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Penny Scallan Mini Bento Box - Wild Thing
Regular price ₱1,300.00 Sale
No more having to lug around multiple jars and zip lock bags of baby/toddler food that take up precious real estate in your bag! This functional Bento Mini allows you to pack a variety of foods in one handy box. Each compartment is individually sealed, meaning that you can keep your snacks fresh and separated.
• The perfect Bento Box for little ones
• 4 handy compartments (including a round compartment in the middle designed for yoghurt/dip/sauce).
• Silicone insert inside lid to prevent seepage between compartments.
• Dishwasher safe (top rack only)
• Not suitable for the microwave
• Size: 17cm x 15cm x 5cm (approx.)
• Weight: 410 gms (approx.)
• Outside casing is not designed to be separated at the hinge
• BPA and phthalates free
• Colours of final product may differ to those shown on your screen
• Ideal for baby food, day care lunches, school or work snacks.
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Life Guarantee Dim Lights, Make Any Lights in Your Rooms Egg Lights Before Sleeping At Night
By IKTech May 29, 2017
This circuit gave me the This circuit gave me the ultimate
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circuit Seeing how easy it is to build a circuit. Let’s not see the circuit once.
Any watt bulb used in our wires such as 25w-40w-60w-100w-200w- any watt
You can reduce and enhance the light as you wish. For example, the volumes offered in the circuits for 200w bulbs
You can also use it as an egg light by reducing light. The eggs which are bought in the market can be bought
They do not last long. Because the bulb of the bulb will be as thin as the number of pillments. Because of that less watt
Bulbs are too big to destroy the stars. Use the circuit. You do not have to buy Dim lights.
The friends who used Tevill Lamp. You can also use the Tequila Lamp circuit.
In the light of the lamps, you can reduce and reduce it. Those who have difficulty understanding the circuit Notice below
A Triax 400 / 600v = Any number. Any number of a drawer A 10k 1w register is a. 470k Best Quality
Volume Control A A 0.47 capacitor. Shoot the connection in the same way as the connection has been seen.
Do not touch the circuits anywhere. Platycic freshness is available to buy the market to buy the volume.
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Cell Phone Repair School
MD Wireless Revolutionizes Cell Phone Repair Training
We are now offering a four day training course that has three intensive classroom training days and one in store day where you are involved in the operations at our wireless repair location.
We want our students to experience our day to day business to understand how to interact with customers as well as learning to diagnose and repair phones that are popular in the repair industry. Working with current device models will help you be prepared.
Learn first hand and focus on devices within the last two years, phones that will make you money!
Don’t invest a large amount of your time learning about phones that you might see once a year and probably forget how to repair it when it comes in.
There is nothing better than the true repair experience.
Upcoming cell phone repair school course dates:
DateTimeLocationSeats Available
February 15th-18th10am-6pm 1200 Contra Costa Blvd.
Pleasant Hill, CA
94523
3
March Dates TBA10am-6pm 1200 Contra Costa Blvd.
Pleasant Hill, CA
94523
3
Payment options
Need more information? Email us here.
Need a hotel? We recommend the Pleasant Hill Inn.
Be a part of this emerging trend.
Sign up for cell phone repair school and kick start your career!
Fresh opportunities within the wireless repair business are a direct reaction to rapid advances in wireless telecommunication technology. Now is the time to study and master the skills associated with cell phone repair and establish your self as an expert in this increasingly sought after position in the industry. Cell phone repair school is the perfect way to get started.
Are you ready to become a “Cell phone doctor?” Whether you would like to make some extra cash part time, are ready to start your own wireless repair business, or are simply the do-it-yourself type tired of paying someone else to fix your cell phone, we can help. Over the next few months our cell phone repair school will be offering a variety of courses designed to help you learn how to repair virtually any type of cell phone currently on the market.
cell phone repair school
One introductory cell phone repair school course focused on the most profitable opportunities available.
• Basic cell phone repair
Our training course will teach you everything you need to know to start making money with cell phone repairs. Below are some of the major topics that we will cover extensively during this program.
htc smart phone repair
1. Cell phone types- In this section we will cover different cell phone designs and the technologies used for their operation. This includes different bands and basic operation as well as identifying hardware locations and modularity.
2. Tools and workplace- We will discuss everything that you will need to have on hand to perform the most common repairs, where to get them and their proper use.
3. Hardware- Hands on training for basic repairs including liquid damage treatment, lens, LCD, flex cable, hinge and slide mechanisms, modular speakers, microphones, track balls, track pads, and more.
4. Software- Restoring factory settings and performing network unlocks.
5. Suppliers – Where to get your tools and quality replacement parts.
Upon completion of this basic cell phone repair school program you will be prepared to diagnose and remedy the most common problems that cell phone owners encounter. Those who implement an effective marketing plan after mastering the techniques taught during their training and will see a rapid return on investment.
• iPhone repair training
This section will teach you what you will need to know in order to start repairing, unlocking and jailbreaking iPhones.
iphone jailbreak
1. Overview- We will cover the evolution of iPhones including the differences and similarities of those operating on both GSM and CDMA networks. We will address handset identification, software and modem versions, and more.
2. Diagnosis- How to determine why an iPhone is not functioning properly and trace the symptoms to the correct component.
3. Software- This includes unlocking and jailbreaking, data transfer, backup and restoration procedures.
4. Hardware- From iPhone 4 to 6, this section covers component replacement including lens and LCD, liquid damage diagnosis and treatment, battery, home button, charging port, silent ringer, etc.
5. Extra income- This section will address additional ways to establish revenue streams for your iPhone repair service.
• Sales and Marketing
Learning how to repair cell phones, unlock and jailbreak iPhones or recover a users data will only allow you to earn income if you know how to market your service. In this section we demonstrate how to run a cell phone repair business whether you plan to open a store, perform on site repairs or co-locate within another existing business owner.
1. Advertising- How to do it with little or no cost to you.
2. Online marketing- How to build an affordable website and optimize it for search engines.
3. Networking- The “who, where and how” of approaching those that will help your business grow.
4. Furthering your education- How to find good information related to your new vocation.
5. Much more…
Cell phone repair is a recession proof business opportunity.
Have you ever seen a radio or television advertisement for cell phone repair? Unlikely. Most cell phone repair centers are simply too busy to keep up with their current demands. This means two things.
1. There is plenty of room for growth in this industry.
2. Once you become established you will rarely need to advertise.
The skills you learn through our cell phone repair school are in demand!
Consumers are unwilling to give up their cell phones for any reason. Just try going without yours for a few days. What’s more is that while the cost of replacing handsets continues to increase, so does the probability that a cell phone user will choose to fix their old one rather than invest in a new one. Don’t miss out on your chance to get involved in this thriving industry by signing up for our cell phone repair school. Compared to traditional certificate programs cell phone repair school offers a faster and higher rate of return on your investment.
Whether or not you own a cellular store and want to enhance profits, or if you’re just starting out in the industry, learning cell phone repair will open the door to income opportunities in the cellular market place.
Why choose the MD Wireless cell phone repair school?
Learn from experienced professionals who know more than basic mobile phone repair!
cell phone repair certification
At MD Wireless you will learn from an instructor who has been involved in the cell phone repair industry since 1994. This is no fly-by-night-take-the-money-and-run new store on the block. We have been doing business as MD Wireless Cell Phone Repair in the San Francisco East Bay Area since 2006. When you are ready to take your training to the next level, the MD Wireless cell phone repair school will still be here to assist you.
iPhone Repair
Apple is the world’s biggest individual smart phone manufacturer with over 20 million handsets on the market. Most iPhone users understand that repairing their handset costs a lot less than replacing it. That’s where you come in. After completing the second day of our cell phone repair school course, you will know how to fix the most common types of problems that iPhones have. This will also give you a basic understanding of how internal components work and what to watch out for when performing repairs. Remember that with expensive equipment comes liability. We show you how to avoid potentially expensive mistakes when handling valuable pieces of equipment.
Why is cell phone repair becoming a necessity?
Consider this, what exactly are you planning to say to your customer when his phone breaks but he is not eligible for an upgrade? “I can’t repair it” or “You’ll have to pay full retail price for a replacement” never sounds good to someone who already feels likes they are spending enough money each month for service. Not to mention the fact that in their minds the value of the phone is what they originally paid for it which was a greatly discounted price. In this situation you are stuck between a rock and a hard place. What’s going to take place next? They will look for another cell phone repair store in the Bay Area that can and will repair their device. At this point you have really lost more than one customer to your competition. You have also lost the friends and relatives of your customer since he will do his part to advertise the store that fixed his phone. But what if you could help your customer and increase your revenues at the same time? Now you can! A thorough knowledge of cell phone hardware, software, and repair theory will put you ahead of most cell phone stores. Your cell phone repair school training will pay dividends well into the future.
There’s more to cell phone repair than just replacing a broken lens or a bad battery.
The MD WIRELESS cell phone repair school will educate you about the most important challenges you will encounter while establishing a cell phone repair business. This makes it possible for us to supply an individual “CASH EARNINGS TRAINING”. Our exclusive mixture of repair education for cell phones, Apple iPods, and GSM unlocking will give your business a clear advantage over your competition.
What you will learn in one day during the MD Wireless iPhone Repair Training Section
iPhone Repair:
• Understanding today’s network technologies including both GSM and CDMA.
• Dis-assembly and re-assembly of various models of iPhones including 4, 4S, 5, 5C, 5S and iPhone 6.
• How to detect liquid damage and resolve liquid damage issues through liquid damage recovery procedures.
• Touch Screen Replacement
• LCD Replacement
• Component replacement of charging port, battery, earpiece, vibrator, flex cables, keypads, camera.
• Unlocking of GSM iPhones up to current software version if applicable, Software and Hardware Based
• How to Jailbreak (when applicable)
Just enter your name and email address on the homepage or contact us to get more information about the MD Wireless cell phone repair school.
What does it take to become a cell phone repair technician?
We would like to believe that anyone can learn to repair cell phones. However there are some questions that you should ask yourself before proceeding with your cell phone repair school enrollment. Being honest with yourself about the following should give you an idea of how easy or difficult you might find pursuing this sort of endeavor.
Are you comfortable working with devices that use small parts?
Cell phones are assembled using components and screws which are relatively small. Working on an appliance or motor vehicle is one thing, working on cell phones requires paying attention to and working with parts that do not allow much margin for error. The components that you will be working with might make computer repair look easy in comparison. If you have ever assembled a scale model car or worked on a gadget that fits in the palm of your hand then you should have an idea of the level of detail that cell phone repair requires. You must have perfect up-close vision. If you require corrective lenses even just for reading they must allow you to see small details very clearly.
Are you detail oriented?
As stated above, cell phones provide little room for error. The more capable you are of observing the “big picture” the easier you will find this vocation to be. During our cell phone repair training course we will be with you every step of the way to insure that you are able to perform basic repairs. Later on, when you expand into different types of handsets this attribute will make your job far easier.
Are you able to be patient?
This is crucial to your success. There is no rushing a cell phone repair unless you plan on doing the entire job again without compensation. We believe in doing things right the first time even if it takes a while longer than those who cut corners and sacrifice quality.
Do you have a steady hand?
This is not a deal breaker but it will make your job a lot easier. We do teach methods for keeping your hand steady but if you have problems working with small screws then this is a concern that should be addressed. A good way to determine whether or not your dexterity will be a challenge is to try threading a needle. If you can accomplish this task without using any special tools then we believe that working with the small parts that you will find in cell phones will not be any more difficult.
What people are saying about MD Wireless Cell Phone Repair School
“I am very impressed with the training that MD Wireless offered me. You taught more than the how to, you taught me the basic principles, and how I can learn and improve my skills. Rather than just give me a fish, you taught me how to catch fish, a skill that I will use for a lifetime. I am also incredibly impressed with your willingness to take the time to accept my calls when I got stuck on a repair project. You were really serious about your promise that I could call you anytime with questions because you were quick to respond and spent the time over the phone with me to help me get through the problems I faced on repair projects. You also helped me get my foot in the door with vendors for repair parts, unlocking phones, and flashing. You are always willing to give advice and answer questions about every aspect of my business, from good accounting methods and competitive pricing to repair management. Well worth the money paid, and recommended for anyone who wants to either start a business or just learn more about cell phone repair.”
Aharon Smith
“Mike,
My phone is constantly ringing for cell phone repair. I have increased my monthly revenue by 15% already.
I just wanted to take the time again to say thank you I am very glad someone like you is out there to train people. The cost of your class is nothing compared to the money I’m making right now. Thanks again so much and Happy Holidays to you and yours.”
Dave Hogue
“Thank you so much Mike for everything this weekend. I learned a heck of a lot and welcome the opportunity to come up again and get some on the job experience. I really appreciate the time and patience you had with me both days. It was also literally an “eye opening” experience. I started using reading glasses since that day and I find even my computer work is benefitting because I see things on motherboards I had not seen before! Incredible! Thanks for the experience!”
Juan De Leon
“A very special thank you for being so kind! You did so much for me and words are not enough to express my gratitude of all the patience you had given me. You went out of your way to make sure I felt comfortable with training I received. I’ll recommend it to everyone. You were very knowledgeable and honest.
Thanks Again mike.”
z. jabber
Do you still have questions?
If you would like to consult with an instructor about whether or not MD Wireless cell phone repair school is right for you just send an email to [email protected] including your hours of availability and phone number. We will schedule a free consultation at a time that is convenient for you. Please let us know how you heard about our cell phone repair school.
Nearby Hotel Accomodations
Pleasant Hill Inn Located in Pleasant Hill, Pleasant Hill Inn is near the airport and close to Sun Valley Mall, Waterworld California, and Lindsay Wildlife Museum. Nearby points of interest also include Ruth Bancroft Garden and Gardens at Heather Farm. Hotel Features. Recreational amenities include an indoor pool. Those traveling on business have access to …
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Show us a swimsuit from any period of time or one that has not been invented yet that will make us want to hit the pool, splash at a waterpark, or lounge in a beach chair for a little sunbathing.
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Jump to content
General Bug Report Guidelines - Please Read ×
k-drive glitching
shcalda
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whenever i launch my k-drive, it ends up twitching down as though falling between moving on tiles. this happens on both orb vallis and the plains of eidolon.
alongside this, unsure if this was fixed but i found myself falling through the ground in orb vallis when i travel to fast and ragdoll off sometimes
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CDL Truck Driving Jobs in Hartford, CT
Calling all truck drivers in and around Hartford, CT: If you’re looking for CDL truck driving jobs and you’re dedicated to safety, precision, reliability, and DOT compliance, TQM logistics has a message for you. We are now hiring for both Class A and Class B trucking jobs as well as other CDL jobs around Hartford, CT. We are proud to offer our employees permanent, full-time local truck driving jobs where they can build a lifetime career through. Whether you want to drive car haulers or flatbed trucks, tractor trailers or tri-axle trucks, dry van trucks, or yard jockey trucks, we have something for you. We even offer specialized work driving hazmat trucks, reefer trucks, and more.
Keep reading to learn about all the benefits of our local and home daily trucking jobs or browse CDL jobs in Hartford, CT, now!
Permanent, Full-Time, Paid Overtime Trucking Jobs
We don’t require you to bring decades of experience to the table to sign on with TQM Logistics; you only need your license specific to Class A or B truck driving jobs, proof of your right to work, a few other documents, and a willing attitude towards safety and DOT compliance. Even if you can’t decide what kind of vehicle you’d like to operate or which CDL truck driving jobs will work with your skillset, our coaches will help place you in a position best suited for you!
At TQM Logistics, we’re passionate about our team of drivers and pride ourselves on creating an environment where everyone can find something they want to excel in. We offer both class A and B trucking jobs, so you won’t be limited by vehicle weight or size if you’re interested in certain positions. We’re looking to fill permanent full-time positions, which means you won’t have to doubt your ability to find stable work — the trucking industry is expanding now more than ever!
Bringing Paid Overtime Back to Full-Time Truck Driving Jobs!
Paid overtime is unfortunately rarely offered to truck drivers in this day and age. But at TQM, we’re excited to announce that we offer paid overtime opportunities to reward you for all of your hard work! We want to reward our team members for their dedication, rather than expecting long days with little to no extra compensation.
Offering a Wide Array of Truck Driving Jobs in Baltimore, MD
While we ensure those looking for home daily trucking jobs are satisfied with their schedules and can be home in the evenings with their families, we also understand that everyone sometimes needs the chance to make some extra income. Many of our applicants are surprised to learn that our CDL truck driving jobs offer paid overtime. We believe in taking care of our team members, and that means rewarding you for your hard work.
Experience a Wide Array of Truck Driving Jobs in Hartford, CT
These are just a few of the vehicles you might work with when you’re placed in one of our CDL truck driving jobs:
• Car Haulers
• Dump Trucks
• Tractor Trailers
• Flatbed Trucks
• Hazmat Trucks
• Intermodal Trucks
• Reefer Trucks
• Dry Van Trucks
• Tri-Axle Trucks
• Yard Jockey Trucks
Guaranteed Medical Benefits, 401K, and Paid Vacation Days for Truck Drivers
We want to not just enrich your work life but also provide you with the chance to take care of what’s important to you. We offer the following to our employees as part of all full-time CDL truck driving jobs:
About Hartford, CT
Hartford, CT, is not only Connecticut’s state capital but also a hub for transportation, business, tourism, and more within a relatively small area. Despite the minuscule land area of CT, Hartford boasts a population of over 3.5 million. If you’re looking to start your trucking career anywhere on the Northeastern seaboard, there aren’t many places better than Hartford since the city features both land and sea access. There are also major highways and transportation routes all throughout the state, making it accessible to many other large cities, ports, and communities.
Calling All Dedicated Drivers — Apply for CDL Jobs Today with TQM!
Want to learn more about TQM Logistics or interested in our CDL truck driving jobs? Apply for trucking jobs now or contact us with any comments or questions. We want to help you get your career into the fast lane!
We Are Not A “No” Company
well-trained experts
We make your driver recruiting challenges… Less challenging!!
Quality
Efficiency
Professionalism
Experience
A new way to find your next career opportunity.
Speak with a TQM Career Coach about our career opportunities. It may just change your life!
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Russia Vs Turkey | World War 3
18
World War 3 is here as this Russian guy from Russia accuses everyone to be turkish and downing the Russian fighter jet that is not acceptable , Turkey will pay …
source
18 Responses
1. Alex Coffey says:
what is your intro song?
2. Ali says:
Ahah, it's funny cuz I'm actually Turkish xD GG Clockwork!
3. wow that Russian accent is terrible lol, practice makes perfect great video tho.
4. Bourbon 2033 says:
That is the best god damn Russian accent I have ever heard!
5. Roedland says:
This was so funny, i cried laughing!!
6. it won't be world war 3, most will happen is Russia will put sanctions on exports and shit to turkey. and they probably won't do the coalition with US, and France.
7. Daysofmylife says:
Casper here ? funny stuff man this made had me rolling lol and you're right some kids are so weird these days smh. that one little kid with the orange shirt was funny thou he was so nervous
8. ChaosDude says:
your Russian accent needs a lot of practising. you should do a middle eastern accent and pretend to hate on Jews
9. LumpyLunatic says:
I came here for security reasons.
10. I'm Russian! Go Russia! Those dumbasses that shot down the plane suck ass
11. Everyone left the convo cuz they're scared of Russians. It's true, everyone is scared of them
12. Kid said I'm not a turkey ???????? I'm dead
13. PCGaming says:
Loving the new festive pic xD
14. Gooey Nick says:
That intro gave me a tumour
Leave a Reply
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Kents Lake Campground
Fishlake National Forest
Write a Review
FR-137 Beaver, UT 84713 435-438-2436 435-896-9233 Reservations: 877-444-6777 Official Website
GPS: 38.2375, -112.4586
• Overview
• Q&A
• Reviews (5)
• Amenities
Overview of Kents Lake Campground
Number of Sites 30
Pad Type dirt
Open Seasonally June-Sept.
Elevation 8,858 ft / 2,699 m
Max Stay 14
Max Length 60 ft
Tent Camping Yes
View Map
portable computer displaying map of camping locations
mobile device showing map of camping locations
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Reviews of Kents Lake Campground 5 people have reviewed this location.
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Contact us to update this listing.
Amenities
Hookups
• dry camping
Recreation
• fishing
• picnic area
• recreation trail
• water access
Site Amenities
• fire ring
• picnic table
Facilities
• restrooms: vault
• water available
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• pets
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@article {Wei1124, author = {Wei, Y-C and Huang, C-C and Chien, C-Y and Hwang, J-C and Chen, W-J}, title = {Polymorphous low-grade adenocarcinoma of the nasopharynx: a case report and brief review}, volume = {61}, number = {10}, pages = {1124--1126}, year = {2008}, doi = {10.1136/jcp.2008.059642}, publisher = {BMJ Publishing Group}, abstract = {Polymorphous low-grade adenocarcinoma (PLGA) is a rare tumour that mostly affects oral minor salivary glands. Our review of the literature found that there are only two reported cases of PLGA originating in the nasopharynx. Another nasopharyngeal PLGA in a 14-year-old boy is reported, focusing on the histopathological features and ultrastructural findings.}, issn = {0021-9746}, URL = {https://jcp.bmj.com/content/61/10/1124}, eprint = {https://jcp.bmj.com/content/61/10/1124.full.pdf}, journal = {Journal of Clinical Pathology} }
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Fight of Terragon
Popularity
rating
Excitement
rating
Features
rating
Bonuses
rating
Overall Score:
3.5
Biggest Win
£370
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No
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Merkur
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0.2040
MinMax
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5
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Rendlesham Forest
Next Sunday’s sunset run is Rendlesham Forest with four different trail route lengths on offer. The world will have gone home and we will share the landscapes with the wild life. 3,3.5, 6 and 7 odd mile routes are on offer. Walk, run, bike. Just get out and be part of it. More details to follow. Just book through Core Club Online for now x
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OUR STORY
Addicted to making a difference
We all met while volunteering at another local rescue in Portland, Oregon. Although we come from very different walks of life, we discovered a mutual passion not only for dog rescue but also for the dachshund breed. Our meetings are often centered around good food, wine and a bunch of wiener dogs running around. At one such get-together, we recognized the need for a new local dachshund rescue due to their extensive vetting costs, compared to other breeds.
Together we share over 15 years of rescue experience and have worked in virtually every capacity in the rescue field. We encourage you to get involved in one way or another and hope you find rescue as fulfilling as we do!
-Anne & April
PDR Co-Founders
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ABOUT OUR RESCUE
Portland Dachshund Rescue Inc is a 501(c)(3) non-profit, no-kill organization passionately committed to providing care and rehoming to dachshunds in need throughout the Portland, Oregon area as well as the Pacific Northwest. All donations are tax exempt.
We envision a world where our rescue is not only saving dogs that have been left behind but also educating the community about the unique challenges dachshunds face, transforming each new volunteer and adoptive family into ambassadors for the breed.
Our Core Values:
Care
Trust
Compassion
Commitment
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HERE TO HELP THOSE THAT NEED IT THE MOST
We take dachshunds of all ages, but our focus is to help those dogs that no one else is willing or able to take on. We have extensive experience helping special needs dachshunds that require more care than most rescues or shelters can provide.
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Burn Cottage
The Burn Cottage Vineyard property was purchased in 2002. It had been grazed by sheep for as long as can currently be remembered. There were, and are, no immediate vineyard neighbours. The site was much coveted in the region as it is sheltered from both northernly and southernly winds by large hills and forms a beautiful, protected bowl, much like a modern amphitheatre.
Husband and wife Marquis Sauvage and Dianne Sauvage were on a return trip from the Mornington Peninsula in Australia and had decided to visit several regions in New Zealand. For some time the family had contemplated starting their own winery. Dianne and Marquis were struck by the extraordinary beauty of Central Otago and became even more impressed after tasting through the region’s wines, particularly Felton Road and Gibbston Valley. They decided that they had found the place they were looking for. Marquis continued the property search with a real estate broker and came across the Burn Cottage site. As Marquis likes to say, he had visited enough great vineyards around the world and this one had the right look. Unbeknownst to the Sauvages, several prominent, local wineries and winemakers were interested in the site and had had their eyes upon it for some time.
The Sauvages contacted Ted Lemon owner and winemaker of Littoria Wines is Sebastopol, CA to seek his involvement in the project. The Sauvages were unaware at the time that Ted already had deep connections to New Zealand and particularly to Central Otago. Ted and Marquis travelled to New Zealand to see the property and Ted was sold on the idea on the spot.
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Statement From FDA Commissioner Robert M. Califf, M.D., on Ensuring Access to Safe and Effective Treatments
Joint Statement with CMS Administrator Chiquita Brooks-LaSure
Statement From FDA Commissioner Robert M. Califf, M.D., on Ensuring Access to Safe and Effective Treatments
U.S. Commissioner of Food and Drugs, Robert M. Califf. © AP
Ensuring the availability of innovative interventions for people is a shared priority for both the Centers for Medicaid & Medicare Services (CMS) and the U.S. Food and Drug Administration (FDA). We recognize the important and related – but different – roles of our respective agencies and know that CMS and FDA decisions have an outsized impact on the U.S. health care system, as well as implications for the rest of the world.
Underpinning both of our agencies’ work is the unwavering commitment to use reliable data to ensure that effective treatments are made available to patients. The FDA’s decision to approve a new medical product is based on a careful evaluation of the available data and a determination that the medical product is safe and effective for its intended use. In some instances, the FDA has the authority to require additional studies after approval to provide additional information regarding the anticipated clinical benefit for the medical product.
CMS can conduct its own independent review to determine whether an item or service should be covered nationally by Medicare, including examining whether it is reasonable and necessary for use in the Medicare population.
The work of both of our agencies is critical to ensure that medical products are available to people across the country.
We recognize the impact these decisions have on people with serious and life-threatening conditions and their loved ones. We share a common goal of wanting to advance the development and availability of innovative medical products. Our agencies remain committed to using our distinct set of authorities to ensure the continued availability of medical products that meet our respective standards to care for the people we serve.
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I've heard recovery rates are better in those untreated
Not for everyone but a much larger percentage than with treatment is seen. This was seen before medications were available. A small percentage 20 to 25 % would be released out of the hospital after a couple of years. The percentage recovered from medication I’ve heard is less, people have their problems masked by medications and when discontinuing the illness is worse then the first onset. I can say compared to my illness at the first episode my illness now is very severe, looking back it was milder.
I’m one of the unlucky ones. I was hospitalised, spent a year on meds, then came off. 2 years later I had another psychotic break and went into hospital again.
I wonder what makes the 20% so special.
Here’s an article about it:
http://www.psychiatrictimes.com/psychopharmacology/better-without-antipsychotic-drugs
Written by the very same Dr. E. F. Torrey who wrote…
There’s a lot understandable confusion among lay people about this. There is research suggesting that anti-DEPRESSANT medications don’t work very well for at least half of those to whom they have been prescribed.
The research on the effectiveness of anti-PSYCHOTIC medications (which more or less do the exact opposite physiologically vs. what anti-depressants do) is largely in favor of their use, though – as many here know – the side effects often suck.
1. We kept experimenting until we found meds that produced emotional stabilization without too awful side effects.
2. We took our meds at dosage levels that actually worked (rather than being under- or over-medicated).
3. We did the psychotherapies we needed to do for our thought disorders.
4. We were able to reduce our med dosages even further in many (though not all) cases.
2 Likes
No, I mean the 20% that recover and don’t need meds. What makes them so special.
I can’t talk for everyone… but I did worse untreated.
I know some people who did worse as well.
On the other hand… I’ve seen some people who aren’t on meds… but that doesn’t mean they don’t have some form of treatment… be it therapy… family support… some sort of coping counseling…
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Tesla, particularly the Model 3
by post_author
image
Tesla is an awesome company. Not only do they make cool looking electric vehicles that have a long and practical range, but also, they invest a lot into the technology behind their vehicles. I also love Tesla because of what they’re doing with the Model 3: trying to make electric cars mainstream and affordable for everyone. This is awesome because it’s great for the environment and creates a culture of sustainability and renewable energy. The Model 3, while looking like a super expensive luxury car, is only $35000 before incentives (so actual price is more like low-to-mid $20000s and you save on gas). This puts it on par with most entry-level sedans.
Particularly about how it looks, I really enjoy the simple curved roof, the cool lighting on the front, and the overall sleekness of the design.
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BREAKING NEWS: Donald Trump’s Son Tests Positive for Coronavirus
Donald Trump’s Son Tests Positive for Coronavirus.
Donald Trump Jr, the president’s eldest child, has tested positive for coronavirus, a spokesman said he has been isolating despite not suffering from any symptoms. The president’s eldest son is the second of his children to test positive for the virus, following Barron Trump’s diagnosis last month.
“Don tested positive at the start of the week and has been quarantining out at his cabin since the result,” a spokesperson for Trump Jr. said. “He’s been completely asymptomatic so far and is following all medically recommended COVID-19 guidelines.”
Trump Jr. is the latest member of the president’s family to become infected with the virus. The president, the first lady and their son Barron have recovered after being struck down with the disease in October, weeks before the US election.
Barron Trump, US President Donald Trump’s youngest son, contracted COVID-19 after his parents were diagnosed with the novel coronavirus, first lady Melania Trump said Wednesday. Barron initially tested negative after the president and his wife received their positive diagnoses, but was confirmed to have the virus in a subsequent test.
Thank you for taking the time to read this news article “Donald Trump’s Son Tests Positive for Coronavirus ”. For more UK daily news, Spanish daily news and Global news stories, visit the Euro Weekly News home page.
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Marvel Movie Minute Season Four: Thor • Minute 89
Thor 089: Is This the Best Minute of the Movie?
In this minute of Kenneth Branagh’s 2011 film ‘Thor,’ yeah, it’s that minute. You know... the most powerful minute of the movie. Mjølnir flies toward Puente Antiguo like a ballistic missile, causing Erik to pull Jane away. Thor catches it, his armor rebuilds itself on his body, and he hurls Mjølnir at the Destroyer, knocking it down. Thor takes to the sky, drawing the Destroyer’s wrath away from Puente Antiguo and the people there. It’s a big week and Father David Mowry, Chaplain of the Movies by Minute community, is here for all of it! Tune in!
Episode Hosts: ,
Subscribe to the Marvel Movie Minute in Apple Podcasts, Spotify, or anywhere else you find your favorite podcasts!
Support The Next Reel Family of Film Podcasts • Learn More or Subscribe Now: One-Reeler $1/mo or Two-Reeler $5/mo
Minute Eighty-Nine: From Heartbroken Jane to Confused Destroyer
Joining us for the most thrilling minute in the movie as Thor is resurrected to fight the Destroyer is a guy who knows a few things about resurrections, Father David Mowry, Chaplain of the Movies by Minute community.
Father David Mowry
In the eighty-ninth minute of Kenneth Branagh’s 2011 film Thor
• It’s a big minute!
• Mjølnir rips across the sky like a missile. It even breaks the sound barrier as we see the sonic boom.
• So is this why Erik runs to pull Jane away? Does he – and perhaps everyone else – think that SHIELD launched a missile on the town to destroy the Destroyer? It sure looks that way.
• It’s powerful to see how Thor’s arm and hand react to the approaching Mjølnir, reaching up to grab it even though his body remains lifeless on the ground.
• It’s also cool to see the lightning strike, essentially acting as a defibrillator for Thor, bringing him back to life. The shot of his face certainly looks like that’s what’s happening.
• Does Loki sense Thor’s return or does the Destroyer? Why does Loki turn back right then?
• Not only is is cool seeing the silhouette of Thor standing, hammer raised, in the lightning, but it says a lot that his back is to the Destroyer.
• The symmetry between Loki backhanding Thor with the Destroyer then Thor backhanding the Destroyer with Mjølnir works well for us.
• Everyone’s reactions are priceless, but it’s hard to not see that Sif clearly was expecting this all along. Jaimie Alexander’s reaction here plays so well.
• Erik clearly is coming to terms with his childhood myths actually being real.
• But Jane’s “Oh… my… god…” reaction is the one we really talk about because, well, it’s cheeky and works.
• Father David Mowry has more Christ and the Cape to discuss in this minute too!
It’s a powerful minute as Thor returns in full garb as the god of thunder, and Father David’s got a lot to say. Tune in!
Join the conversation with movie lovers from around the world on The Next Reel’s Discord channel!
Film Sundries
The Hammer Falls.
Matthew Fox and Andy Nelson are on an in-depth, minute-by-minute exploration of the Marvel Cinematic Universe. This season, our superhero also happens to be a god.
Matthew Fox
(They/Them)
Andy Nelson
(He/Him)
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Hamish Nicklin on his time at The Guardian, its fossil fuel ad stance and moving to Dentsu
The Guardian has seen some significant changes to its leadership team of late, not least the changing of the guard at the top with David Pemsel’s less than eloquent departure as chief executive officer (CEO), to be succeeded by Annette Thomas in March.
However, with all the fuss around The Guardian breaking even for the first time in living memory, as well as the tabloid front page-making story of Pemsel’s decision not to take on the role of leading the Premier League, there is perhaps one member of that leadership team has arguably been forgotten… until he himself is set to make a move elsewhere, perhaps surprisingly.
Hamish Nicklin has served as the chief revenue officer (CRO) for the publisher since his move in 2016 from AOL and has been instrumental alongside Pemsel and editor-in-chief Kath Viner of driving the sea of change that has improved the financial performance of the publisher which just years before was burning through millions of pounds. He is set to join Dentsu Aegis UK and Ireland to lead the media side of the business as executive director, reporting to Euan Jarvie, its CEO and Peter Huijboom, global CEO of Dentsu Media and Global Clients.
Nicklin is an ever-friendly figure, usually smiling and always positive about what lies ahead of him, even in the greatest of challenges. He described the role at The Guardian as “his dream job” which makes it perhaps all the more surprising that he has chosen to move on within four years, although he later explains that his urge to join a media agency is to be a part of the creativity and “buzz” that they can generate when everything is “put together correctly.”
Of his time at The Guardian, he is clearly proud of the achievements he has played a leading role within.
“The whole goal of what I was trying to do for those four years as CRO was to help the rest of The Guardian reach that goal with breaking even. So we were burning through almost a hundred million quid’s worth of cash in 2015/16. And the goal was to help The Guardian break even and to become sustainable. We reached that last year and when that happens, and you’re working so hard to focus on that one thing and then it’s over, you take a breath and you go; 'Right, that was amazing. That was brilliant. A lot of fun.' Lots of challenge, you know, and the options are to go again with The Guardian, which was definitely one option to carry forward to the future.”
However, Nicklin, who has previously worked at Google as well as Morgan Stanley, was considering agency life, one sector of marketing he has never yet worked within when the phone rang one day presenting an opportunity.
“It's something that I've always been interested in… and one day I got a call and thought ‘well it looks like the universe has spoken. Let's just follow this and see what happens and where it takes me.' And that's where we ended up.”
Looking back on the achievement of leading The Guardian to break even, Nicklin admits “it wasn’t easy” but he does believe there was an appreciation externally around that.
“We [The Guardian] have still got huge opportunities ahead of us because of what we started with the transformation of the business, but also with the development of the reader revenues, which was something quite unique and transformational.”
Nicklin has yet to agree his start date with his new employers, and so is still in working with the publisher for the foreseeable future, and had a major say in another development in recent days; The Guardian’s decision to no longer accept advertising spend from fossil fuel companies, which ties closely back to its environmental ethos.
“The reality is, it's something that we've been talking about for a while,” he explains. “When you consider our editorial stance on the climate crisis, the fact that last year we changed the way that we talk about the climate meant a heavier emphasis on what we really believe is happening and the fact that it is a crisis; we've run whole investigations into fossil fuel companies and some of the practices that they have been undergoing.”
He reveals that the decision was made following the Christmas break to impose the ban. “We just saw how the debate had changed in the public and knowing that with the way that our editorial coverage changed on the subject, Anna [Bateson, interim CEO] and I got together and decided that this really does feel the right thing to do. So, we talked to Katherine and the editorial teams who were fully supportive of it and said that this is the right thing to do for our brand. Given what I just said about our purpose and our values, it just seems to align entirely with that. I'm really proud of the decision that we made.”
He refuses to talk numbers when asked about the real impact the self-imposed ad ban will have on the revenue, but he is adamant that there will be a cost but that he is confident having monitored the reaction from readers that the shortfall will be made up by them in support.
“In the long term, it's the right thing to do both for us, the world and our readers. I don't know whether it's going to make an impact on us, but we make it a different decision. We didn't do it because of the money, we did it because it’s the right thing to do.
Since the announcement, The Drum has heard that other major media titles are also considering a similar tact which Nicklin hopes will see transpire.
“We are in a climate crisis and some of the ways that those fossil fuel extraction companies specifically have been using advertising to promote their green credentials while at the same time spending billions on extracting fossil fuels and potentially denying climate change, all things which our journalists have reported on... It does seem to actually, is this the right thing to do given the climate crisis is undeniable? And I do genuinely hope ours follow suit, whether they feel that they want to take such a public stance is entirely of course up to them. But I hope they do.”
Nicklin is also coy about the involvement on incoming chief executive Annette Thomas, although he does admit she was involved in ‘conversations’ but that this decision was taken because “it was the right thing to do.”
Finally, on his new role and why he is excited to join Dentsu, he explains the acquisitions of different businesses within the media division, which includes Carat, Amplifi, and IProspect, he believes offers “a really powerful story to talk to clients about.”
He continues to outline the vision: “Part of the leadership team’s job is to “ensure that we can make that collaboration happen and bring all those different businesses together to clients to solve their problems. So that's one part of it and obviously the other part is being responsible for the media line of business… and making sure that they can grow and adapt to the new changes that are going on in the media space.”
As with any change in role, it would appear Nicklin has chosen to move on while at the top but he is also clearly someone who wants to experience as many different challenges as he can through out his career, and so another one awaits within Dentsu.
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WhatsApp Image 2022-01-03 at 19.00.59
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Comments on: Do I or do I not?… TX http://theoasisofmysoul.com/do-i-or-do-i-not-tx/ Life Under the Stars. Wed, 23 Sep 2009 14:24:40 +0000 hourly 1 https://wordpress.org/?v=5.8.4 By: Mark (Law Dawg) http://theoasisofmysoul.com/do-i-or-do-i-not-tx/comment-page-1/#comment-40276 Wed, 23 Sep 2009 14:24:40 +0000 http://theoasisofmysoul.com/?p=9654#comment-40276 You will, as always, go with your heart Ara but…you knew there would be a butt in this didn’t you? The lady has the right to decide how much (if any) publicity she wants and you would not violate that I know. There is much to be said for a touch of mystery in the affairs of our hearts and she is a mysterious figure right now. Might be just the ticket…;-)
]]>
By: Louise http://theoasisofmysoul.com/do-i-or-do-i-not-tx/comment-page-1/#comment-40245 Wed, 23 Sep 2009 02:30:21 +0000 http://theoasisofmysoul.com/?p=9654#comment-40245 Yes, I think it would be difficult to hide from your readers that you have a new traveling companion 🙂 I am happy for you that you are embarking on this new phase. We, your loyal readers, of course understand that you will not share EVERYTHING with us, that what goes on between any two people at any stage of friendship has the right to be private.
I hope you will share your overall moods and thoughts. The specifics are yours to treasure and keep!
]]>
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1. hi,
i need for my stores shared shopping cart and user account.
can you help with some contributions?
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1. THANK YOU SNOWJAPAN for the free lift ticket!!! Here is my review of Myokokogen's suginohara from the perspective of a lower intermediate level boarder on a wednesday. Finding the place was quite easy as the toll booth attendant from the highway gave us a map and told us how to get there. The parking for this place is convenient, better than a lot of other places since there is really only one massive lot. Of course, it was a weekday so it was at about 5% capacity, a MAJOR plus. Myoko in general doesn't get nearly as many foreigners as Hakuba so there seemed to be more exci
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Click to buy from the iTunes Store or Amazon Store or CDBABY Store
In Zimbabwe please go to the following shops: Innov8 Bookshop x2 in George Silundika avenue // Avondale Bookshop, Avondale shopping centre // Innov8 bookshop, Rezende street // Innov8 Arundel // Innov8 Kamfinsa // Insignia bookshop, Joina // Village Rock @ Sem Levy's Village and @ Innov8 Bulawayo
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Updated: Feb 10, 2019
"Wolves"
1. Annotate the word choices and portions of the text that contribute to people's impression of wolves.
2. Annotate the word choices and portions of the passage that communicate how the author feels about wolves.
3. Highlight the part of the passage that most closely communicates the author's central idea. In the margin, re-write the author's main idea in your own words.
"Amy Tan"
1. In the margin, write a statement that summarizes how the author feels about Amy Tan. Draw arrows to the parts of the text that support your response.
2. In the margin, write a statement that summarizes how the author feels about Amy Tan's novels. Draw arrows to the parts of the text that support your response.
Updated: Feb 10, 2019
“Earthquake Damage”
1. Highlight and summarize significant details.
“Leading Women”
1. Chunk the text.
2. Highlight Golda Meir’s comment to the King of Jordan in the third paragraph. In the margin, explain her tone and summarize what you think she meant be her comment.
3. Highlight and annotate diction and details which support how the author feels about Golda Meir.
4. Highlight significant information detailing Golda Meir and Aung San Suu Kyi. Choose three most important details for each woman and record the three details in the margin.
5. After analyzing and synthesizing your annotations, compose a sentence which states the author’s central idea.
Updated: Feb 10, 2019
"Charles Dickens"
1. Annotate the word choices and portions of the passage that communicate how the author feels about Charles Dickens.
2. Highlight the act of “listening to the rats” mentioned in the fourth paragraph. In the margin, explain the image created and summarize why this is important to the passage.
Will's Journal
1. Annotate components of tone. After each entry, briefly summarize the entry and use a tone word to capture how Will feels. Then examine tone consistencies/changes. Compose a statement which identifies a connection among the tones.
2. At the bottom of the passage, compose a sentence which explains how Will feels about saving energy. Annotate portions of the text that specifically support your statement. Connect these portions to the statement by drawing arrows from the evidence to the statement.
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🦋Tap🦋
QOTD-What are your favourite emojis??
AOTD-🌼🦋🌸✨🌵🌹🌞☁️
COMMENT YOURS BELOW
SUGARFL0WER
🦋Tap🦋 QOTD-What are your favourite emojis?? AOTD-🌼🦋🌸✨🌵🌹🌞☁️ COMMENT YOURS BELOW
82 1
beautiful
this is really pretty!
wow this is beautiful! aotd: ✨🌺💓😜🧐🤨🤯🤭🤗🤫👌🏻🤞🏻🤦♀️💃🙈🙉🙊🐒🐬🍕
i have a lot😂
oh and this one-😂 (😅)
AOTD:😂✨🌹💕🎉🤦🏼♀️😁😍🌻
AOTD: 😂♥️👌😜😆😋😱🤷♀️🤦♀️👍
please join my contest through the end of the month! sorry for self advertising I know some people hate it, I just want to let people know I’m having a contest! 💖😄
stand by me 100000%
😜
Amazing!!💛
AOTD: I know they’re really random but 😂😎🏳️🌈💕🧙🏻♀️🥔🤩🏴😁🧙🏻♀️🧙🏻♂️❤️🤦🏻♀️🦄😊⚡️🐩⚠️🇵🇭🐾🤪😀🌶👍🏼
okay 👌 den bro humans are crazy 😜 😂
miss u too 💗💗💗
its been wayyy to long !!
hey I have a main @fairylights__ I would absolutely LOVE to collab with you! it’s ok if you don’t want to....
🥳 is mine
UR ACCOUNT IS SOOO BEAUTIFUL
thanks for the follow and this is amazing. I’m so glad your back
this is so creative and wonderful
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MC2DummyParticle.cpp 4.37 KB
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#include "Gaudi/Algorithm.h"
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#include "GaudiAlg/GaudiTool.h"
#include "GaudiAlg/Producer.h"
#include "GaudiAlg/Transformer.h"
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#include "GaudiKernel/RndmGenerators.h"
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#include <algorithm>
#include <cmath>
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#include "JugBase/DataHandle.h"
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#include "JugBase/UniqueID.h"
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// Event Model related classes
#include "dd4pod/Geant4ParticleCollection.h"
#include "eicd/ReconstructedParticleCollection.h"
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#include "eicd/ReconstructedParticleRelationsCollection.h"
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namespace Jug::Base {
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class MC2DummyParticle : public GaudiAlgorithm, AlgorithmIDMixin<int32_t> {
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public:
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DataHandle<dd4pod::Geant4ParticleCollection> m_inputHitCollection{"mcparticles", Gaudi::DataHandle::Reader, this};
DataHandle<eic::ReconstructedParticleCollection> m_outputHitCollection{"DummyReconstructedParticles",
Gaudi::DataHandle::Writer, this};
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DataHandle<eic::ReconstructedParticleRelationsCollection>
m_outputRelCollection{"DummyReconstructedParticleRelations", Gaudi::DataHandle::Writer, this};
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Rndm::Numbers m_gaussDist;
Gaudi::Property<double> m_smearing{this, "smearing", 0.01 /* 1 percent*/};
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const int32_t kMonteCarloSource{uniqueID<int32_t>("mcparticles")};
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MC2DummyParticle(const std::string& name, ISvcLocator* svcLoc)
: GaudiAlgorithm(name, svcLoc)
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, AlgorithmIDMixin(name, info())
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{
declareProperty("inputCollection", m_inputHitCollection, "mcparticles");
declareProperty("outputCollection", m_outputHitCollection, "DummyReconstructedParticles");
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declareProperty("outputRelations", m_outputRelCollection, "DummyReconstructedParticles");
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}
StatusCode initialize() override
{
if (GaudiAlgorithm::initialize().isFailure())
return StatusCode::FAILURE;
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IRndmGenSvc* randSvc = svc<IRndmGenSvc>("RndmGenSvc", true);
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StatusCode sc = m_gaussDist.initialize(randSvc, Rndm::Gauss(1.0, m_smearing.value()));
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if (!sc.isSuccess()) {
return StatusCode::FAILURE;
}
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return StatusCode::SUCCESS;
}
StatusCode execute() override
{
// input collection
const dd4pod::Geant4ParticleCollection* parts = m_inputHitCollection.get();
// output collection
auto out_parts = m_outputHitCollection.createAndPut();
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auto relations = m_outputRelCollection.createAndPut();
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int ID = 0;
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for (const auto& p : *parts) {
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if (p.genStatus() != 1) {
continue;
}
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// for now just use total momentum smearing as this is the largest effect,
// ideally we should also smear the angles but this should be good enough
// for now.
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const double pgen = p.ps().mag();
const float momentum = pgen * m_gaussDist();
const float energy = p.energy();
const float px = p.ps().x * momentum / pgen;
const float py = p.ps().y * momentum / pgen;
const float pz = p.ps().z * momentum / pgen;
// @TODO: vertex smearing
const float vx = p.vs().x;
const float vy = p.vs().y;
const float vz = p.vs().z;
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eic::VectorXYZ psmear{px, py, pz};
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eic::ReconstructedParticle rec_part{
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{ID++, algorithmID()}, // Unique index
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psmear, // 3-momentum [GeV]
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{vx, vy, vz}, // Vertex [mm]
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static_cast<float>(p.time()), // time [ns]
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p.pdgID(), // PDG type
static_cast<int16_t>(p.status()), // Status
static_cast<int16_t>(p.charge()), // Charge
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1., // particle weight
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{psmear.theta(), psmear.phi()}, // direction
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momentum, // 3-momentum magnitude [GeV]
energy, // energy [GeV]
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static_cast<float>(p.mass())}; // mass [GeV]
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out_parts->push_back(rec_part);
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eic::ReconstructedParticleRelations rel;
rel.mcID({p.ID(), kMonteCarloSource});
relations->push_back(rel);
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}
return StatusCode::SUCCESS;
}
};
DECLARE_COMPONENT(MC2DummyParticle)
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} // namespace Jug::Base
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SkipToMainContent
Norton UK Blog
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How to avoid Ad Spam
by Norton-Team
There was a time when Spam was just processed meat in can. Like it or love it was something you put on your dinner plate. Today, however, it’s come to mean something totally different—and its meaning seems to be changing all the time, as spam tactics and cyber threats get more sophisticated.
What Is Spam?
Is it advertising, or just junk mail that ended up in your Inbox? Ad spam is generally something you wish you hadn’t encountered while online. This can include junk mail containing unsolicited products or services, pop-up advertisements whizzing across the screen, or even unfamiliar text messages sent to your smartphone.
Why Protect Yourself
Aside from being annoying, spam is also used by cyber criminals to harm hundreds of thousands of people each year. These scams can exist in the form of emails claiming to be from trusted financial institution, e-commerce sites, or government agencies. They can also appear as pop-ups delivering unbelievable savings or discounts. Ad scams have also been known to target social media sites and networks. Next time you see that unbelievable offer in your email box, think is it too good to be true?
How to Stay Safe from it
There are several ways you can protect yourself from ad spam.
• Always read the subject line of every email carefully before opening it. Often spam will appear in all caps, offering services or products you did not request or unrelated to your interests altogether. Flag these messages as spam and remove them from your inbox.
• Never send financial information like credit card numbers or your personal data via email. Ad spam that asks for personal information in an email or pop-up window is not secure.
• Often emails or pop-up windows will provide clickable links which take you to a familiar website. These sites can actually be illusions of the real thing. Look for an SSL Certificate, padlock icon to the left of the URL, or green highlight in the URL bar to indicate the security level of the site. If you do not see any of these items, leave the site immediately and report the scam to the appropriate company.
• If you’re still unsure, look carefully at the website URL. Is it spelled correctly? Sometimes a cyber-criminal will use a slight variation on the website URL. If you notice something off about the URL, don’t hesitate to report it.
• Spam can also attack your computer and cause it to go haywire. To avoid getting a virus (also called malware), make sure you’re up to date on your operating system, update the web browser, and install anti-virus software.
• Software like Norton AntiVirus monitors the programs and files in your computer by using a type of virus dictionary to check for misbehavior. If something starts acting funny, the software will let you know that a threat has been detected and give you options on how to proceed. Installing anti-virus software is the best line of defense against ad spam.
Have you been a Victim?
If you think you’ve been a victim of identity theft, a cyber-attack, or online scam due to spam, you must alert the network administrators and any company associated with the ad spam.
If financial accounts were compromised, you should take the appropriate action to close the accounts. To be safe, watch carefully for unauthorized or irregular charges on your monthly statement.
Depending on the size and scope of the problem, reporting it to your local authorities may also be advisable, especially if the spam was geographically specific to you area.
Ad spam is more than annoying: it’s also dangerous. Don’t let this nuisance get the best of you. Follow these tips, and you’ll be a few steps ahead.
This entry was posted on Fri Dec 30, 2016 filed under how to guides , online safety and online security
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304 3732 Mt Seymour Parkway, North Vancouver, BC
• 1 beds
• 1 baths
• 667 sqft
• 2010 built
• R2687303
$715,000
• #########
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######### ######### ######### ######### ######### ######### ######### ######### ######### ######### ######### ######### ######### ######### ######### ######### #########
Secondary Information
General Info
Status
Active
Sub-Area
Indian River
Area
North Vancouver
City
North Vancouver
Province
BC
Taxes
$1,466 / 2021
Property Type
Apartment Unit
Maintenance Fees
$396
Home Style
Inside Unit
Additional Info
Amenities
Elevator
In Suite Laundry
Storage
Wheelchair Access
Features Included
Clothes Dryer
Clothes Washer
Dishwasher
Drapes/Window Coverings
Fireplace Insert
Garage Door Opener
Refrigerator
Smoke Alarm
Sprinkler - Fire
Stove
SIZE: 667 sqft TAXES (2021): $1,466
MLS®: R2687303 MNT.FE: $396
TYPE: Apartment Unit $/Sq.Ft: 1072
SUBAREA: Indian River
Description
Tastefully renovated 1 bedroom & den featuring; newly installed quality appliances, full size kitchen with ample counter space, large master bedroom, rebuilt bathroom to accommodate walk-in shower, a cozy gas fireplace in the living-dining area with direct access to your private covered balcony. Beside the natural beauty surroundings at Nature’s Cove, you will also enjoy the comfort & convenience of this hidden gem; you are only a few steps to all your needs. Shops and services at Parkgate Village, Library & Community Centre, Golf at Mt Seymour Golf Country Club, a brisk 2k walk to Deep Cove Village and a 7k ride to ski or hike at Mt Seymour. Make this gorgeous apartment your home! 2 parking stalls 1 large storage space included. Rentals & pets are also welcome here.
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Purchase Price $715,000
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Listing Courtesy of RE/MAX Crest Realty
Disclaimer: The data relating to real estate on this web site comes in part from the MLS Reciprocity program of the Real Estate Board of Greater Vancouver or the Fraser Valley Real Estate Board. Real estate listings held by participating real estate firms are marked with the MLS Reciprocity logo and detailed information about the listing includes the name of the listing agent. This representation is based in whole or part on data generated by the Real Estate Board of Greater Vancouver or the Fraser Valley Real Estate Board which assumes no responsibility for its accuracy. The materials contained on this page may not be reproduced without the express written consent of the Real Estate Board of Greater Vancouver or the Fraser Valley Real Estate Board.
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4 Strategies In Building Trust Often Overlooked
Have you ever had a new leader placed above you that you didn’t trust? Do you currently not trust your direct leader? Or maybe you don’t trust a friend near you? There are all sorts of relationships we interact with daily, some we trust and others we don’t. And there are good reasons why we don’t.
I routinely get the pleasure of working with people in organizations that are new leaders and new to the organization, or newly advanced leaders in organizations they have been a part of. So often, these people walk into situations that have been “done wrong” and there is often a “clean up” or “resetting of the clock” involved. I routinely get the pleasure of working in organizations where no one trusts the leader that has been there for quite some time, which is terrible and devastating to the success of the organization, and consequently, a very unhealthy place to work.
Can any of you identify with these situations or people? Maybe, you are reading this and have a great opportunity to learn from this post, as you are the person they don’t trust. Which is ok! Give yourself some grace and learn from this! The following are the key points to building trust we often overlook or don’t do.
1. You must trust others! If you are unwilling to take the risk to trust others, then others will be unwilling to take the risk to trust you. Oftentimes a leader gets placed in a position in which they need to trust. They can’t because in previous roles they couldn’t trust their leader given the untrusting behavior of that leader. Take the risk to show your people you trust them. Take the risk to help them be successful at what you are asking them to do. If you don’t take that risk, they will “feel” that you don’t trust them, and won’t perform at their optimal level. A leader must inspire trust, be worthy of trust, and must trust their people. As leaders our first big mistake is acting like our people must work so that we can trust them, but our greatest opportunity is to flip that paradigm and show them we trust them from the start. Trust that they will screw it up, and we will be there to help them when they do! You have to trust your people, your family from day one to earn their trust in return!
2. Build safe, reciprocal vulnerability. We must have a safe environment where people feel safe to be vulnerable and safe to express themselves. People need to feel safe to raise their hand and admit mistakes were made. We must be able to admit our shortfalls in performance, admit our mistakes, feel safe to ask for help, and take responsibility for our behavior. When we don’t feel like we are on a trusting team, we do not feel we can express any kind of vulnerability and we feel forced to lie, hide mistakes, and be fake to compensate. We act like we know what we are doing even though we don’t. We would never admit we need help for fear of humiliation, reprisal, or finding ourselves on the “firing line”. We must teach our people to be vulnerable to one another for real, meaningful, deep and abiding trust to occur. We must build trust by building safe reciproca, vulnerability and honesty. It starts with the leader admitting when we are wrong or when we screw up!
3. Build human connection. We must create a human connection by being real and authentic. Be genuinely interested in your people’s life and work. Be accessible to them. In this process, we must not just “listen” to our people, but we must “hear” what they are saying. So often we may listen, but we aren’t truly “hearing” them in what they are truly trying to tell us. If someone feels like we aren’t listening and hearing them, trust can be degraded. Building human connection occurs when we allow others to make decisions, when we allow others to express doubt, when we seek feedback and act on it. Building human connection isn’t about just asking about their family, it’s about showing up when their family needs you! The closer the connection and the relationship, the more trust is transferred or given. As you “show up”, they will know you have their back and know you will protect them. If you want someone to trust you, if you want to win them to your cause, you must first convince them that you are their sincere friend. People need to know they are relevant, valued, their work matters, and that you know them.
4. Worry less about performance and worry more about building trust and a healthy organization.
If someone you are trying to influence doesn’t trust you, you’re not going to get very far. In fact, you might even elicit suspicion because you come across as manipulative. Often, as go getters, we push hard to produce high performing teams before we have taken the time to build core foundational trust. We assume trust has already been transferred and we don’t see ourselves as unworthy of that trust. But, we haven’t done the foundational work, to lay down the bricks building trust. As a result, when someone questions our trust our ego blows up and we don’t allow ourselves time to “listen and hear” what someone may be trying to tell us. Many times, “smart” people, intellectuals, business leaders, academics, and governmental folks get this soooooooooo wrong. It tends to be “black and white” to them. It tends to be believed that trust already exists when there is none. It tends to be thought that business is all professional and not personal on any level. That doesn’t work. People must be able to express themselves. People can’t turn off emotions. We cannot deny the connection between feelings and performance. Leaders must understand that feelings are at the heart of trusting teams. Trusting teams are the healthiest and highest performing teams.
Trust advances business and organizations much greater than any skill set. So often in business or personal relationships, trust doesn’t emerge because people have a sense that we are driven by our own personal gain rather than being driven by their gain or the organizations gain.
Most all people and most all leaders forfeit trust in little ways over time that then play out in big ways. The big challenge is, when we forfeit trust through our actions and behaviors over time, it’s like a balloon, not a bank account. With bank accounts we make deposits and make withdrawals daily, which we do the same with trust. The trouble with trust is when it gets broken, it pops and is broken forever or a very long time without extremely intentional, vulnerable work to repair that broken trust.
As Amy Cuddy says, “A warm, trustworthy person who is also strong and elicits admiration, but only after you’ve established trust does your strength become a gift rather than a threat.”
“A warm, trustworthy person who is also strong and elicits admiration, but only after you’ve established trust does your strength become a gift rather than a threat.”
Everything is built on trust. Organizations move at the speed of trust. I have had people on different teams that no one trusted, and it handicaps an organization. I have coached, consulted, or partnered in organizations where some leaders don’t elicit trust given their behavior. It can be not only a handicap, but can also be lethal to the organization. These things are very unhealthy. When things are unhealthy, people leave those organizations or relationships. To have people leave an organization or relationship is never our initial goal! Build trust! It’s one of your greatest opportunities that we often overlook!
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Old Nation Brewing Pret: Wit Is Happening
Wrevity is the soul of Brett
If you’re in any form of beer media you always get the Hackiest question ever, every year, until forever: what’s the next big beer style?
We see two sharp seemingly divergent trends, low abv bottom fermented crushers and gristy funky juice. But what if. Now hold onto your fukn orange slices, we merged them. What if we tread in the top fermenting desert for 40 years of SKUs and nothing came of the conflict. No theological fermentation insights, just blistered feet returning to the first GW administration beleaguered and spent.
Maybe witbiers are back. Ah yes that shocktoppy grist, the original hazy slurry. This style is the ultimate whipping boy. Everyone points and laughs and it’s the punchline equivalent of people who dunk on imagine dragons, truly the lowest of effort. But witbier itself deserves cold contemplation as the ska/guy fieri/ICP fall guy of all beer.
With @radiantbeerco and @oldnationbrewing both putting stellar versions of this style into the market I want you to examine what pushed you away from witbier. Maybe your heel turn had less to do with the style and your own sense of development pivoting from the past in that delusion of ontology, like someone who folds their arms to System of a Down like the music was the problem and not your own latent insecurities.
This beer is so tasty. Valencia zest, burrata water, graham cracker, fancy jasmine water at an overpriced barre gym. Relatable. The frothy sustain is all the things people fetishize about London ale III but not $22 a four pack, and no experimental hops.
Leave your Hoegaarden notions in the past and return to twin pines mall Marty, we have clovey Libyans to fight.
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World > Europe > Croatia
Zemunik, Croatia 14 Day Weather
Feedback E-mail the Weather
Latest News
Current Conditions
Settings
Partly cloudy, 0002 sunny intervals
Partly Cloudy
72°F
Updated: 9:35 am
Feels Like: 76°F
Humidity: 62%
Wind: ENE 9 mph
Barometer: 29.83 in
Visibility: 6 mi
Partly cloudy, 0002 sunny intervals
Partly Cloudy
22°C
Updated: 9:35 am
Feels Like: 25°C
Humidity: 62%
Wind: ENE 14 km/h
Barometer: 1010 mb
Visibility: 10 km
Zemunik Weather Forecast
Note: Our 7 day Zemunik weather forecast is our most reliable, and specific forecast. This model should only be used as a probable scenario. Forecasting more than 7 days ahead is challenging.
Zemunik, Weather Forecast Dated: 935 AM Sat May 28 2022 (Zemunik Time)
Sat
Patchy rain possible, 0009 light rain showers
Lo: 16°C60°F
Hi: 24°C76°F
Patchy rain possible Saturday, temperatures as high as 24°C76°F, low temperature around 16°C60°F, chance of rain 88%, wind out of the ENE 36 km/h22 mph. Barometric pressure 1009 mb29.8 in, visibility 10 km6 mi, humidity 64%.
Sun
Patchy rain possible, 0009 light rain showers
Lo: 15°C58°F
Hi: 22°C72°F
Patchy rain possible Sunday, temperatures as high as 22°C72°F, low temperature around 15°C58°F, chance of rain 81%, wind out of the NE 31 km/h19 mph. Barometric pressure 1005 mb29.68 in, visibility 10 km6 mi, humidity 67%.
Mon
Moderate rain, 0018 cloudy with heavy rain
Lo: 17°C62°F
Hi: 21°C69°F
Moderate rain Monday, temperatures as high as 21°C69°F, low temperature around 17°C62°F, chance of rain 85%, wind out of the SE 15 km/h9 mph. Barometric pressure 1012 mb29.88 in, visibility 10 km6 mi, humidity 78%.
Tue
Patchy rain possible, 0009 light rain showers
Lo: 18°C64°F
Hi: 24°C76°F
Patchy rain possible Tuesday, temperatures as high as 24°C76°F, low temperature around 18°C64°F, chance of rain 88%, wind out of the S 13 km/h8 mph. Barometric pressure 1017 mb30.03 in, visibility 10 km6 mi, humidity 75%.
Wed
Sunny, 0001 sunny
Lo: 20°C67°F
Hi: 26°C78°F
Sunny Wednesday, temperatures as high as 26°C78°F, low temperature around 20°C67°F, wind out of the S 9 km/h6 mph. Barometric pressure 1018 mb30.06 in, visibility 10 km6 mi, humidity 65%, uv index 9.
Thu
Sunny, 0001 sunny
Lo: 21°C70°F
Hi: 29°C84°F
Sunny Thursday, temperatures as high as 29°C84°F, low temperature around 21°C70°F, wind out of the S 11 km/h7 mph. Barometric pressure 1018 mb30.06 in, visibility 10 km6 mi, humidity 59%, uv index 6.
Fri
Sunny, 0001 sunny
Lo: 22°C71°F
Hi: 29°C84°F
Sunny Friday, temperatures as high as 29°C84°F, low temperature around 22°C71°F, wind out of the SSE 11 km/h7 mph. Barometric pressure 1016 mb30 in, visibility 10 km6 mi, humidity 60%, uv index 6.
Sat
Partly cloudy, 0002 sunny intervals
Lo: 23°C73°F
Hi: 28°C82°F
Partly cloudy Saturday, temperatures as high as 28°C82°F, low temperature around 23°C73°F, wind out of the ESE 18 km/h11 mph. Barometric pressure 1013 mb29.91 in, visibility 10 km6 mi, humidity 61%, uv index 7.
Sun
Sunny, 0001 sunny
Lo: 22°C72°F
Hi: 29°C83°F
Sunny Sunday, temperatures as high as 29°C83°F, low temperature around 22°C72°F, wind out of the S 22 km/h13 mph. Barometric pressure 1011 mb29.85 in, visibility 10 km6 mi, humidity 61%, uv index 6.
Mon
Sunny, 0001 sunny
Lo: 23°C73°F
Hi: 30°C85°F
Sunny Monday, temperatures as high as 30°C85°F, low temperature around 23°C73°F, wind out of the SE 32 km/h20 mph. Barometric pressure 1011 mb29.85 in, visibility 10 km6 mi, humidity 59%, uv index 7.
Tue
Sunny, 0001 sunny
Lo: 22°C71°F
Hi: 29°C85°F
Sunny Tuesday, temperatures as high as 29°C85°F, low temperature around 22°C71°F, wind out of the WSW 30 km/h19 mph. Barometric pressure 1010 mb29.83 in, visibility 10 km6 mi, humidity 64%, uv index 6.
Wed
Patchy rain possible, 0009 light rain showers
Lo: 20°C68°F
Hi: 29°C84°F
Patchy rain possible Wednesday, temperatures as high as 29°C84°F, low temperature around 20°C68°F, chance of rain 63%, wind out of the ESE 30 km/h19 mph. Barometric pressure 1011 mb29.85 in, visibility 10 km6 mi, humidity 58%.
Thu
Sunny, 0001 sunny
Lo: 15°C60°F
Hi: 26°C80°F
Sunny Thursday, temperatures as high as 26°C80°F, low temperature around 15°C60°F, wind out of the S 30 km/h19 mph. Barometric pressure 1014 mb29.94 in, visibility 10 km6 mi, humidity 54%, uv index 6.
Fri
Patchy rain possible, 0009 light rain showers
Lo: 17°C62°F
Hi: 22°C71°F
Patchy rain possible Friday, temperatures as high as 22°C71°F, low temperature around 17°C62°F, chance of rain 85%, wind out of the NE 23 km/h14 mph. Barometric pressure 1014 mb29.94 in, visibility 10 km6 mi, humidity 52%.
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| 0.757154 |
Become a MacRumors Supporter for $25/year with no ads, private forums, and more!
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The San Jose city council has approved a development agreement for Apple that will give the company fifteen years to build "a maximum of 4.15 million square feet of space" within an 86 acre piece of land in north San Jose (via Silicon Valley Business Journal). Apple is still ironing out plans on exactly what it wants to do with the massive site, according to Kristina Raspe, senior director of real estate and development for the company.
appleofficespacesanjose.jpg
"The opportunity to purchase this site came very quickly to Apple," Raspe said, in response to a question from councilman Donald Rocha about the site's ultimate use. "It was something we jumped on without a firm plan. We're still studying the site to determine the best use for us. At this point, it looks like it will be office and R&D."
As Raspe pointed out, the San Jose campus will most likely be the focus of a headquarters for R&D and more company offices. Before today's agreement, the 4.15 million square feet of space was slowly purchased or leased by Apple over the past year. This week's development approval by the San Jose city council groups all of the company's previous acquisitions into one large project for the company to move forward with.
San Jose mayor Sam Liccardo called the agreement "a long time coming" during the council meeting, given Apple's long-awaited entry into the Silicon Valley city. As pointed out by the Silicon Valley Business Journal, if solely built up as office space the new campus could house 16,000 employees for the company. When completed, it will be larger than the existing Infinite Loop campus, as well as the "Campus 2" location currently under construction in Cupertino.
Article Link: Apple Gets Development Approval for 4.15 Million Square Foot Campus in San Jose
Junior117
macrumors 6502
Apr 9, 2015
285
362
Toronto, Canada
Could someone explain why they're leasing part of the land and not outright buying the entire thing? Wouldn't it just be safer to buy it outright? I assume they'd have to follow the rules of whoever's the landlord in there if they're leasing it.
C DM
macrumors Sandy Bridge
Oct 17, 2011
51,388
19,453
Could someone explain why they're leasing part of the land and not outright buying the entire thing? Wouldn't it just be safer to buy it outright? I assume they'd have to follow the rules of whoever's the landlord in there if they're leasing it.
Perhaps the current owner is not willing to sell?
thewitt
macrumors 68020
Sep 13, 2011
2,102
1,523
Apple will not build a windowless factory. They hold their suppliers to tremendously high HR standards, and that includes a healthy work environment.
derbladerunner
macrumors 6502
Sep 15, 2005
322
78
As others pointed out, this is likely for the car/transportation project. It makes no sense (to me at least) to get such a massive site near an airport otherwise:
• As pointed out by the Silicon Valley Business Journal, if solely built up as office space the new campus could house 16,000 employees for the company. When completed, it will be larger than the existing Infinite Loop campus, as well as the "Campus 2" location currently under construction in Cupertino.
Support locations can be put anywhere, see the recent Apple projects in Texas, land and wages are lower there:
http://9to5mac.com/2015/09/07/austin-texas-campus-photos/
In addition, Apple already has two huge campus locations in Cupertino (they will keep the current one), so why build another one in California?
Car/transportation project it is imho. Not a car plant, but maybe car R&D, test tracks etc. Or car supply logistics for smaller parts (airport nearby).
Last edited:
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559
I have a feeling that cash is being siphoned off via naked short sales.
clat22
macrumors newbie
Jun 5, 2008
18
2
Why all the land-grabbing Apple?
Only a guess...
In a year of record profits, you offset taxes by making strategic purchases in that fiscal year.
I guess that's what companies at their peak do? :D
Time will only tell on peaking. Based off of some of their latest moves in land acquisition, building development, and increased hiring, they are either delusional or have a couple more products up their sleeve and will continue to grow. I am more likely to bet on the latter.
Could someone explain why they're leasing part of the land and not outright buying the entire thing? Wouldn't it just be safer to buy it outright? I assume they'd have to follow the rules of whoever's the landlord in there if they're leasing it.
Again only guesses
1) only a certain part of the land was for sale, so they bought that and had to lease the adjacent
or
2) there may be a property tax threshold that they wanted to stay under. I know of companies that consolidate and then knock down entire buildings in order to avoid city taxes.
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Eventide
As the eventide arrives, the light begins to hide. Don’t worry the mind, bright days come in time. Continue reading Eventide
Going Along
This life takes you down paths with no view of the conclusion, yet you keep going along with unknowns ahead. Sometimes you feel pressure to have an instant resolution, but you must remain patient and keep a cool head. As the positives may need a few more sunsets to provide a solution, and things can … Continue reading Going Along
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Rockville Wrongful Termination Attorney Seeks Fair Resolutions
Knowledgeable Maryland employment lawyer serves workers and businesses
In today’s economy, most workers are at-will employees, meaning that they or their employers can end the relationship at any time for nearly any reason or without providing any justification at all. However, there is an important exception: employers cannot terminate an employee for an illegal reason. If an employer lets a worker go in violation of state or federal law, that’s wrongful termination, and the employee can sue for monetary damages and equitable relief, such as a court order for reinstatement. The Law Office of Christopher J. Smith, LLC in Rockville represents Maryland and Washington, D.C. clients on both sides of the issue. In every case, I seek timely, cost-effective resolutions that uphold my clients’ rights.
What is wrongful termination in Maryland?
There are two types of wrongful termination. The first is a violation of an employee’s rights under state or federal law. These cases allege that an employer fired a worker for an unlawful reason, such as:
• Discrimination — Federal law protects workers from dismissals and other adverse job actions based on certain personal characteristics. Under federal law discrimination based on race, creed, color, ethnicity, nation of origin, gender, pregnancy, disability or age is prohibited. Maryland and Washington D.C. rules add protection for additional groups.
• Harassment — Sexual harassment, such as when a boss pressures an employee into a date, is considered a form of unlawful discrimination. A hostile work environment where workers face severe or pervasive offensive behavior because of their race, religion or other protected trait would also qualify. Where harassment exists, workers often quit, then file suit for constructive termination, alleging the abuse compelled him or her to leave.
• Retaliation — Employees enjoy certain rights in the workplace and cannot be fired for exercising those rights. These might include regular rest breaks, prompt payment of earnings, family and medical leave (whenever eligible) and reasonable accommodations for disability. Retaliation claims can be brought if someone was dismissed because they reported discrimination, acted as a whistleblower, filed a workers compensation claim or participated in labor organizing.
• Violation of public policy — Employees cannot be discouraged from objecting to company practices that are potentially illegal. Since it is in society’s interest to have conscientious employees shining a light on unlawful acts, firing such people amounts to wrongful termination on public policy grounds.
Companies might also be accused of wrongful termination if someone working under a contract believes their dismissal violated their employment agreement. This sometimes applies to executive level employees who have various guarantees based on performance. In other cases, a group of employees might be working under an agreement or company policy that restricts terminations unless certain conditions exist. Firing a worker under these circumstances without clear justification could be viewed as a breach of an actual or implied contract.
Remedies for wrongful termination
An employee who is wrongfully terminated can be eligible for monetary damages, such as lost earnings, as well as compensation if stress over the unlawful treatment led to medical problems. Punitive damages are also available if the employer’s conduct was particularly egregious. The worker can also request injunctive relief, including reinstatement to their previous position. Of course, each case is unique, so the remedies available depend on the facts of the case, which I thoroughly investigate before suggesting a litigation strategy.
Contact a determined Maryland attorney for wrongful termination representation
Serving clients in Maryland and Washington, D.C., The Law Office of Christopher J. Smith, LLC represents businesses and employees in disputes over alleged wrongful termination. Call 301-760-7460 or contact me online to schedule a free consultation. My Rockville office stands ready to represent you in your employment matter.
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Compensation for fired city manager requires he be paid $50,000
On Behalf of | Feb 10, 2016 | Employment Contracts |
Some employment contracts require that the employer pay an employee a severance package before terminating their employment. Those who are dismissed from their jobs need to know what they are entitled to based on employment contracts. On the same token, employers – whether it is a public or private entity – also need to know what the contracts require of them. In some cases, the parties may have a legal disagreement over whether or not the contract should be paid.
A Michigan city manager who was fired from his job will receive $50,000 in severance as part of his employment contract. The man, who was dismissed on January 19, is allowed to receive six months’ pay. He can either continue receiving health coverage for himself and his family or he can take a payout of an equal amount. For its part, the city has hired a legal representative to protect its interests. When he was fired, the manager’s salary was $102,000.
According to his personnel file, his tenure is viewed as a successful one since he was hired in 2011. However, he was said to have had lapses in communication and other problems. He was also accused of being a micromanager and failing to adequately lead. The man was fired by the city’s new mayor as well as three new members of the city’s leadership. The former manager was confronted with allegations of unfair labor practices when he gave raises to non-organized employees and did not give similar raises to the guild staff. This raised allegations that the action was a gesture of punishment to those who unionized.
This case is one that could become contentious based on the circumstances of the termination and that the city is required to make the $50,000 payout. If there is a dispute over the employment agreement, whether or not the city has to pay given the reasons for the termination or the man tries to fight any attempt not to pay him, it could involve litigation in a court of law.
With any situation in which there is a termination, a disagreement over the requirements in an employment contract, compensation and severance, it is important that all parties protect themselves with assistance from an experienced attorney.
Source: mlive.com, “Firing manager will cost Michigan city at least $50K severance,” Nate Reens, Jan. 28, 2016
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vikram era
Epoch of Bharata Age as indicated by Direct Records
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Epoch of Bharata Age as indicated by Direct Records
Mrugendra Vinod- October 17, 2018
We have shown as a preliminary study, these Kali Age of 3762BCE and Yudhishthira Age of 3109BCE can help us resolve all the issues cited ... Read More
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House approves invoice legalizing marijuana | WDVM25 & DCW50
(The Hill) — The House handed laws on Friday to legalize marijuana nationwide and eradicate the longstanding prison penalties for anybody who distributes or possesses it.
Lawmakers handed the invoice largely alongside social gathering strains, 220-204, with three Republicans becoming a member of all however two Democrats in assist.
The measure now goes to the Senate, the place Majority Leader Charles Schumer (D-N.Y.) is working with fellow Democrats to introduce a marijuana legalization invoice as quickly as this spring.
But it’s not clear a invoice to broadly legalize marijuana may clear the required 60 votes to advance within the Senate.
Schumer could not have sufficient assist inside his personal Democratic caucus. At least two Democrats who signify states ravaged by the opioid epidemic, Sens. Joe Manchin (W.Va.) and Jeanne Shaheen (N.H.), have expressed skepticism in regards to the proposal.
So far, 9 Senate Republicans have signed on as cosponsors to Sen. Jeff Merkley’s (D-Ore.) companion invoice within the higher chamber.
House Democrats beforehand handed a invoice to legalize marijuana in December 2020. But that measure didn’t go anyplace within the Senate, which was nonetheless underneath GOP management on the time.
The invoice, titled the Marijuana Opportunity Reinvestment and Expungement (MORE) Act, would clear marijuana-related convictions from individuals’s information and formally take away it from the federal record of managed substances.
The laws would additionally impose a federal tax on marijuana gross sales to fund packages aimed toward serving to communities harmed by the so-called “war on drugs” insurance policies that established harsh punishments for distributing and utilizing medication.
The gross sales tax would begin at 5 %, and regularly enhance to eight % over 5 years.
Proponents argued that it’s previous time for the federal authorities to catch as much as the vast majority of states which have legalized marijuana to a minimum of some extent.
“For far too long, we have treated marijuana as a criminal justice problem instead of as a matter of personal choice and public health,” stated House Judiciary Committee Chairman Jerry Nadler (D-N.Y.), the chief sponsor of the invoice.
“If states are the laboratories of democracy, it is long past time for the federal government to recognize that legalization has been a resounding success and the conflict with federal law has become untenable,” Nadler stated.
Before ultimate passage, the House rejected an modification from Rep. Jamie Raskin (D-Md.) to make clear that folks can’t be denied safety clearances over marijuana use resulting from 12 Democrats becoming a member of all however two Republicans in opposition.
Democrats additional framed the measure as a approach to reverse the disproportionate affect of criminalizing marijuana on racial minorities. Black Americans are practically 4 occasions extra possible than white individuals to be arrested for marijuana possession regardless of each races utilizing the drug at roughly the identical fee, in accordance with the American Civil Liberties Union
“Make no mistake. Yes, it is a racial justice bill,” stated Rep. Barbara Lee (D-Calif.), a Congressional Cannabis Caucus co-chair and member of the Congressional Black Caucus.
Republicans argued that marijuana is sufficient of a mind-altering substance to pose a risk to society.
“Record crime, record inflation, record gas prices, record number of illegal immigrants crossing our southern border, and what are Democrats doing today? Legalizing drugs. Legalizing drugs and using American tax dollars to kick start and prop up the marijuana industry. Wow,” stated Rep. Jim Jordan (Ohio), the highest Republican on the House Judiciary Committee.
At least 37 states, 4 territories and the District of Columbia enable using marijuana for medical use, in accordance with the National Conference on State Legislatures. About half that quantity – 18 states, two territories and the nation’s capital – enable it for non-medical use.
Some Republicans who assist legalizing marijuana opposed House Democrats’ invoice on Friday, arguing there ought to have been a extra bipartisan strategy.
Rep. Nancy Mace (R-S.C.) known as for bringing the laws on the House ground on Friday nearer to her personal marijuana legalization invoice, which might restrict marijuana use to individuals above the age of 21 and set up a decrease gross sales tax that might not rise for ten years.
“I have incentives for states not to sell to kids or market or advertise to kids,” Mace instructed The Hill. “My tax is a lot lower at 3 percent. Theirs is eight after three years, and we all know that you’re going to guarantee illicit markets if you make taxes too high.”
Rep. Dave Joyce (R-Ohio), a Congressional Cannabis Caucus co-chair, wrote in an op-ed for Marijuana Moment, a publication that focuses on marijuana coverage, that he wouldn’t assist the invoice on Friday both.
“To responsibly end prohibition, the federal government must simultaneously issue a regulatory framework that works in conjunction with states’ specifics needs. The MORE Act lacks this critical element or any meaningful and immediate regulatory safeguards at all, leaving individual states to sort out issues typically reserved for federal agencies in the interim,” Joyce wrote.
The House has handed laws a number of occasions previously 12 months to permit legally working marijuana companies to entry banking providers and bank cards, in order that they don’t need to be cash-only. So far, 9 Senate Republicans have signed on as cosponsors to Sen. Jeff Merkley’s (D-Ore.) companion invoice within the higher chamber for extra slim marijuana legalization.
Emily Brooks contributed.
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Determinants of Accountability in the Bureaucracy: The Case of Nepal
Abstract
Accountability of the position holders is an instrument for ensuring quality governance within the bureaucratic structure throughout the world, and Nepal is not an exception. Time and again, the government of Nepal has practiced various plans, policies, and institutional mechanisms to make duty bearers accountable for their actions and performance. However, it is a general feeling that still these have not resulted as expected. Citizens often feel that bureaucrats are being irresponsive and unaccountable, and bureaucrats are openly criticized. In this background, we examine the determinants of accountability in Nepali Bureaucracy using the primary data collected from 213 bureaucrats form the central level organization, i.e., Ministry of Education employing widely accepted framework as proposed by Yamane [56]. The estimated results show that the bureaucrats seem to be accountable. Transparency, responsibility, and responsiveness also appear to be good; however, liability and controllability were not found to meet the expectations. This scenario reveals that there is a weak controllability mechanism. Similarly, there was a weak system for performance-based reward and punishment. It is interesting to note that accountability of bureaucrats differs by their demographic attributes.
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Paudel, R. and Gupta, A. (2019) Determinants of Accountability in the Bureaucracy: The Case of Nepal. Modern Economy, 10, 2085-2109. doi: 10.4236/me.2019.109131.
1. Introduction
Accountability has been extensively accepted as a base of public sector governance all over the world, and Nepal is not an exception. Accountability is an indispensable issue of a bureaucratic structure for bureaucrats’ conducts, performances, actions, and decisions. Bureaucrats are expected and assumed to be accountable for their actions and performance to the public and different organizations. For this reason, bureaucrats are under pressure to justify not only functioning processes and financial deeds, but also improving the performance of their services delivery and results [1] . The bureaucrats have an obligation and responsibility to act in accordance with the rules, regulations, procedures, and standards set by governments. This helps to accomplish their duties successfully and support higher levels of performance.
Making the bureaucrats accountable and maintaining a competent level of overall bureaucracy is vital for every government [2] . As such, the Government of Nepal has paid ample attention and invested time and resources. Further to elaborate, numerous reform commissions, constitutional bodies, state institutions, laws, policies, directives, and guidelines have been formed over the years. In spite of this, practice and exercise of accountability within Nepali bureaucracy are not reported as expected. It is said that the Nepali bureaucracy has increasingly become dysfunctional, fragmented, poorly organized, and incapable of performing at a level acceptable to the public [3] . They are blamed for being inefficient, ineffectiveness, buck-passing, delaying, having self-seeking behaviors, being unaccountable, corrupt, non-transparent, and irresponsible [4] [5] . Public perception is that no official work can be done without paying bribe [6] . Bureaucrats are unable to create a positive impression among citizens whom they serve [3] .
As per Transparency International, Nepal has been placed 139th (out of 176), 116th (out of 171), 126th (out of 175), 130th (out of 167), 131st (out of 176), 122nd (out of 176) in 2012, 2013, 2014, 2015, 2016, and 2017 respectively in the corruption perception index. Just over one in three people distrust bureaucrats, rating them as not very honest (21.8%) or not honest at all (12.8%) [7] . This scenario reveals that Nepali bureaucracy is suffering from low level of accountability.
The failures in accountability are systemic, rather than attributable to individual actors. The task of making bureaucracy more productive, efficient, cost-effective, service-oriented, trustworthy, transparent, responsive, and initiative-taking has been a challenge [8] . These challenges can be addressed through effective practice and exercise of accountability because accountability plays a crucial role to ensure efficient, effective, competent, prompt, responsive, transparent, and trustworthy bureaucracy. Bearing such thing in the mind, we adopted five typologies of accountability namely transparency, liability, controllability, responsibility, and responsiveness to examine the determinants of accountability in Nepali bureaucracy. The main purpose of this paper is to examine the determinants of accountability in Nepali bureaucracy. To achieve this, we make a thorough analysis of accountability and relevant literature adding it in the Nepalese context. Then, we also focus on the following research questions: 1) What is the level of accountability? 2) To what extent do accountability differ based on demographics? These questions are answered using the primary data to suit the research context.
The results show that the bureaucrats seem to be accountable. Further, transparency, responsibility, and responsiveness also appear to be good; however, feelings towards the liability and the mechanism of controllability were not found to meet the expectations. This scenario reveals that there is a weak controllability mechanism that has played crucial role to expose the bureaucracy as unaccountable. This finding supports the findings of [9] that states the labor force have not contributed in the overall development of the country.
This paper is organized as follows. The following section discusses the relevant literature. We discuss about the research methodology and discuss the results in Section 3. The final section concludes.
2. Literature Review
2.1. What Is Accountability?
Accountability is the central pillar of good governance. It has been frequently used by citizens, politicians, policy makers, practitioners, bureaucrats, and academicians. However, accountability is defined and perceived in various ways in the literature. It has been described as a narrow or broad [10] , abstract [11] ever expanding concept [12] , murky [13] , complex and dynamic [14] , golden concept [15] , evocative and evaluative [16] , normative [17] , amorphous [18] , buzzword or magic concept [19] , multifaceted and complex [20] [21] , icon of good governance [22] [23] [24] , icon, hurrah-word and a chameleon [25] . From all of these scholars’ views, it is clear that the nature and meaning of accountability varies.
Accountability means the process by which public sector organizations and their officials manage the diverse expectations generated within and outside the organizations [26] . For example, according to Koppell [27] , accountability is a combined form of transparency, liability, control, responsibility, and responsiveness. However, in the view of Akerman [28] , accountability is a proactive process where public officials inform and justify their plans of action and behavior, and results are sanctioned accordingly. In the same vein of Ackerman, Sirker [29] defines accountability as an obligation and compulsion of the duty bearer to take account of their actions in both their conduct and performance.
Many scholars have defined accountability as a relationship. According to Mulgan [30] , accountability is the relationship of social interaction and exchange involving complementary rights on the part of the account-holder and obligations on the part of the duty bearer. Bovens [17] presents the most widely accepted definition of accountability. According to him, accountability is the relationship between an actor and a forum. An actor has an obligation to explain and justify his/her conducts and the forum can pose questions and pass judgment, as a result of which, the actor may face consequences. Hence, it can be said that accountability is the relationship between two or more parties where one party is obliged to give an account or justification of his/her conducts to another, and receive consequences accordingly.
Keeping these views in mind allowed us to perceive and realize accountability as an obligation of the office bearer to take responsibility, give answers, justification and explanations for their behavior, actions, conduct and performance. For us, accountability is the combination of transparency, liability, controllability, responsibility, and responsiveness, as suggested by Koppell [27] ; and informing or reporting, discussing, debating or justifying, and facing appropriate consequences, as discussed by Bovens [17] .
2.2. Perspectives on Accountability
Romzek and Dubnick [26] have suggested four forms of accountability viz. bureaucratic, legal, professional, and political, each of which is associated with a different value emphasis and behavior expectations [31] . Similarly, two dimensions of accountability relationship occur in these four forms [26] [31] [32] [33] . The first dimension is the source of control/expectations and second is the degree of control/autonomy. The source of control/expectations is internal or external and the degree of control/autonomy is either high or low.
Ackerman [28] presents two different variants of accountability, namely accountability as honesty and accountability as performance. According to him, the honesty version is process-oriented, but negative. Duty bearers are evaluated through time and based on the extent to which they abide by the standard operating principles. On the other hand, performance as accountability is results-driven, and positive. It is an emphasis on the outcomes, which are evaluated at project endings. Considering these two variants of accountability, it can be said that honesty of accountability is associated with the rule, while performance of accountability is associated with the pro-active public decision-makers who are expected to perform efficiently and effectively.
Ebrahim and Weisband [34] view accountability differently than Ackerman [28] . According to them, accountability is a combined form of four components viz. transparency that is also mentioned by Koppell [27] , answerability or justification, compliance and enforcement or sanctions. Transparency deals with the collection of information and making it available and accessible for public scrutiny. Moreover, answerability or justification is concerned with providing clear reasoning for actions and decisions. On the other hand, compliance should be ensured via monitoring and evaluation of procedures and outcomes, combined with transparency by reporting findings. Last but not least, enforcement or sanctions deal with shortfalls in compliance, justification or transparency of organizations and of duty bearers. Based on the argument made by Ebrahim and Weisband [34] , it can be reasoned that these four components are the keys through which duty bearers and organizations can be held accountable for their performance, actions, and behaviors.
Bovens, Schillemans and Hart [16] offer three different normative perspectives—democratic, constitutional and learning—through which accountability can be judged. First, within democratic perspective, accountability measures should effectively link government’s actions to the democratic chain of delegation. Second, in the constitutional perspective, it is essential that accountability arrangements prevent or uncover abuses of public authority. Finally, the learning perspective of accountability, also argued by Aucoin and Heintzman [35] , focuses on the learning capacity and effectiveness of the public administration, and encouragement and promotion of learning, in pursuit of continuous improvement in governance. In this perspective, accountability provides the duty bearer and organizations with feedback-based inducements to increase their effectiveness and efficiency [36] . Accountability is seen as a tool that encourages governments, organizations and individual officials, delivering effectively on their promises, with the help of learning, reflection and feedback mechanisms [16] . The central theme is to induce and institutionalize the capacity of public office holders, organizations and the executive branch to learn [37] and to improve efficiency and effectiveness in their performance.
Llyod [38] sees accountability as hardware and software, which is more or less similar to conduct of accountability and accountability of conduct and mechanism and virtue aspect of accountability. Accountability as a hardware, or conduct of accountability, includes structure, procedures and processes within organizations. It is also known as the mechanism of accountability as suggested by Bovens [17] . This view of accountability comes from the British, Australian, Canadian and Continental European scholarly debate [39] . Bovens [17] argued that mechanism of accountability is used in a narrower, as well as in a descriptive sense and especially focuses on the relationship between actors and forums. Actors are held accountable by forums in which they are obligated to explain or justify their conduct and performance. The forum can ask questions, pass judgments and impose consequences on the actor. This is what one could also call passive accountability because actors are held to account by a forum, ex-post facto, for their conduct [17] . Thus, it can be said that hardware or mechanism aspect of accountability does not focus on the behavior of agents, but the way in which these institutional arrangements operate as a principal-agent nexus.
Accountability as software, or accountability of conduct, focuses on the attitude, perception, mindset, behavior and action of the actor. It is also known as the virtue of accountability, as argued by Bovens [17] . The virtue view of accountability emerged mainly from the American academic and political discourse [39] . Bovens [17] argues that accountability as a virtue is difficult to define. According to him, there is no consensus about the standards for accountable behavior. It varies depending on institutional context and political perspective. In this sense, accountability is seen as a positive quality in organizations or officials whose actual behavior is the focus of attention. Hence, it leads to legitimacy of an actor.
These two thoughts of accountability seem contradictory and different in nature, but they supplement each other. The standard behaviors of the actors are highly emphasized in virtue aspect of accountability. An actor should act in a responsive, responsible, transparent, fair, and equitable way. For this, there should be an institutional arrangement between the actor and forum, by which they can be held accountable through questions, judgments, and imposition of consequences. This mechanism obliges actors to explain and justify their conduct. As a result, actors successfully accomplish their works in an accountable way.
2.3. Accountability in the Context of Nepal
The current concept of accountability has a history as old as civilization itself [40] . However, public accountability in Nepal is comparatively a recent one. Although, historical glimpses reveal that some kings and prime ministers used to rule as per the wishes of the people and tried to elicit public opinion before any decision was taken [41] . During the Rana regime, the entire public service system was made strictly accountable to ensure the interest of ruling family [41] . After the advancement of democracy in 1950, different administrative reforms such as Buch Commission 1952; Acharya Commission 1956; Jha Commission 1968, and Thapa Commission 1975, were set up to initiate several reform efforts to ensure that the bureaucracy was responsive to the public needs. During these periods, several modern government bodies such as the Supreme Court, the Auditor General’s Office and the Public Service were set up to ensure accountability in the governance system.
During the Panchayat Regime (1960-1990) the public administration was more loyal and respectful towards the Panchayat rather than public service [42] . After the restoration of democracy in 1990, different government bodies (Commission for the Investigation of Abuse of Authority, National Vigilance Centre, Financial Committee and Public Account Committee) and administrative reforms such as Administrative Reform Commission 1991, Administrative Reform Management Committee 1992, Governance Reform Program 2001, Vision Paper for Civil Service and High-Level Administrative Reform Committee 2014, were set up. The main aim of these government bodies and administrative reforms are to make bureaucracy or public sector governance more dynamic, results-driven, people-oriented, transparent, efficient, effective, competent, prompt, responsive, trustworthy, corruption free, and accountable. The Government of Nepal has adopted, practiced and ensured transparency and accountability in public sector governance through different constitutional bodies, state institutions and by enacting laws, policies, directives, and guidelines as follows:
2.4. Institutional Frameworks for Accountability in Nepal
Commission for the Investigation of Abuse of Authority (CIAA) is an apex constitutional body established by the Constitution of Nepal 1992 (Part 12, article 97), aimed to control corruption and investigate against any public officials in case of abuse of authority or improper conduct. It has the legal mandate to act as an ombudsman, investigator, and prosecutor as well. It focuses on preventive, promotional, and punitive measures for combating corruption in public sector governance. It can recommend punishment for the accused based on the degree of corruption or the abuse of authority. If the abuse is proved during investigation, a file is registered in court [41] . Hence, it plays a direct or indirect role to hold public officials accountable for their functions, activities, and performance.
National Vigilance Centre was established as a statutory government body in August 2002 by His Majesty’s Government of Nepal, under the direct supervision and control of the Prime Minister. It is constituted under the Corruption Prevention Act, 2002 for preventing corruption and raising public awareness on effective service delivery and mismanagement. It conducts surveillance, surprise audits, and inspections in corruption prone places or works. It collects and updates information from authority’s bodies and refers to the concerned organization and CIAA for further investigation and prosecution. The Centre plays a preventive role, primarily by monitoring asset declarations of government officials. Therefore, it makes public sector organization transparent and accountable for their performance by minimizing improper conduct and malpractices.
The Office of the Auditor General was established as per the Constitution of the Kingdom of Nepal, 1958 (Part 13, article 99) for promoting accountability, transparency, and integrity for the benefit of the people. Prior to the establishment of Office of the Auditor General, the institution named Kumari Chowk Adda used to review the government accounts. It is a constitutional body that plays a key role in improving and assuring clean practices in the working system of the administrative, financial, and managerial system. It has the power to conduct independent, partial or full audit of public resources for promoting and holding public officials accountable for their performance. It has obliged all secretaries of ministries to submit annual financial statements covering all financial activities of ministries and departments. Thus, it holds the public sector governance transparent and accountable.
The Revenue Investigation Department was formed within the Ministry of Finance under the Revenue (Inspection and Control) Act, 1996, for conducting investigations into revenue leakage and malpractice. The potential for leakage of revenue is divided into: export and import sector, clearance of value-added, and income taxes and transactions involving foreign currency. This department controls and investigates revenue leakages and controls economic crimes; and has also made public authorities accountable in terms of economy and revenue.
The National Investigation Department is an intelligence agency established within the Ministry of Home Affairs to collect information related to the country’s public security, economic crimes, corruption in government, and domestic and foreign terrorist activities. This department does not directly involve in checking accountability and controlling corruption; however, it provides information for such purposes.
Public Accounts Committee is constituted as per the provisions of the Constitution and the House of Representative Regulations 1998, for overseeing a different aspect of public services and its accountability in those matters. It is a powerful committee chaired by opposition parties’ elected parliamentarian for ensuring public finance accountability in Nepal. It has the legal authority to examine government accounts, public accounts and reports submitted by the Auditor General, and asks questions in relation to irregularities and corruption to reduce misuse and abuse of public funds. Hence, it holds public sector governance accountable and transparent in their performance.
2.5. Laws, Policies, Directives, and Guidelines
For making the Civil Service more capable, vigorous, service oriented, responsible, and accountable, the Government of Nepal promulgated The Civil Service Act 1993 and Rules 1993 [43] . This act and rule have provided clear provision of constitution and operations such as recruitment, transfer, promotion, salary, allowance, medical expenses, training, study, leave, safeguard of service, retirement, gratuity, pension, appeal, and miscellaneous. It has discussed performance evaluation. Zimmermann and Stevens [44] argue that performance measurement/evaluation has been viewed as the newest method of ensuring accountability. A good set of performance measures builds accountability and that improved accountability generates better productivity in the agency [45] . Hence, we can say that The Civil Service Act 1993 and Rules 1993 try to ensure accountability through performance evaluation. Similarly, it has also discussed a code of conduct, punishment, and dismissal from services. All these factors play direct or indirect role in holding civil servants accountable.
The Government of Nepal [45] also promulgated the Local Self-Governance Act in 1999 for devolution of power from central to local level. This act suggested six principles; among them, five directly or indirectly discuss the issues of accountability. This act mentions both public as well as hierarchy accountability. In public accountability, local bodies should be responsible and accountable to the people they serve. This means that local bodies are accountable to those who have no power or less power, such as beneficiaries, service receivers, and so on. In case of hierarchy accountability, the local workforce is accountable to their senior hierarchy of administration. It discusses the chain of command where subordinates usually report to a superior about their actions and performance.
In order to develop local leadership, as per this act, there should be an arrangement of effective mechanism to make the local body accountable to the people in its own areas. It has made provision for the complaint, monitoring, supervision, audit, maintenance of records of books and accounts, and punishment in case of malpractices and improper conduct. Local bodies have the mandate to prepare annual budgets, plans and programs, and submit a report to concerned authorities within a given time period. Although function, role, responsibilities, and authorities are mentioned, this act does not address answerability, delegation, arbitration, and enforceability, all of which are fundamental aspects of accountability principles. Despite this, the Local Self-Governance Act is a milestone legislation that provides an avenue to hold local level authorities responsive and accountable for their actions, functions, decisions, and performance.
The Prevention of Corruption Act 2002 is a milestone that has offered the legal provisions relating to prevention of corruption with a view to maintaining peace, convenience, financial discipline, morality, and good conduct [46] . This act does not directly discuss accountability but rather emphasizes it via identification of misconduct and punishment. It has made provision for punishment to public officials for accepting goods or service free of cost or at lower prices, taking gift or donation (without prior approval), taking commission, leaking revenue, preparing and translating false documents, tampering with government documents, damaging government or public documents, giving false particulars and report, engaging in illegal trade or business, claiming false designation, damaging public property, exerting illegal pressures, acquiring property illegally, and so on. Hence, we can say that through this act, the Government of Nepal has tried to make public officials and public-sector organizations responsive, transparent and accountable for their actions and performance.
The Public Procurement Act and Regulation 2007 is a landmark legislation that guides public officials on various issues of procurement [47] . It has made legal provisions to make the procedures, processes, and decisions relating to public procurement of goods and services by state and non-state agencies either through tender or quotation, much more open, transparent, accountable, objective, and reliable. Similarly, it has made legal mandate to prepare procurement plans, cost estimation, goods description, construction works, and services. Hence, it promotes competition, fairness, honesty, reliability, and accountability in public procurement processes. Through this, the Government of Nepal is ensuring public officials and public sector organization remain transparent, open, fair, and accountable in the procurement process.
Realizing information as a tool for democracy and good governance, the Government of Nepal has passed what is called The Right to Information Act 2007 [48] . This act has realized information is a fundamental right of citizens. Every public sector organization has to respect and protect the right to information of the citizen. They have to classify and update information, making it simple, clear, complete, and easily accessible to the public. This act has also clearly emphasized that every public sector conduct their functions openly and transparently. It also requires the arrangement of an information officer for the purposes of disseminating information held in its office. Hence, disclosing information proactively or reactively is seen as a measure of openness that can combat corruption and minimize irregularities or misconduct in public sector organizations. It holds the public sector organizations responsive, transparent, and accountable to citizens.
With the purpose of establishing good governance at all levels, the Government of Nepal has established Good Governance (Management & Operation) Act in 2008 [49] . This act ensures the basis of good governance, which includes equity and inclusiveness, rule of law, human rights, people centric governance, corruption free, impartiality and neutrality of the administrative mechanism, access for people to the administrative mechanism and its decisions, transparency, accountability and honesty, economic discipline, and so on. Similarly, this act has also clearly specified the procedures for executing administrative functions and role and responsibility of all actors of governance and development. These actors are ministers, chief secretaries, secretaries, heads of departments and chief office holders. It has made mandatory provision to keep citizen charter, provide mobile services, determine services fees, participation, set up governance reform unit, public hearing, public audit, citizen report card, managing grievances, pursue information technology in practice, set up monitoring and evaluation committee and submission of annual report by the government agencies. This act has ensured transparency and accountability in all operations of budget, decision-making, and service delivery processes. Based on this, we can say that this act is another milestone that intends to strengthen accountability mechanisms for ensuring good governance at all levels.
In spite of these constitutional bodies, state institutions and laws, policies, directives and guidelines, practices and exercise of accountability has not gone as expected. Consumer Unity and Trust Society [50] argued that violating rule of law, political transition and lack of political will are some of the reasons for low level of accountability. However, some social accountability tools such as public hearing, public audit, community score card, citizen charter, citizen report card, public expenditure tracking survey, community monitoring, and right to information, and many others are being practiced in Nepal.
2.6. Theoretical Basis
Accountability is multifaceted and can’t be measured by observing single variables. Hence, different proxy indicators are used to examine the practice and exercise of accountability in Nepali bureaucracy. Koppell [27] suggests five different typologies of accountability, which are directly used to examine the scenario of accountability in the Nepali context. As per Koppell [27] , transparency and liability can be thought of as foundations, while the remaining three (controllability, responsibility, and responsiveness) can be thought of as substantive. Transparency is key to the accountability process and makes an actor obligated to provide, explain, and justify information about their activities to the forum. If the actor discloses facts related to performance or activities, then we can say that he/she is transparent, which in turn helps in accountability. Liability is another typology of accountability without which accountability is meaningless [51] . Liability deals with consequences (reward and punishment), which are attached to the performance of the actor. In other words, the actor should be held answerable for their actions; they are punished for malfeasance and rewarded for success. If an actor faces consequences for their performance, then we can say that there is accountability.
The third typology of accountability is controllability. It deals with the authority and control of the behavior or action of the actor. This means that an actor is constrained by the orders of forum. If the forum can induce the behavior or action of an actor, the forum controls the actor. As a result, actor is accountable to the forum. If an actor follows through with what its forum has ordered, then there is controllability. This means that there is evidence of accountability.
The fourth typology of accountability that constrains actors by formal and informal professional standards or behavior such as laws, rules, and norms, is labeled responsibility. Such standards may encourage better behavior and set expectations against which the actor can be evaluated [52] [53] [54] . Friedrich (n.d. cited in Koppell [27] ) argues that an accountable actor should not simply follow orders, as we mentioned in controllability, but must use their expertise constrained by professional and moral standards. If the actor follows well-established rules, then we can say that he/she is responsible. The final typology of accountability that satisfies the demands and needs of clients is considered to be responsiveness. In this typology, accountability turns outward rather than upward [27] . That is why it is also called customer-oriented approach and bottom-line vision of accountability. If actor fulfills the demand and need of the forum, then we can say that he/she is a responsive actor. The responsive actor means there is evidence of accountability. Hence, for us, accountability is combined form of transparency, liability, controllability, responsibility, and responsiveness. In this study, we used this as a theoretical basis of accountability.
3. Methodology
Econometrics
This present study of accountability employs a quantitative approach, which is based on the post-positivist paradigm [55] . Post-positivism paradigm assumes that there is single or objective reality. Hence, reality about accountability in Nepali bureaucracy is single or objective which is measurable and quantifiable. For this, we utilized deductive approach and survey as a strategy of inquiry. In this process, we applied descriptive as well as explanatory research designs. Descriptive research design was applied to find out the exact level of accountability and explanatory research design to examine to what extent accountability is differ by demographics of bureaucrats.
Our target population for the survey was bureaucrats working in central level organizations of the Ministry of Education. According to the records of the Ministry of Education dated 2017/08/31, the total number of posts (Darbandi) was 592 across different central level organizations. In this study, we excluded rank-less employees (Shreni Behin Karmachari) and vacant post (Rikta Pad) from my sampling frame. Hence, the total number of bureaucrats working in the central level organizations of the Ministry of Education was 459. The selection of samples from the population without using any appropriate sampling technique cannot represent the population perfectly. Hence, we used probabilistic sampling technique. This technique ensures the external validity in our study. The question can be raised about the appropriate size of the sample. To address this, Yamane [56] proposed the most popular and widely accepted formula to select a representative sample from the population. Symbolically:
n = N 1 + N × e 2
where,
n = sample size
N = total number of population
e = standard error (sometimes also called interval/margin of errors or level of significance/precision)
Based on Yamane’s formula, we determined the actual sample size. We assumed 95% confidence level and maximum 5% interval/margin of errors. The 95% confidence level of our study indicates that when the population is repeatedly sampled, 95 out of 100 times would have true population value. As per the formula, 213 samples are required to represent the population perfectly. The calculation procedure is as follows:
n = 459 1 + 459 × ( 0.05 ) 2
n = 459 1 + 459 × 0.0025
n = 459 1 + 1.1475
n = 213
Hence, the sample size of our study is 213 individual bureaucrats, which are the unit of analysis of our study.
We designed self-administered structured questionnaire as a means of data collection which entails information of accountability based on transparency, controllability, liability, responsibility, and responsiveness as suggested by Koppell [27] . We finalized this questionnaire after having series of meetings with peers, examiners, and subject experts in the field of accountability. After this, we translated the questionnaire into the Nepali language and conducted a pre-test to check reliability of the questionnaire. While revising the questionnaire based on the pre-test, we analyzed each item by determining difficulty level. Finally, we collected the data by using the pre-tested questionnaire in office hours (10:00 am-4:00 pm).
After collecting the primary data, we examined and cleaned them to make suitable for the econometric estimation and relevant analysis. During this process, we scrutinized, coded (code book) and recoded, and entered data into Statistical Package for the Social Sciences software program to obtain the required information. We analyzed the data by using descriptive and inferential statistics as well after following the standard data exclusion criteria. In descriptive statistics, we calculated frequency, percentages, crosstab and median. In inferential statistics, we used Rank-correlation, Chi-square, and Logistic regression. Rank-correlation and Chi-square was used to check the association and independence between two variables. Binary logistic regression was used to estimate the probability of the event occurring and variation in dependent variable with or without statistically significant. For this, dependent variable (accountability) was categorized in two different forms–being accountable (coded as “1”) and not being accountable (coded as “0”).
Demographic characteristics of bureaucrats–gender, age, education, service year, and position were considered as independent variables. Probability of being or not being accountable is compared against each reference category of each demographic characteristic of bureaucrats. The Logistic Regression Equation: ln [ P / ( 1 P ) ] = α + β X + . Where, P is the probability that an event Y occurs; (1 − P) is the probability that an event does not occur; a = the constant of the equation; β = the coefficient of the predictor variables; P / ( 1 P ) is the “Odds Ratio”; ln [ P / ( 1 P ) ] is the log odds ratio, or “logit”. In this study, P is the probability of being accountable and βX is the demographics–gender, age, education, service year and position of bureaucrats. We can write the model in terms of odds as: P / ( 1 P ) = exp ( α + β X ) . Probability of the outcome (e.g. being accountable) occurring is P = exp ( α + β X ) / ( 1 + exp ( α + β X ) ) . Conversely, the probability of the outcome not occurring (e.g. not being accountable) is 1 P = 1 / [ 1 + exp ( α + β X ) ] . The slope represents the ratio of the probability of being accountable to the probability of not being accountable compared against each reference category of each background characteristic of bureaucrats.
4. Results
To examine the level of accountability bureaucrats, we adopted five typologies (transparency, liability, control, responsibility, and responsiveness) of accountability, as suggested by Koppell [27] . Based on these typologies, we calculated the level of accountability by using median, which are as follows:
4.1. Accountability and Gender
The median value of accountability is 4, which indicates that there is a higher level of accountability of bureaucrats. By gender, female bureaucrats have a slightly higher level of accountability than male. If data is segregated by accountability typologies, the value of responsibility is higher than other typologies. Except for controllability and liability, all components have more than 4 median values. This means that there is no strong internal and external control mechanism to hold bureaucrats accountable. Similarly, it also indicates that there is no provision or a very weak provision of reward and punishment in bureaucracy. By gender, female bureaucrats were found to have slightly higher controllability, liability, and responsiveness than males. However, male bureaucrats had slightly higher transparency and responsibility than female bureaucrats. This indicates that accountability and its typologies differ by gender of bureaucrats (Figure 1).
4.2. Accountability and Age
We believed that accountability and its typologies also differ by age of educational bureaucrats. To confirm this, we calculated a crosstab, which is presented in Figure 2. The data shows that all age groups have more or less similar levels
Figure 1. Level of accountability by gender.
Figure 2. Level of accountability by age group.
of accountability. If data are segregated by accountability typologies, the median value of transparency was higher in all age groups except 31 - 40. Age group 21 - 30 and 31 - 40 had a higher level of controllability than 41 - 50 and 51 - 58. However, this scenario is completely different in case of responsiveness. Age group 21 - 30 and 31 - 40 had a lower level of responsiveness than 41 - 50 and 51 - 58. In case of liability, age group 21 - 30 had higher liability median value than others, while a higher median value of responsibility was observed in the age group 31 - 40, than in the others. This evidence clearly indicates that typologies of accountability differ by age of educational bureaucrats (Figure 2).
4.3. Accountability and Education
It is very hard to say that level of accountability and its typologies differ by level of education of bureaucrats. To check this, we calculated a crosstab, which is presented in Figure 3. It is clear from the table that the level of accountability of bureaucrats increased by their level of education. By accountability typologies, median value of transparency and responsiveness follow same as accountability. Similarly, controllability and liability also follow same as transparency and responsiveness, except in Master degree category. From this evidence, it can be said that there is a positive relationship between the level of education and level of accountability and its typologies (except responsibility). However, this case is completely different in regards to responsibility. Level of responsibility decreased by increasing level of higher education, except for Master degree respondents. Thus, it was found that accountability and its typologies differed by education level of bureaucrats (Figure 3).
4.4. Accountability and Position
The role of position in accountability cannot be ignored. Bearing this in mind, we calculated a crosstab, which is presented in Figure 4. All positions were
Figure 3. Level of accountability by education.
Figure 4. Level of accountability by position.
found to have more or less similar levels of accountability. Higher median value of accountability was observed for class three and was found to gradually decrease by increasing position. Similar levels of accountability were also observed for non-gazetted first and non-gazetted second. Further, we classified position in two broad categories including gazetted and non-gazetted bureaucrats. It is interesting to note that similar median value of accountability was observed for gazetted and non-gazetted. By typologies, the higher median value of transparency and responsiveness was observed for class first and was found to gradually decrease up to class three. However, higher median value of controllability, liability, and responsibility was seen for class three and found to gradually decrease with increase in position. Gazetted bureaucrats had a lower median value responsiveness and responsibility than non-gazetted. From this, it can be said that accountability and its typologies differ by the position of educational bureaucrats (Figure 4).
4.5. Accountability and Service Year
Similar to age, we also believed that accountability and its typologies differed by service year of educational bureaucrats. To support this argument, we calculated another crosstab, which is presented in Figure 5. All service years of bureaucrats were found to have more or less similar levels of accountability. The median value of accountability was 4 in all service years, except 11 - 15 year (median value 3.9), which indicates there is a higher level of accountability of bureaucrats.
Figure 5. Level of accountability by service year.
If data is segregated by accountability typologies, the median value of transparency, controllability, liability, responsibility, and responsiveness are higher in all service years except 11 - 15. Higher median value of controllability was observed for service years less than 5 years, while higher liability value was observed for 6 - 10 service years. Higher median value of responsibility was observed for 6 - 10 and 11 - 15 service years, and this scenario is slightly different for responsiveness. Service years 6 - 10 and 21+ had higher responsibility values. Thus, it can be noted that accountability and its typologies differed by service year of educational bureaucrats (Figure 5).
4.6. Correlation and Independence Analysis
We analyzed the question regarding whether accountability of educational bureaucrats is linked with their demographic characters or not. For this, we applied Spearman’s Correlation and Chi-Square test. The Spearman’s Correlation Coefficient value of accountability and demographics of bureaucrats ranged from 0.004 to 0.119. The value of Spearman’s rho clearly indicated a very weak positive (except service year, r = −0.048) association between accountability and demographics of bureaucrats. Notice that this correlation is marked as not significant because the value of significance was reported to be greater than 0.05 (at the 95% level of confidence), which was also confirmed by significance value of Chi-Square. This result suggests that there is no statistically significant difference between accountability and demographic characters of bureaucrats. That is why; we can say that accountability and demographic of bureaucrats are independent (Table 1).
4.7. Regression Analysis
Table 2 provides the regression coefficient beta (β), the Wald statistic (to test the statistical significance) and the all-important Odds Ratio [Exp (β)] for each variable category. From this evidence, it is interesting to note that demographics do not significantly contribute to accountability because significant values of all demographic variables are more than 0.05. Based on these results, we can conclude that demographics have less or no effect on accountability (Table 2).
Table 1. Correlation and chi-square for accountability and demographics.
Table 2. Coefficients of logistic regression for accountability by demographics.
5. Discussion
Accountability in individual staff is considered as a key element to improve the government’s delivery to the people. Hence, it is a sign of good governance. Good governance can be achieved in bureaucracy, including in educational bureaucracy, through accountability. As per results of the present study, educational bureaucrats who are working in the central level organizations of the Ministry of Education seem to be accountable. This might be an effect of constitutional bodies, state institutions, laws, policies, directives and guidelines that were formed for enhancing level of accountability. They are obligated to explain, answer, justify, and defend their actions and performance. Generally, people believe that the level of accountability varies according to demographic variables. In this study, descriptive statistics also supports the argument. However, inferential statistics did not produce a significant effect. From this, we can say that accountability and demographics of educational bureaucrats are independent. Accountability of educational bureaucrats is dependent on transparency, liability, controllability, responsibility, and responsiveness. Transparency and liability can be considered as foundations, whereas the rest (controllability, responsibility and responsiveness) can be taken as substantives [27] .
5.1. Transparency
In the present context, transparency is considered as a key tool of good governance and a prerequisite to any democratic regime [57] . Transparency means the free flow of information and its availability to all those who are connected with the decisions [58] . It is a dominant force in the bureaucratic structure that helps to counter corruption, improve governance and promote accountability. The results of the study show that the central levels of educational bureaucrats seem to be transparent. They are disclosing and disseminating information to respective forums proactively through the website, press release, annual report, and so on, and reactively through spokesperson and information officers. Hence, educational bureaucrats are informing and reporting to the forum about their conduct and performance, as argued by Bovens [17] . Similarly, we believed disclosure of complete and reliable information, whether proactively or reactively, is necessary but not a sufficient condition for accountability. Information must be accessible for the forum, which is vital for accountability [59] . This is because information available to the forum is an essential first step leading to increased accountability. Hence, information should be accessible to all forums. Educational bureaucrats are making information accessible to relevant forums upon request, as well as, proactively. Therefore, transparency generates accountability [60] in Nepali bureaucracy. Along the same lines as Fox, Meijer [61] argues that transparency can facilitate and strengthen horizontal and vertical accountability. This is because a more informed forum can play a meaningful role in dialogue with their actors. Thus, it is seen as a measure of openness that combats corruption and minimizes irregularities or misconduct by actors. This might be an effect of The Right to Information Act 2007. This act recognizes information as a fundamental democratic right of the citizen. Every public-sector organization has to respect and protect the right to information of the citizen.
5.2. Liability
Transparency is necessary but far from sufficient to produce accountability [60] . Along with transparency, liability is required. Accountability, eventually, can be understood as liability [62] . Thus, accountability without liability is meaningless [51] . That might be the reason that Koppell [27] argues that liability can be taken as a foundation of accountability. As per Bovens [17] , the actor should face consequences. Hence, answerability without consequences falls short of accountability [60] . Actors are held liable for their activities, punished for malfeasance and rewarded for successes [27] . Therefore, reward and punishment system is associated with accountability [63] . The Government of Nepal has formed different laws, policies, code of conduct, constitutional bodies, and state institutions for ensuring liability of the actor. However, results of the study show that there is a weak mechanism of reward and punishment within educational bureaucracy. The Civil Service Act 1993 and Regulation 1993 has clearly mentioned that bureaucrats should be punished and dismissed from services for their misconduct. However, in practice there is no strong punishment and reward mechanism for bad and good performance. This might be an effect of sycophancy and patron-client relation in Nepali bureaucracy.
5.3. Controllability
Control is too strong a term for the accountability relationship when the bureaucracy has become an important component of good governance as the administrative state developed [64] . Hence, accountability is not only related to transparency and liability, but also related to controllability. Controllability refers to the existence of mechanisms to sanction actions and decisions that run counter to given mandates and procedures [65] . It deals with the authority and controls the forum over the behavior or action of the actor. This means that the actor is controlled by the orders of the forum. Controllability adds transparency, credibility, and reliability in the process of accountability [66] . This mechanism discourages actors to misuse authority, power, position and resources. Actors should not be held accountable for actions over which they have no control [67] [68] . Hence, there should be external and internal control systems to ensure accountability. However, evidence shows that there is a weak internal and external controllability mechanism in Nepali educational bureaucracy. It indicates that there is no strong system of directing, regulating, supervising, monitoring, advising, inspecting, evaluating and monitoring of external agencies. However, there is a hierarchical control in Nepali bureaucracy. Subordinates usually report to and follow commands of superiors, as argued by Weber [69] . Actions of educational bureaucrats are closely controlled by superiors. Hence, there is formal and unambiguous hierarchy control in Nepali educational bureaucracy. From this, it can be said that performance and actions of bureaucrats is controlled by the superior who has different sources, forms, and degrees of power.
5.4. Responsibility
Accountability is understood as a synonym of responsibility [24] . Responsibility refers to the obligation of an actor to perform tasks in alignment with the roles assigned [62] . It is one of the important substantives for accountability. Behavior and performance of actor is constrained by formal and informal professional standards. Such standards may encourage better behavior and set expectations against which the actor can be evaluated [52] [53] [54] . Friedrich (n.d. cited in Koppell [27] ) argues that accountable actors should not simply follow orders but should use their expertise constrained by professional and moral standards. Responsibilities might stem from formal or informal rules, compliance with standards or procedures, professional norms or from the organizational work process [70] . Every bureaucratic organization has certain rules and regulations that must be followed by bureaucrats to be accountable. That is why Weber [69] argued that bureaucrats should exercise authority delegated to him/her in accordance with formal and predefined rules. Central levels of educational bureaucrats seem more responsible. It clearly indicates that they are following predefined rules, regulations, and processes to accomplish duties. Therefore, many of us feel and perceive that bureaucracy is rule and process-oriented. All the activities and performance are directly guided by rules and regulation, as argued by Weber [69] . Hence, bureaucrats are bounded by the rules, which contribute to ensure accountability in Nepali bureaucracy.
5.5. Responsiveness
Responsiveness satisfies the demand and need of citizens. That is why Koppell [27] argues that responsiveness emphasizes on outward rather than upward linkages. It is also called customer-oriented approach and bottom-line vision of accountability. An actor has an obligation to fulfill the demand and need of the forum. A responsive actor should have informing, listening, and responding qualities. The result of the study shows that educational bureaucrats are responsive. This indicates that they are informing citizens about procedures of service as per the demand. Similarly, they listen to all the needs, demands, and concerns of citizens, as well as show sincere interest in solving public problems within the promised time. As such, we can say that educational bureaucrats are responsive, which contributes to ensure accountability in educational bureaucracy.
Overall, our findings lie in line with the findings of Paudel & Shrestha [9] that states the labor force have not contributed in the overall development of the country. This might be due to the fact that they need to be more accountable improving the quality fulfilling the liability and strong mechanism of the controllability in the entire bureaucratic system.
6. Conclusion
Accountability is an important apparatus for ensuring the quality of the bureaucrats and maintaining good governance in the governments’ delivery system. It encourages bureaucrats to take account of their action and performance. In favor of this background, the Government of Nepal has formed different constitutional bodies, state institutions and laws, policies, directives, guidelines, and implemented different tools such as public hearing, public audit, citizen charter, right to information, codes of conduct, performance evaluation and feedback systems, chain of hierarchical command, supervision, inspections, surveillance, monitoring, and reporting to confirm accountability within Nepali bureaucracy. Therefore, educational bureaucrats who are working in central level organizations of Ministry of Education seem to be accountable. Accountability cannot be simply achieved. Different factors such as transparency, liability, controllability, responsibility, and responsiveness play vibrant roles. As suggested by our results, Liability and controllability in educational bureaucracy were not more satisfactory than transparency, responsibility, and responsiveness. Regarding association of accountability and demographics of educational bureaucrats, this study concludes that they are independent.
Acknowledgements
Authors are thankful to the comments and suggestion from the participation of the seminar held in Kathmandu University, Nepal. Particularly, the comments and feedback by Dr Prakash Bhattarai, Professor Govinda Dhakal, and Professor Mahesh Nath Parajuli were very helpful to improve the quality of this paper. However, the authors are responsible for any errors and mistakes left in the paper.
NOTES
*Corresponding Author. Email: [email protected].
Conflicts of Interest
The authors declare no conflicts of interest regarding the publication of this paper.
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