to state specifically the transactions undertaken pursuant to the IAEA.
Failure to set forth disposition of assets if an heir, devisee, or legatee dies before distribution of the estate.
Failure to comply with provisions of Probate Code sections 11900-11904 on escheat or distribution to missing heir, devisee, or legatee.
Failure to submit declaration under Probate Code sections 13100-13115 for filing before the hearing on the petition if distribution is to be made pursuant to the hearing.
Failure to observe Local Rules of Court on distribution to minors.
File Probate Code section 3401 or 3413 declarations before the hearing.
If a guardianship of the estate is required, state name of guardian.
If funds are to be placed in a blocked account by a custodian, state name and relationship of custodian, and name and location of depository.
Failure to request establishment of an appropriate closing reserve for unpaid or contingent tax liability, creditors' claims, or closing costs (for example, certification and recording of final judgment).
Failure to include an omnibus clause for after-discovered property.
Failure to submit a proposed Judgment of Final Distribution to the court.
A sample Petition for Final Distribution is included as part of this website. When completed and signed, you will need to obtain a hearing date from the Probate Calendar Clerk and file the Petition with the court.
Mail or personally deliver the Notice of Hearing form to each person who is entitled to receive notice at least 15 days before the hearing date. Only the Notice of Hearing must be mailed (except for persons who have filed a Request for Special Notice – they also must be given a copy of the petition), but it is highly recommended that a copy of the petition also be mailed to everyone who receives the Notice of Hearing.
Note: You cannot mail or deliver the papers yourself -- ask someone else to do the actual mailing or delivery for you.
Each creditor whose claim is allowed or approved but has not been paid, if the estate is insolvent.
Have the person who mailed the Notice of Hearing sign the Proof of Service by Mail on the reverse side of the form. File the original Notice of Hearing with the completed Proof of Service by Mail with the Probate Filing Clerk.
The proposed Judgment of Final Distribution should be submitted to the court at least 10 days prior to the hearing (but preferably at the time the Petition for Final Distribution is filed). The Judgment must follow the contents of the Petition for Final Distribution and should be very specific as to the heirs and beneficiaries who are to receive property from the estate and their percentage or specific interest in each item.
Each asset should be listed in detail, as described in the Inventory and Appraisal. Click to see a sample copy of a Judgment of Final Distribution . After the Judgment has been approved by the judge and signed, at least one certified copy should be obtained, for the Personal Representative's records and for recording, if the estate included real property.
The Personal Representative must obtain the receipt of the persons receiving property from the estate. In the case of real property, the Personal Representative should record a certified copy of the Judgment of Final Distribution in the county in which the real property is located. Recordation of the order is considered to be a Receipt from Distributee for the property.
A sample form of a Receipt from Distributee is included in this website and should be required from each distributee at the time property is distributed to him or her under an order for final distribution. Each receipt should be filed with the court prior to filing a petition for final discharge.
Distribution of the estate assets in compliance with the court order entitles the Personal Representative to a full discharge with respect to property included in the order. A decree of discharge protects the Personal Representative from subsequent suit for alleged misdeeds during the term of administration.
Until the entry of an order discharging the Personal Representative, the administration of the estate is not completed, and the court continues to have power over the Personal Representative for the purpose of compelling execution of its orders.
When the Personal Representative has complied with the terms of the Judgment of Final Distribution and has filed the appropriate receipts, the court must, on ex parte petition, make an order discharging the Personal Representative from all liability incurred thereafter. After discharge, the Personal Representative should notify the Internal Revenue Service and the Franchise Tax Board that he or she is no longer acting as fiduciary for the estate.
The Judicial Council form, Ex Parte Petition for Final Discharge and Order (DE-295/GC-395) should be filed with the Clerk's Office, who will arrange to have the petition submitted to the judge for signature.


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text:
The Indo-Pacific: Trump, China, and the New Struggle for Global Mastery
Richard Javad Heydarian
Pages i-xviii
The New Cartography of Power
The Trump Doctrine: The Art of Creative Disruption
The Great Distraction: The Near East and North Korea
Xi Must Be Obeyed: The New Peking Order
The Belt and Road: China as the New Vanguard of Globalization
The New Cold War: Sleep-Walking into Great Power Conflict
The Post-American World: Middle Powers and the Coalition of Deterrence
China's Inchoate Hegemony: Small Powers' Struggle for Autonomy
The Revenge of Malthus: Pax Indo-Pacifica and Rhizomatic Order
This book places the presidency of Donald Trump as well as the brewing Sino-American Cold War within the broader historical context of American hegemony in Asia, which traces its roots to Alfred Thayer Mahan's call for a naval build up in the Pacific, the subsequent colonization of the Philippines and, ultimately, reaching its apotheosis after the defeat of Imperial Japan in the Second World War. The book, drawing on visits from Cairo to California and Perth to Pyongyang as well as interviews and exchanges with heads of state and senior officials from across the Indo-Pacific, provides an overview of the arc of American primacy in the region for scholars, journalists, and concerned citizens.
Richard Javad Heydarian is an Asia-based academic, having taught political science at Ateneo De Manila University and De La Salle University, Philippines. He is currently a fellow at the National Chengchi University, Taiwan. He is a regular contributor to Centre for Strategic and International Studies (CSIS) and Council on Foreign Relations (CFR). He has written for/or interviewed by Aljazeera, BBC,Bloomberg, The New York Times, Foreign Affairs, The Guardian, The Washington Post, The Financial Times, Wall Street Journal, The Economist, The Atlantic, South China Morning Post, Nikkei Asia Review, Straits Times, among other leading publications.
Rise of China America First Pivot to Asia American alliances in Asia One Belt, One Road
1.Visiting Research FellowNational Chengchi UniversityTaipeiTaiwan
DOI https://doi.org/10.1007/978-981-13-9799-8
Copyright Information The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd., part of Springer Nature 2020
Publisher Name Palgrave Macmillan, Singapore
eBook Packages Political Science and International Studies
Print ISBN 978-981-13-9798-1
Online ISBN 978-981-13-9799-8

redpajama_set_name: RedPajamaCommonCrawl


These tools can be downloaded and used to assist with data collection and data entry to SIMAP.
Please use this spreadsheet to collect the food data. You can then upload this file in the Import tab to populate the food data input. This is a sample of how the data collection template looks with data in it.
This document has helpful tips for how to collect and analyze your food data.
The Campus Data Collection spreadsheet is a tool to help organizations collect their data day to day in one spreadsheet to help keep track of which input you have for the year. Once this is completed for the entire year, you can import all your data from this spreadsheet. This spreadsheet does not have any emission factors or calculations, all those take place in SIMAP. This is just to help you gather the numbers in one place. Do not forget to check the institutional data like budgets, population, and square footage and to update any changes in those year over year. Also, please, check your goals and any other notes or changes you should track for your data collection. Use notebook and notes fields in the data entry tab to track your assumptions.
Please fill out this quick survey and we will email you the SIMAP projections and scenarios spreadsheets. There are two separate spreadsheets that can be used to analyze food and energy scenarios for your carbon and nitrogen footprint.
These tools are in beta mode. After you use them, please share your feedback on its functionality. This functionality will be encorporated into SIMAP.
The Nitrogen Footprint Tool is an Excel-based tool for calculating the campus nitrogen footprint. Originally developed at the University of Virginia in 2009, this tool has been pilot tested by the Nitrogen Footprint Tool Network and its development was supported by an EPA Cooperative Agreement. For more information on the nitrogen footprint, see Nitrogen References and SIMAP User's Guide. Please note that this tool cannot be uploaded directly to SIMAP and is made available here for demonstration purposes.
Please, suggest additional resources you think may help you and we can add them here.


Founded: 1929 as Consolidated Freightways, Inc.
We have a well-tuned strategy, backed by a seasoned management team, and we're making measurable progress in attracting quality customers, reducing costs, and adjusting freight mix. Cost control has become a way of life at CF. The "Pride" program is the centerpiece and cost management extends throughout every part of our business. Effective cross-functional problem-solving teams are in place throughout CF. They will continue to analyze every aspect of planning and execution necessary to boost our revenues and yields. CF has faced difficult times in the past and emerged as a stronger company. In 1997 and 1998, we were the leading national LTL carrier in terms of profitability, and our plan is to return to that position again. While improving our performance, we are dedicated to meeting customer needs through superior service. The entire company shares in this commitment, from the CEO and president to our experienced teams of employees throughout CF's North American network.
Consolidated Freightways, Inc. is founded by Leland James in Portland, Oregon.
The federal government begins regulating interstate truckers.
Jack Snead becomes president of Consolidated Freightways, Inc., beginning a period of acquisitions.
William White replaces Snead and integrates the firm's loosely connected units.
Consolidated sells its Freightliner manufacturing subsidiary.
Consolidated acquires Emery Air Freight.
CF MotorFreight and four other subsidiaries of Consolidated Freightways, Inc. are spun off as Consolidated Freightways Corporation.
CF opens a joint venture in Mexico.
Consolidated Freightways Corporation ranks third among North America's leading long-haul, less-than-truckload (LTL) freight companies, which carry shipments for several customers in one vehicle. With a system of over 300 terminals, the company provides service across the United States, while its subsidiaries in Canada and Mexico are leading carriers in those countries. In addition to its continental services, the company offers international delivery to over 80 nations around the world. Consolidated Freightways Corporation was formed through the December 1996 spinoff of CF MotorFreight and four related companies from Consolidated Freightways, Inc. The old parent was renamed CNF Transportation, and the "new" firm carried on with a clarified focus on the LTL long-haul market segment. In a competitive, mature industry, CF is trying to stay a step ahead by offering premium services such as time and date specific delivery and satellite tracking of shipments. The firm's Redwood Systems subsidiary provides logistics services such as warehousing, contract hauling, and inventory management.
Consolidated Freightways was created in 1929 by Leland James, a 36-year-old entrepreneur who merged four Portland, Oregon, short-haul trucking companies into a single firm and began expanding the range of its operations. The trucking industry at that time was far from the dominating force it has since become; particularly in the West, a shortage of well-paved roads had retarded its growth until after World War I. The long-haul trucking business would require the eventual construction of a national system of interstate highways. Leland James's new trucking firm, therefore, concentrated on establishing its presence in Portland and the immediate surroundings, but meeting with considerable success it lengthened its routes and was soon carrying freight between many of the widely scattered cities of Oregon and Washington.
The onset of the Great Depression sparked a series of ferocious rate wars among truckers across the country. With a drop-off in tonnage and sharp downward pressure on rates, competition stiffened among the scores of trucking companies in the Pacific Northwest, many of which consisted of little more than a single vehicle and its hard-pressed owner. It was on these marginal competitors that the downturn weighed most heavily, while more substantial firms such as Consolidated were able to wait out the lean times and in some cases pick up additional business from customers in need of more reliable and efficient delivery than was offered by the railroads. Indeed, the real struggle shaping up in transportation was between the older railroads, whose strength lay in the long distance shipment of bulk goods to a limited number of destinations, and the nascent trucking companies, which could provide pinpoint delivery of smaller items wherever permitted by paved roads. As the latter were rapidly filling in to accommodate America's growing love of the automobile, truckers such as Consolidated had time on their side in the protracted battle with the railroads.
In 1935, the federal government stepped into the rather chaotic competition among truckers, placing interstate carriers under the general jurisdiction of the Interstate Commerce Commission (ICC), which for years had regulated the railroads. The Motor Carrier Act was indicative of the trucking industry's rapid growth, as the major firms now regularly transported goods across state lines and soon would be taking them across the entire country. Consolidated had already established itself as one of the leading truckers in the Northwest, with routes crisscrossing Washington, Oregon, and reaching down to the prosperous cities of California as well. It was not until the advent of World War II, however, that Consolidated enjoyed the remarkable growth that would characterize its history for the coming decades. With the major railroads overburdened by the demand for war material and personnel, truckers became a more vital part of the country's freight systems. Consolidated added dozens of new terminals throughout much of the western United States and by the war's end had extended its service as far east as Chicago, the nation's transport hub.
On the eve of the greatest expansion in the history of U.S. trucking, Consolidated's 1950 revenue stood at $24 million and its net income at $700,000, with the company operating 1,600 pieces of freight equipment. Leland James remained chairman of the company he had created, then one of the largest trucking firms in the western United States. True to its name, Consolidated had achieved much of its growth by means of acquisitions and mergers, a trend that would greatly accelerate as the trucking industry matured during the 1950s. In one respect, at least, the business was already mature, as the figures for Consolidated's 1950 income indicate. Trucking has always been a highly competitive, service-oriented industry, and despite the general rate regulation of the ICC, margins tend to remain very thin and net income stays low. The resulting premium on efficiency has tended to encourage the kind of horizontal combination that Consolidated pursued during the 1950s, by the end of which time the company had annexed 53 of its former competitors.
The majority of those acquisitions were made after 1955, when Leland James named Jack Snead president of Consolidated. Snead oversaw the rise of Consolidated from regional power to national leadership, not only extending the company's reach to the Atlantic Ocean but intensively building local service networks in each of the cities along Consolidated's routes. In addition, Consolidated adopted the trucking industry's more cooperative attitude toward the railroads, as the two modes of transport each specialized in those areas of the freight business for which they were best suited. Increasingly during the 1950s, truckers and railroads joined forces by means of the piggyback system, in which a standard-sized container was moved from truck to rail and back to truck for final delivery. Jack Snead led Consolidated into the piggyback business, and, less successfully, into fishyback, or truck-ship combinations. A sizable investment in Hawaiian Marine Freightways was abandoned within 24 months, but Consolidated nevertheless succeeded in establishing the beginnings of a sea link to complement its growing truck and truck-rail service.
Consolidated also enjoyed the security of operating as its own builder of trucks and related equipment. Immediately after World War II, Leland James started Freightliner Corporation in Portland to supply Consolidated with the larger, lighter, and more sophisticated trucks and trailers increasingly needed to complete in the maturing freight industry. Freightliner originally built only for its parent company, but in 1951 it signed an agreement with White Motor Corporation of Ohio under which White would retail Freightliner trucks through its chain of dealerships across the country. The partnership proved successful for the next 25 years, with sales made at White dealerships returning a profit to Freightliner while allowing it to operate at a volume large enough to provide the economies of scale. Consolidated still had ready access to new trucks at the lowest possible cost.
To the established business at Freightliner, Jack Snead added other manufacturing concerns: Transicold Corporation (railway components) and Techni-Glas Corporation (glass-fiber products). Between its expanded truck lines and the newly acquired manufacturing subsidiaries, Consolidated's sales more than doubled during Snead's five-year tenure, hitting $146 million in 1959 and making Consolidated easily the largest common carrier in the United States. In order to oversee this suddenly complex organization, in 1956 Snead had moved corporate headquarters from Portland to Menlo Park, California, a San Francisco suburb, where company executives were close to Consolidated's bankers and underwriters. The company then employed nearly 11,000 people, operated 13,800 pieces of equipment in 34 states and Canada, and had made a name for itself as one of the most aggressive young firms in the transportation industry. It was also, as later developments revealed, in serious trouble.
In 1960, a combination of recession and the inadequate integration of Consolidated's many businesses led to a $2.7 million year-end loss and the suspension of dividend payments. Jack Snead was asked to resign and in his place William G. White was named president and also chairman of Consolidated. White found that Consolidated's many acquisitions had been only rudimentarily integrated, with as many as five different terminals serving a single city, and that several of the nontrucking businesses were performing poorly. The new chief executive began a drastic program aimed at correcting both problems, beginning with a new emphasis on coordinated control from the Menlo Park headquarters--no small feat for a nationwide company in the precomputer age. Traffic routes were better defined, terminals consolidated, and new financial controls elaborated for the far-flung enterprise. Most decisive of all, White committed his company to becoming a specialist in LTL shipment. LTL is generally more difficult than truckload shipping, requiring a higher level of coordination and efficiency from both staff and equipment, but Consolidated had already established a reputation in the field, and White decided to make LTL the company's own niche.
Along with these changes in the trucking business, White sold off a number of Consolidated's manufacturing and peripheral companies. Transicold and Youngstown Steel Car were both eventually sold, along with a household moving service, a piggyback leasing company, and a fledgling package division unable to sustain direct competition from United Parcel Service. The combined effect of these steps was outstanding: Consolidated's revenue increased about 15 percent per year during the 1960s and operating profits remained consistently above industry norm. Sales for 1969 reached $451 million, and Freightliner maintained its tradition of manufacturing excellence. At this point, White added two new wrinkles to the company's generally solid core in trucking: in 1969, Consolidated again ventured into the sea-borne container business, this time paying $25 million for 51 percent of Pacific Far East Line Inc., one of the pioneers in Pacific container shipping; the following year it entered the new field of air freight, forming CF AirFreight with initial service between three cities. Consolidated thus became one of the first companies to offer the beginnings of a true intermodal system that was able to transport containers by truck, rail, air, or sea.
The Pacific Far East Line investment was short-lived, however. A scant five years after buying into the company, Consolidated wrote off its investment, taking a $14 million charge at the bottom line for 1973. By that time, the trucking industry was plunged into the turmoil created by the Middle East oil embargo, when soaring gas and diesel prices threatened to ruin the large trucking firms. Fortunately the ICC responded with quick rate relief and the only net effect was to swell Consolidated's revenues to $800 million in 1974 and inaugurate a trend toward lighter, more fuel-efficient tractors and trucks at Freightliner. The latter was about to enter a tumultuous period in its own history. Not only did it have to contend with the new emphasis on fuel efficiency, the truck manufacturer also endured a rollercoaster sales cycle in 1974 and 1975, when a new federal law mandating an expensive brake system set off a rush of orders in 1974 and a near drought the following year. Freightliner became increasingly dissatisfied with the sales effort it was receiving from the White Motor dealerships, and in 1977 it severed the 25-year-old relationship and began to build a network of its own dealers and agents. With about ten percent of the U.S. market, Freightliner was known as a builder of relatively expensive, premium trucks, and apparently could not handle competition from the likes of International Harvester and Mack. In 1981, Consolidated announced the sale of Freightliner and its few other remaining manufacturing subsidiaries to Daimler-Benz for about $300 million. Daimler-Benz was already the number-one truck maker in the world and viewed the purchase of Freightliner as the easiest means of entry into the big U.S. market.
There may well have been other considerations behind Consolidated's decision to sell its manufacturing assets. In 1980, the trucking industry was largely deregulated by U.S. president Jimmy Carter's administration; for the first time since 1935, truckers were free to set rates as they pleased, and most analysts predicted another round of frantic mergers and takeovers as the price competition took its toll. Ray O'Brien, new chief executive at Consolidated, took seriously the prospect of renewed rate wars and made a decision to strengthen his hand in trucking while abandoning the manufacturing business, in which Consolidated would never become a leader. The air freight business had grown, and by 1980 CF AirFreight had developed from a small forwarder into the number-three heavy air freight carrier in North America, with $100 million in annual revenues and an expanding service network.
Consolidated was able to create four regional trucking companies to specialize in overnight delivery. These Con-Way companies were doing $600 million in sales in the early 1990s and appeared to be well-positioned in regional markets, as did CF MotorFreight in its long-haul trucking business. Deregulation did indeed usher in an era of bitter competition in trucking, with some 54 percent of the players out of business within eight years, but Consolidated prospered mightily, due in part to its size and in part to the decision to concentrate most of its energies on trucking. Although freight rates were lower at decade's end than at the time of deregulation in 1980, Consolidated had doubled its long-haul business and firmed its hold on the trucking industry's top position.
This prosperity was not long lived. In April 1989, Consolidated made an acquisition that performed poorly. Lary Scott, who had been promoted to president and CEO in 1988, decided to catapult his company to the top of the air freight ranks via the $458 million acquisition of Emery Air Freight Corporation. An industry leader doing about $1.2 billion in revenue, Emery's strengths in overseas transport were expected to compensate for CF AirFreight's weaknesses.
However, Emery had deficiencies of its own: its $306 million takeover of Purolator Courier Corporation in 1987 left it heavily laden with debt, and by 1990 the company was losing nearly $1 million a day, leaving Consolidated with a $41 million net loss and $684 million in debt. At the same time, Chemical Bank was clamoring for an up-front payment of $85 million on a $900 million loan it had arranged. Scott was asked to leave and Chairman Ray O'Brien asked Donald E. Moffitt, a former Consolidated executive, to come out of early retirement and replace his former rival as president and CEO. As Moffitt would later recall, Consolidated's predicament was "god-awful." He suspended the corporation's common stock dividend payments, declined the Chemical Bank loan, and secured a scaled-back credit facility.
Together with Emery CEO Roger Curry, who was hired in 1991, they set out to reduce overhead and increase shipping volumes. Instead of duking it out with Federal Express, UPS, and others, Emery shifted its focus to overnight delivery of packages weighing more than 70 pounds. Layoffs reduced the operation's payroll by 2,000, slashing $200 million from overhead. Known as a morale-booster, Curry launched a profit-sharing program for management and nonunion workers that promised what Moffitt called "a piece of the action." There was $17 million in net income to share by 1993. In 1994, the shaped-up shipper won a 10-year, $880 million contract with the U.S. Postal Service. An air freight boom cemented the turnaround, allowing Emery to boost its rates by more than 7 percent that year. By 1995, Emery had captured nearly one-fourth of the over-70-pound segment and was the air freight industry's most profitable firm.
In the meantime, Consolidated Freightways had encountered major challenges as well. Price wars and other pressures had shaved profit margins at the long-haul-trucking operation from 6.5 percent in 1988 to 1.5 percent in 1993, and a 24-day Teamsters strike pushed it $46 million into the red in 1994. However, the new labor agreement that came out of the strike did have one major concession: the union increased Consolidated's rail-freight allowance from 8 percent to 28 percent, thereby permitting the shipper to cut some of its costs by sending some parcels by train.
Some analysts questioned the future viability of the LTL industry as a whole, noting its mature two to three percent annual growth rate, a suicidal price war, and increasing competition from nonunion, regional upstarts. Industry observer Paul Schlesinger told Financial World's Jennifer Reingold that "long-haul carriers are the mainframes of the 1980s," destined to remain in existence, but in a much smaller role than they once knew. Moffitt blamed many of the industry's problems on discounting, calling it "a cancer" that "spreads and feeds on itself."
The disease took a heavy toll on Consolidated's long-haul business, which lost more than $125 million from 1992 through 1996, achieving profitability only once during that period. Moffitt transferred Curry to the trucking division in July 1994, joking to Forbes's Kate Bohner Lewis that it was Curry's "reward for fixing up Emery." In late 1996, the parent company elected to spin off CF MotorFreight and four other long-haul subsidiaries as Consolidated Freightways Corporation. The "old" Consolidated Freightways, Inc.--which retained its Con-Way Transportation Services, Emery Worldwide, and Menlo Logistics operations--was renamed CNF Transportation. The two companies began operating independently on December 3, 1996.
Bolstered by a cash infusion from a stock offering, the "new" Consolidated Freightways, or CF, emerged with little debt and an improved capital structure. Curry took on the task of turning CF's LTL infrastructure and expertise into a profit-generating enterprise. Success came quickly, as the company announced a $3.3 million profit in its first quarter of independent operation. Along with productivity improvements and cost-cutting, Curry relied on a teamwork-building program to improve CF's performance. In an effort to generate high employee morale, he introduced a stock grant program designed to make all eligible employees shareholders in the company.
CF recognized that only by offering innovative services with an exceptional focus on customer satisfaction could it hold its own in a fiercely competitive industry. In January 1997, Redwood Systems was formed as a third-party logistics management company offering complete supply-chain management. The new subsidiary would give CF the opportunity to better understand its customers' operations. Later in the year, the company introduced CF PrimeTime Air, a service specializing in time-definite deliveries. The company appeared well-positioned at year's end to be a profitable leader in its industry. CF reported a net income of $20.4 million on sales of $2.30 billion for 1997.
The profitable period continued into 1998, when the company reported a net income of $26.3 million. CF's reliability was given a boost in February of that year, when the company signed a five-year contract with the Teamsters union that put a moderate wage increase in place. The agreement stopped the flight of customers to CF's nonunion competitors, as worries about a repeat of the 1994 Teamsters strike subsided. CF also enhanced its service to Mexico in 1998 with the formation of a joint venture with the Mexican holding company Alfri Loder. The agreement made CF the first U.S. trucking company to own and operate a subsidiary in Mexico under the investment provisions of the North American Free Trade Agreement. In the past, freight had been handed off to a connection carrier at the Mexican border. This arrangement would be continued, but CF would now be a 49 percent owner of the Mexican carrier, greatly increasing the reliability of its LTL shipping in Mexico.
Ill-advised decisions in 1999 inaugurated a period of poor financial performance at CF. The company suffered that year from a decision to take on marginal freight, including freight from carriers that had gone out of business. In addition, the switch to a new outsourced information technology system required a large investment. As a result, net income for 1999 was $2.7 million on sales of $2.38 billion.
CF hoped to put its performance back on track in 2000. Roger Curry retired in January of that year, and a new management team met in June of that year to develop a profitable strategy. The new CEO was Patrick Blake, a 30-year CF employee whose had first begun loading and driving for the company in 1971. As part of its turnaround strategy, CF sold its Menlo Park headquarters in August 2000 and moved to new offices in Vancouver, Washington. The company also bought FirstAir Inc.,a Minnesota-based air freight forwarder, in an acquisition designed to improve CF's position in the expedited-transportation market. The new air division was renamed CF AirFreight, recalling the company that had operated before the 1989 acquisition of Emery. In addition, CF brought in outside experts to help it use its terminals more efficiently. Still, Blake emphasized that a turnaround would take some time. The company reported a net loss of $7.6 million for 2000.
Unfortunately, CF's performance only worsened in 2001 as a declining economy and the impact of the September terrorist attacks in New York pushed the company's net loss to $104.3 million for the year. The company's administrative staff was cut from 900 to 800 in June of that year, and hundreds of other employees were laid off at sites across North America. The loss of a major account late in 2001 contributed to a net loss of $36.5 million for the first quarter of 2002. Nevertheless, Blake found reason for optimism as the company secured a $45 million loan early in 2002. The company showed it was still committed to long-term growth as it entered into an agreement to acquire all of its Mexican joint venture. Blake continued to stress basic cost-cutting and productivity-increasing strategies and he looked for profit in the long term.
Principal Subsidiaries: Canadian Freightways, Ltd. (Canada); Epic Express (Canada); Milne & Craighead (Canada); Redwood Systems; CF Mexico; CF AirFreight.
Principal Competitors: Yellow Corporation; Roadway Express.
Armbruster, William, "CF to Buy Air Freight Forwarder," Journal of Commerce, May 16, 2000, p. 13.
Gardner, Steven, "Slow Economy Slams Vancouver, Wast-Based Consolidated Freightways," Knight-Ridder/Tribune Business News, September 4, 2001.
Hall, Kevin G., "Trucking Company Puts Nafta Theory into Trade Practice," Journal of Commerce, October 16, 1998, p. 1A.
Heaster, Randolph, "Black Ink Is Back At Consolidated Freightways," Kansas City Star, June 23, 1997.
Isidore, Chris, "Analysts Speculate: Roadway's Move Cold Spur LTL Merger," Journal of Commerce and Commercial, August 25, 1995, p. 2B.
------, "A Turnaround at Consolidated," Journal of Commerce, April 24, 1997, p. 8B.
Johnson, Gregory S., "Teamsters, Truck Lines Agree on Tentative Pact," Journal of Commerce, February 10, 1998, p. 1A.
Lewis, Kate Bohner, "Full Circle," Forbes, March 27, 1995, pp. 56-7.
Mathews, Anna Wilde, "Trucking Firms Hauling Small Loads See Smoother Ride," Wall Street Journal, September 26, 1996, p. B9.
Reingold, Jennifer, "Halftime Hubris," Financial World, March 1, 1994, pp. 24-7.


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Blog – Latest stories tagged 'mental_health'
Get Ready for Mental Health Awareness Week 2018
Mental Health Awareness Week takes place between 14th and 20th May 2018
There is no doubt that social media, in its many forms, is a powerful community. From both a personal and professional perspective, social media can provide a vast array of information and connections that may not otherwise be possible in the offline world. But with this extraordinary ability to reach out to the wider world, comes the potential for risk.
In the latest Children and Parents: Media Use and Attitudes Report from Ofcom, findings suggest that almost a quarter of 8-11s and three-quarters of 12-15s have a social media profile. Their findings also concluded that one in eight 12-15s with a social media profile say there is pressure to look popular all of the time.
Researchers from the University of Melbourne's National Centre of Excellence in Youth Mental Health recently warned that studies have found an association between social media use and depression, anxiety, sleep problems, eating issues and suicide risk.
In addition, a recent University of Pittsburgh study of young adults suggested that heavy social media users were three times more likely to be depressed than occasional users.
The popularity of social media combined with these risks and added to all the other stresses of growing up, it's easy to understand how almost 1 in 4 children and young people show some evidence of mental ill health (including anxiety and depression), as reported by Young Minds.
With Mental Health Awareness Week just around the corner, now is an ideal time to discuss mental health issues with pupils.
This year, the campaign focus is on stress. Organisers, the Mental Health Foundation, add that "by tackling stress, we can go a long way to tackle mental health problems such as anxiety and depression, and, in some instances, self-harm and suicide. We will look at how we can tackle stress and help improve our mental health."
For more information about Mental Health Awareness Week including ideas on how you can get involved, visit www.mentalhealth.org.uk
Written by Teaching Resources Support on May 04, 2018 13:43
Tagged with: mental_health
Children's Mental Health Week 2018
TRS is pleased to be supporting Place2Be's Children's Mental Health Week (5-11 February).
This Children's Mental Health Week, children, young people and adults are being encouraged to celebrate their uniqueness. It's all about #BeingOurselves!
Sadly, some children and young people can find it difficult to view themselves in a positive way, with low self-esteem affecting more than 8 in 10 of the pupils who have Place2Be's one-to-one support.
That is why this Children's Mental Health Week, Place2Be is encouraging children and young people to celebrate their uniqueness and feel comfortable with who they are.
Whilst we cannot always change a child's situation, helping them to have a positive view of themselves can help them to cope with life's challenges. Recognising the different qualities of others can also help us to connect with those around us – which is vital for our own and others' wellbeing!
Find more information and share Place2Be's resources for parents, teachers and youth groups at www.ChildrensMentalHealthWeek.org.uk
Written by Teaching Resources Support on February 06, 2018 11:49
Tagged with: mental_health Place2Be
Today is Time to Talk Day
New figures released on Time to Talk Day reveal the "devastating" human cost of mental health stigma
New figures, released today, reveal the devastating impact of stigma faced by those of us with a mental health problem. Results from the biggest UK wide survey into the impact of mental health stigma showed that almost two fifths (38%) of respondents had been negatively treated as a result of their mental health problem – potentially affecting millions nationwide. The independent public poll was carried out across a sample of 2,000 adults living with a range of mental health problems. 16% didn't know or preferred not to say whether or not they had been negatively treated while fewer than half (46%) said they had not.
Of those who had experienced stigma and discrimination:
Almost 1 in 5 (19%) lost their job
Over half (54%) lost contact with a loved one (friend, family member or partner)
More than 1 in 10 (12%) couldn't go through with an important life event (e.g. wedding, graduation)
Over half (55%) stopped socialising or going out
The findings are being released on Time to Talk Day, a nation-wide push to get people talking more openly about mental health, on a day when thousands of people including celebrities; politicians; the Prime Minister; high street organisations and schools, will be doing the same. Time to Talk Day is organised by Time to Change, the campaign for England that aims to change how we all think and act about mental health problems, led by the charities Mind and Rethink Mental Illness.
Time to Talk Day 2017 will focus on the theme 'Conversations Change Lives' with a target of getting people talking over 24 hours - round the clock. Time to Talk Day was established four years ago, in recognition of the fact that people talking and sharing their experiences changes the attitudes of those around them. Findings from the survey show that more than three in ten (31%) would have been encouraged to open up about their mental health problems sooner if people close to them were more open about their feelings and emotions.
Over recent years, Time to Talk Day has triggered millions of conversations across the country – both offline and online. This year, more than a thousand organisations will be organising activity around the day, including Tesco; John Lewis Partnership; Unilever; WH Smith; Tranmere Rovers Football Club and England Athletics. Several organisations will be using the day to sign the Time to Change Employer Pledge. As well as this, 600 secondary schools alongside universities and colleges, councils, national government departments and community organisations will be joining in. Celebrities such as Freddie Flintoff, Alastair Campbell and Denise Welch will also be supporting the day on social media.
Sue Baker, Director of Time to Change, said: "These figures show the devastating impact that mental health stigma continues to have on potentially millions of lives. We know that progress is being made in improving attitudes and reducing discrimination in some key areas of life but too many of us are still being made to feel isolated, ashamed and worthless by other people's reactions, resulting in the loss of what means the most – our friends, our families, our jobs.
"The good news is that being open about mental health, and ready to listen, can make a positive difference and potentially change lives. Time to Talk Day is a great reason for everyone to get involved and become part of our movement to change how we all think and act about mental health."
Personal trainer, Neil Laybourn, had a conversation which changed the life of Jonny Benjamin when he talked him out of taking his own life when he found him standing on the edge of a London bridge.
Commenting on the importance of Time to Talk Day, Neil said: "At the time when I spoke to Jonny on the bridge, I really had no idea that having one conversation would have such a profound impact on both of us.
"Most people are fortunate enough not to struggle severely with their mental health, but being more aware of the subject and being open to listen and have conversations with those that do struggle can and will make a difference. If you are able to allow people to open up and speak, you may change somebody's life - you don't have to be an expert or have a qualification to have a conversation about mental health - just being human, empathetic and caring is enough."
Jonny said: "Talking to Neil was a giant weight off my shoulders. I didn't have to keep all the dark and distressing thoughts and feelings that encompassed me to myself once I opened up to him - and that was a huge relief. I felt so embarrassed and ashamed of what was happening to me but having Neil listen so compassionately, patiently and non -judgementally literally saved my life."
Time to Change is asking people to log their conversation at www.time-to-change.org.uk/timetotalkday, which will be updated in real time to show just how many people are taking part.
Join in the conversation online using the hashtag #timetotalk
Twitter.com/timetochange @timetochange
Facebook.com/timetochange
For information and to get involved in Time to Talk Day visit www.time-to-change.org.uk/timetotalkday
Tagged with: mental_health heads_together time_to_talk
Classroom activities with built in peer review opportunities
Student worksheets for collaborative short tasks
Cross-curricular modules for easier integration
Teacher guidance including advice on differentiation
Self Assessment Tools including tracking
PSHE, Student Wellbeing and Covid
Brand new, PSHE and health and wellbeing materials from Chameleon PDE
Pupil Voice Week 2020
Tootoot invites you to join Pupil Voice Week and celebrate why "it's good to talk"
National CSE Awareness Day - 18th March 2020
On March 18th, Unite Against Child Exploitation
Encourage pupils to work together for a better internet
Get Ready for Anti-Bullying Week 2019
This year, Anti-Bullying Week takes place from 11th to the 15th November
Free Bullying Awareness Training for School Staff
Register now to take the bullying awareness online training from TrainingSchoolz
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The adrenaline capital of the southern hemisphere, anything is possible in New Zealand's Queenstown. Sitting on the banks of the sparkling clear blue waters of Lake Wakatipu and surrounded by the snow-capped Remarkables, on offer is a to do list of activities that will leave you exhilarated and with bragging rights over your mates for years to come.
Queenstown sits in the south-west corner of New Zealand's South Island, a diverse region of mountains, lakes and lush lowlands. The home of extreme activities, bungy jumping was pioneered here, it's a bustling centre for outdoors types with caving, rafting, jetboating, canyon-swinging and white water sledding on offer, as well as all your more everyday sports of biking, sailing, kayaking and hiking. A little further afield is the Fiordland National Park, a UNESCO World Heritage site with Milford Sound and Doubtful Sound to explore – the trails through the area, the Fiordland Great Walks, provide the backdrop for some world-class endurance racing events. The area around Glenorchy, just west of Queenstown, was the set for Lord of the Rings and is the gateway to several world-famous multi-day hikes, including the Routeburn Track, one of New Zealand's Great Walks. Lake Wanaka close to the remote Mount Aspiring National Park lies to the east. The River Dart and River Wilkin within the park are popular spots for jetboating. If you're on two wheels, the Southern Lakes area is perfect for off-road cycling. The Around the Mountain Trail is a grade 2 (intermediate), 175-kilometer cycling trail. Taking in lake-side trails, thick beech forests and the foothills of the Remarkables ranges it's a must-do for mountain bikers.


If you're most suited for data science roles then you can pursue the following data scientist job description to see what your roles and responsibilities will be. You'll be able to get access to learning resources that will help you become a data scientist and go from looking at a data scientist job description to becoming an industry practitioner. Potential data science employers should also look below for sample templates and projects data scientists are called to embark upon. If you're still new to the data science world, try looking at our tips on data scientist internships.
It's important to distinguish a data scientist from a data analyst or a data engineer. We have a blog post that does this in-depth. The important thing to note is that you'll be responsible for jobs that span three domains of skills: statistical/mathematical reasoning, business communication/leadership, and programming. You'll often be tasked with leading data science projects from end to end. Data scientists are often data managers who lead entire teams or organizations towards being data-driven.
1– How to organize and "wrangle" large datasets so that you can get actionable insights from them. This may include finding innovative ways to combine fields of data that don't naturally mesh together and ensuring good data quality management techniques.
2– How to collect data from all kinds of different sources, from web APIs, to internal databases encoded in SQL.
3– How to do exploratory data analysis so you can navigate a dataset and come out with some broad conclusions based on some initial appraisal (ex: the averages of NBA player performance in a dataset that compares NBA game statistics with player salaries).
4– How to use algorithms and programming to efficiently go through large datasets and apply treatments, filters and conditions to your data.
5– How to create meaningful data visualizations that communicate your findings and relate them back to how your insights create business impact.
As you can see, the data scientist job definition is no simple beast. It encompasses a variety of skills and tools that one must master before coming into this coveted role.
What are some examples of this data scientist job definition in action?
At AirBnB, you might look at how customer satisfaction scores play into rebooking and retention of users by building a simple data model. You'll have to wrangle the data together and tradeoff different statistical insights to see the amount of parameters best suited to predict user behavior. In this case, AirBnB's data science team figured out that a customer's LTR (likelihood to recommend AirBnB to a friend on a scale of 1 to 10) was largely predictive of booking behavior, though it was highly correlated with the reviews that client gave.
At Yelp, you might look at classifying different images of businesses such that each review page should have a diversity of different pictures for potential customers to consider: from pictures of the food within the restaurant to the decor outside of it. In this case, you would use your engineering skills and knowledge of machine learning concepts to build a system that could do the classification, and you would use the business communication skills you honed to drive business impact with these findings. You might communicate to management the importance of having different images on each review as it drives user engagement and ultimately, revenue, upwards.
All of these projects involve combining statistical and programming knowledge in a way that is tied to significant business impact. It involves leveraging all of the skillsets of a data scientist, from algorithms to business savvy.
This data scientist job description comes from Twitter via a LinkedIn posting. You can see some of the standard trappings of a job description, from a company description to the company logo. One important thing to note here is the focus on cross-functionality: data scientists will often be called upon to enforce a data driven culture throughout the team and to lead data science projects that will have impact throughout the organization.
You can see that data scientists are called upon to distill their insights into visualizations that move people into action.
This section demonstrates the statistical and technical approach expected of any data scientist, who must think like a statistician or an economist but who must also be able to get their hands dirty and use programming techniques in order to apply those insights to large amounts of data.
For what skills and tools are required, you can expect prerequisites such as an analytical mindset (which most employers use STEM degrees as a proxy for or experience in analytical job roles), a programming language that can query data such as SQL, a programming language that can help with statistical processing of data and a general-purpose language such as Python and experience with data visualization tools as well as big data tools such as Hadoop.
Technical skills: Learn R and Python with Datacamp. Mode Analytics offers a great resource to learn SQL interactively. Learn a better way of manipulating data in Python with the Pandas cookbook. Master machine learning and get a handle on deep learning by reading through the latest cutting-edge research.
Math/stats skills: Learn the mathematics you need through this StackExchange thread. Take mathematics MOOCs courses designed for data science.
Communication skills: The book Resonate will help you create visuals with your data that will move people to impact. We've also prepared a list of 31 free data visualization tools you can use to start practicing your skills.
PS: We have a Data Science Intensive workshop that might be a good fit for you if you're looking to skill up on the tools and skills you see in this data scientist job description! For those of you consider yourselves more entry-level, we also have a Foundations of Data Science workshop. You'll learn Python and SQL or R with an industry expert who will personally mentor you through everything you need to become a working data scientist.


Shopian, May 2:A joint team of army and SOG cordoned off Terkiwangam village following specific information about the presence of some militants in the area. Thereafter a gunfight broke out in Terkiwangam area of Shopian.
Four youth were injured in clashes near the gunfight site. Three among the injured have suffered bullet injuries. One of them has suffered serious injuries.
However, the injured youth were shifted to district hospital Shopian for treatment.
The operation is going on in the area.
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When clicking the Install Solution link in PSI you are incorrectly taken to the download page for v6u24.
Can you provide details of the solution you are trying to install? Perhaps the URL also?
Last edited on 8th Jun, 2011 22:05 I posted in the Java JDK area for a reason. I'm not looking for an answer, but wanted Secunia to be aware of the issue.
Are you aware that the lastest version is 26? Was publshed a few days ago.
The PSI links to the last update with a security fix . U24 was a security fix but U25 was only a bug fix .
The PSI will link to the U26 update until the next security fix , but will not link to mere bug/eye candy fixes .
Last edited on 9th Jun, 2011 18:05 You are correct and it still is not corrected in PSI. I updated the PSI rules this morning and they are still out of date.
The JRE update links from the "Scan Results" page and the Toolbox are working correctly .
If the JDK links are still incorrect (the second link provided by @puddleoffud gives me a "product not found" page) , you couldshould email support directly at support@secunia.com ; even though this is (relatively) serious , they may not get back to you before tomorrow (CET) .


text:
Gov. O'Malley Names Chair of Maryland Tourism Development Board
Governor Martin O'Malley announced on July 2, the appointment of Greg Shockley, owner/operator of Shenanigan's Irish Pub and Restaurant in Ocean City, as chair of the Maryland Tourism Development Board. The 24-member Board provides oversight for the Maryland Office of Tourism Development, the tourism marketing arm of the State.
" As a successful entrepreneur in one of Maryland's largest tourist destinations, Greg understands the significant impact that tourism has on Maryland's economy and on our quality of life," said Governor O'Malley. "We are fortunate to have someone with Greg's insights guiding our tourism efforts and continuing the growth of this $13.6 billion industry in Maryland."
In addition to serving a three-year term on the Maryland Tourism Development Board, Shockley is president of the Ocean City Development Corporation; founding member of the Ocean City's Boardwalk Development Association; past President of the Ocean City Hotel/Motel Restaurant Association; past board member of the Maryland Restaurant Association; and member of the BB&T Bank Regional Advisory Board.
"We're delighted to have Greg chair the Maryland Tourism Board," said Margot Amelia, executive director of the Maryland Office of Tourism Development. "His background and sound judgment bode well for our efforts to promote Maryland as a world-class destination."
Additional changes to the tourism board include the appointment of John Fieseler, executive director of the Tourism Council of Frederick County, Inc. Dave Meloy, the previous chair and president of the Merit Hotel Group, will become the Board's secretary/treasurer; Christopher Schardt, senior general manager for General Growth Properties, has been named Vice Chair, Retail; and Paul Bales, owner of Culinary Concepts, will replace Shockley as Vice Chair, Food Services.
The board is made up of leaders from hospitality-related industries – lodging, retail, transportation, food service and attractions – along with six members of Maryland's General Assembly and representatives from the Maryland Association of Destination Marketing Organizations. It has broad policy powers authorized by the General Assembly to guide the direction of the Maryland Office of Tourism and its activities developing and marketing the State as a world-class destination.
Recently compiled data from the Tourism Office shows that Maryland welcomed more than 27 million visitors in 2007, which led to more than $13.6 billion in visitor spending -- up from $13.2 billion during the previous calendar year. Also in 2007, the Maryland tourism industry generated more than $1.7 billion in state and local taxes and provided more than 140,000 jobs to Maryland residents.


The main advantage of the continuous sachet machines is that it is faster for 2 reasons. The film is continuous in motion and with a granule feeder can pack most free flowing granual products. It is very simple to setup, maintain and operate. The machine is primarily most suited to free flowing products and depending on the sachet width, can be up to 10 lanes. The size of the sachet will restict the number of possible lanes.


Each year, there is something truly memorable about the NJ SWEP Gala. Whether it's scorching temperatures and warm wine, a venue that takes one's breath away, or a speech by the VIP that truly makes a lasting impact on all who hear it, the Gala is often the most talked about event of the year. This year, attendees at the 8th Annual New Jersey Society of Women Environmental Professionals Gala were treated to a fantastic water front view and a glimpse of New Jersey's Official Tall Ship, the A.J. Meerwald, which was anchored several hundred meters from the party.
NJSWEP members and friends honored a very deserving and passionate environmental professional and visionary: Meghan E. Wren. Meghan dreamed of making a real difference in the Delaware Bayshore area of NJ. But she didn't stop at dreaming and she didn't let setbacks throw her "off course" (pun most certainly intended). She persevered until the Bayshore Discovery Center in Bivalve, NJ and the restored Meerwald were both thriving realities. It is for this commitment to history, education, stewardship, community, and the natural environment of the Delaware Bay that NJSWEP honored her at this year's Gala. It was our great pleasure to meet Meghan, to hear her stories and to present her with the Growing Great Women in the Garden State award. This year, the blue and orange colors of the lovely glass globe created once again by GlassRoots reflected the Gala's theme- Sunset on the Water.
Planning for this year's Gala took an interesting twist. In addition to finding a venue that could accommodate our attendees and fulfill our usual needs and desires, we wanted to find a place to showcase the Meerwald, the ship so lovingly restored to glory by our Growing Great Women in the Garden State awardee. Seabra's Armory in Perth Amboy fit the bill beautifully, with a lovely view of the harbor, sunset and ship. We were so glad to be able to be on the waterfront, with the ship nearby, as we honored Meghan and all that she has accomplished.
This year's Gala continued the tradition of not only honoring an amazing woman who has already accomplished so much but also recognizing young women with the potential to do so as well. Two impressive students were awarded NJSWEP Scholarships. Danielle Nichols of William Patterson University was presented with the Undergraduate Scholarship and Natalie Sherwood of Montclair State University received the Graduate Scholarship. NJSWEP congratulates these women and wishes them all the best as they "set sail" into the future of their environmental careers.
Check out some great photos from the 2014 Gala here.
NJSWEP was honored to have a very special guest attend the Gala this year. Perth Amboy's first woman mayor and the only elected Latina mayor in NJ, Wilda Diaz, joined us and spent a few moments addressing guests. She thanked us for choosing her beloved hometown for our Gala, spoke a bit of her passion for the city and the waterfront, and shared with us her dedication to preserving and restoring the city's historical resources- a perfect fit considering our awardee's similar commitments. We were so pleased that Mayor Diaz accepted our invitation to attend and celebrate with us.
So many people helped make this year's Gala a success. The "crew" included Tali MacArthur, Jeanne Mroczko, Elizabeth Limbrick, Jillian Mooney, Sharon McSweiney, Jeena Sheppard, Linda Watson and Beth Hyde.
Wetlands and Environmental Technology, Inc.


text:
AuthorBanankhah, Soudabeh Khojasteh (1)
Friedmann, Erika (1)
SubjectDepression (1)depression symptom severity (1)
Depressive Disorder, Treatment-Resistant (1)
Myocardial Infarction--psychology (1)
progresssion of depression symptoms (1)View MoreDate Issued
Depression as a predictor of mortality and morbidity in patients after myocardial infarction
Banankhah, Soudabeh Khojasteh (2012)
Background: Recent studies show depression as a predictor of morbidity and mortality in patients after myocardial infarction (MI) and treating depression does not improve their survival. Not all depressed patients respond adequately to treatment. Treatment-resistant-depression (TRD) may be the reason why previous studies did not demonstrated survival benefits in treated depressed post-MIs. Purpose: To examine depression severity (DS) and progressively worsening depression symptoms (PWDS) contributions to morbidity and mortality of depressed post-MIs. It compared mortality rates between TRD and treatment responsive depression in depressed post-MIs independent of biosocial predictors. Methods: A secondary data analysis using data from the 1834 depressed post-MIs in the Enhancing Recovery in Coronary Heart Disease (ENRICHD) trial, which included 770 patients who were treated for depression. The TRD, as<50% reduction in HAM-D score from baseline to 6 months and a total HAM-D score>10 at 6 months, occurred in 13.4% (n=103) of the depressed post-MIs who were treated. Cox regression analyses were used to examine the independent contributions of DS, PWDS, and TRD to morbidity and mortality after controlling for the biosocial predictors. Results: Depression severity was associated with increased risk of mortality for men, not women (HRs: male low severity=1; male high severity=1.42; female low severity=1.80; female high severity=1.61). The PWDS predicted mortality, depending on minority status after controlling for biosocial factors. Among depressed post-MIs, PWDS was associated with increased risk of mortality, greater in minorities than in whites (HRs: white no progression=1; white worsening=2.83; minority no progression=0.71; minority worsening=8.20). The DS (HR=1.013) and PWDS (HR=1.026) were significant independent predictors of morbidity. TRD significantly predicted mortality (HR=2.783) among the treated depressed post-MIs. Conclusion: This study demonstrated that DS and PWDS are independent contributors to the risk of mortality and morbidity in depressed post-MIs. TRD is also associated with increased mortality in treated depressed patients. It is important to continue to monitor depression among treated post-MIs. Since, TRD post-MIs are at higher risk for mortality, closer follow-up and more aggressive risk factor modification needed to improve cardiac outcomes. This may lead to an integrated treatment strategy that may decrease risk of morbidity and mortality in post-MIs.


Need an excellent all-around lens to capture your stories? This high-performance zoom was made for you. Many Olympus Visionaries and other professionals consider the M.Zuiko ED 12-40mm f2.8 PRO (24 – 80mm 35mm equivalent) an indispensable piece of equipment. Its superior optics, fast maximum aperture throughout the zoom range and fully weather-sealed, all-metal construction make it suitable for the most demanding professionals and enthusiasts.


The mountain biking race will take place on a mass start on two routes – short and long. The short route has a length of 37 kilometers and a total climb of 1274 meters. The long route has a length of 47 km and a climb of 1781 m.
The trail running will be individual and relay in teams of two competitors. Teams and individual runners start together on the 37 kilometer route. The relay transmission for teams will happen in the middle of the route.
Our "short" route has above 1200 meters climbing which competitors have to overcome in 37 km. The route passes almost entirely along a dirt road.
The track includes steep climbs and enjoyable downhill runs. It is suitable for cyclists of all levels.
The long route has almost 1200 meters of climbing. Its highest point reaches 1118 meters and presents an awesome view of the Bulgarian Rose valley.
The track includes serious climbs and challenging downhill runs. It is suitable for advanced mtb cyclists.
The relay transmission is set in the middle of the route. Transport to and from the transmission point will be available.
Several support/aid points will be available for competitors along the route with foods and drinks.
Медицински екип, който се грижа за твоята безопасност по трасето и на старт-финала.
Within each of the two routes there is a main aid/support point where competitors can enjoy food and drinks. Several smaller food and drink points are also located along the route. There are also places with available drinking water along the route.
Traditionally, the competition takes place on one of the first weekends of May, and the event actually starts on Friday evening with a summer cinema. On Saturdays throughout the day there are various outdoor activities: hammocks, yoga, horse riding and more. They are all freely accessible and are designed for anyone who wants to spend their free time effectively. On Saturday night beer is poured out of the caravan located near our camp and our scene will be the venue for various performers through the evening. The race takes place on Sunday where competitors and guests can enjoy various activities throughout the day.
Besides the opportunities offered by the town of Kazanlak, a tent camp will be organized in venue of the competition. All contestants and guests are invited to join it.
There is a running drinking water and a toilet in the vicinity of the camp.


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