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Watch how to make this recipe.
Place the milk in a small bowl. Sprinkle the gelatin over. Let stand for 3 to 5 minutes to soften the gelatin. Pour milk mixture into a heavy saucepan and stir over medium heat just until the gelatin dissolves but the milk does not boil, about 5 minutes. Add the cream, honey, sugar, and salt. Stir until the sugar dissolves, 5 to 7 minutes. Remove from the heat. Pour into 6 wine glasses so that they are 1/2 full. Cool slightly. Refrigerate until set, at least 6 hours.


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RICHMOND — Is the city a bastion for anti-gay hate that bleeds into the political sphere?
A flurry of recent news stories from local and national media has cast a harsh light on bigoted vitriol directed at Vice Mayor Jovanka Beckles, Richmond's first openly gay elected leader.
But residents and leaders contend the reality is more nuanced and that Richmond reflects the continuing evolution toward acceptance of gay people as equals and the rejection of discrimination based on sexual orientation. They note that the anti-gay ridicule directed at leaders like Beckles, and sometimes at police Chief Chris Magnus, is the work of a small group of people who disrupt City Council meetings in this city of more than 106,000 residents.
"I don't think that Richmond has more of a ways to go than anywhere else in California" in terms of acceptance of gays, said Mike Parker, a resident and former mayoral candidate who supports Beckles. "Most people in Richmond are horrified by that kind of stuff."
But anti-gay rhetoric continues to bubble to the surface and has become pronounced during this election season. Beckles is fighting for re-election and has become a polarizing figure, with her critics contending that she's as much an aggressor as a victim.
Since her election in 2010, Beckles has been subjected to repeated verbal attacks at public council meetings concerning her sexuality, albeit from just a handful of people who attend every meeting and berate other public officials as well. In July, tensions boiled over when Beckles spearheaded an inquiry into the legality of banning residents from council meetings for six months for hate speech.
During a meeting to hear the item, she sent her critics an email laced with the n-word and "cracker," a derogatory term for white people, posed as questions and with a disclaimer "stated for effect only."
After the meeting, she got into a video-recorded argument with a few of her critics and directed others to call police, who came but made no arrests. In the video, Beckles yelled, "You're a bunch of bullies. You're a bunch of women abusers" and insinuated that their conduct played a role in street violence that kills African-Americans. The Rev. Kenneth Davis, a frequent Beckles critic, can be heard on the video telling Beckles, "You should die."
While the incidents of hate speech generally involve only a few people, they have garnered wide publicity.
"I have mixed feelings," said Magnus, the city's popular and first openly gay police chief, who said he has endured instances of verbal harassment over his sexuality as well. "I don't know there is any greater anti-gay sentiment in Richmond than in other places or if just a lot of things in Richmond get expressed a lot more candidly by a few people who live here. Sometimes the discourse is a little coarse."
Magnus did allude to a subtle difference that may be at play among some Richmond leaders. While the city's governing majority has championed a range of progressive causes in recent years, from designating residents with pets as "guardians" rather than "owners" to spearheading a hefty local minimum wage hike, not all residents and city leaders are on board with the new direction. When Beckles and Mayor Gayle McLaughlin decided to hoist a rainbow-colored gay pride flag at City Hall for Gay Pride Month, three city employees fired off emails complaining, with one writing that Richmond isn't "the Castro (district)," a reference to the San Francisco neighborhood known as a stronghold of gay rights.
Councilman Nat Bates criticized Beckles and McLaughlin at the time for not being "sensitive" to people who disagreed with the flag flying.
"When (anti-gay speech) is voiced, I think the reaction has not been as swift and consistent in terms of condemning it," Magnus said.
The issue of overt anti-gay slurs continues to goad Beckles to react, sometimes with profanity, which rallies her supporters and provokes her detractors.
On Aug. 23, Beckles posted on Facebook that it was "scary" that the Richmond Police Officers Association, the union representing the department's rank and file, was backing Bates' campaign to be mayor. Bates and Beckles have clashed for years, most recently when Bates criticized Beckles' inquiry into banning members of the public who use hate speech from meetings, on grounds that it would trample First Amendment rights.
"I'm curious," Beckles wrote. "Perhaps someone can help me understand how a Police Association can endorse Nat Bates for mayor; a man who instigates, encourages and defends homophobia, and violence, in particular, violence against women."
The union fired back with a news release that was promptly picked up as a news story by the Richmond Standard, a website funded by Chevron Corp., which supports Bates and opposes Beckles.
"Ms. Beckles' comments are 'irresponsible' and not based on facts, and as a city leader she should be ashamed of herself for irresponsibly hijacking crimes against women to further her own personal and political agenda," Sgt. Stina Johanson said in the news release.
Beckles dismissed the issue as a "divide and conquer" strategy orchestrated by her political opponents. In a telephone interview Thursday, she said anti-gay bigotry is the work of a small group of people but noted that their message is amplified by live televised council meetings seen throughout the city.
As for whether her own reactions fuel the backlash, Beckles said no.
"It's ridiculous to try to put the blame on any victim of aggression, violence, or bigoted or hate speech," Beckles said. "That kind of reasoning perpetuates hate and violence."
Contact Robert Rogers at 510-262-2726. Follow him at Twitter.com/sfbaynewsrogers.

subset: commoncrawl


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In Broward: Boy Takes Off On His Homie For Trying To Holler At His Ol Lady! "I Got This Girl Tatted"
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Here is a horse I have made for you: |,\_/,\_ ,-__/, , )kk. \,kkk \ ,___....-- \kkkk \ \kkkkk \ \kkkkk
And Hale is right about Yahoo. If you're going to use a free email provider, use Gmail. We have a LOT of problems with them, to the point that I've considered adding all @yahoo.com addresses to the block list.
You can set up the yahoo accounts to automaticaly forward all your regular mail to an alternate email, and use the alternate for FT. Or the other way around, you could have all FT stuff go to an alt email and set it up to forward it to your regular account. There's a lot of ways around it.
What about active users who currently use Yahoo as their only active email address, like most people online do? Blocking them essentially for their choice in email provider seems a little... extreme.
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Property Details
THe Agent Owned Realty
4022 Clemson Blvd.
Anderson , SC 29621
(864) 617-1899
4022 Clemson Blvd.
Anderson , SC 29621
(864) 617-1899
2 Bay Court
Price$ 22,000
Lot Size0.41
TypeResidential Lot
Area205-Oconee County,SC
SubdivisionKeowee Key
In City
DescriptionYou deserve to live where you want and 'Have more of what you love'. This lot is offered as part of the KKPOA Model Home program and will be subject to a waiver of KKPOA assessments during construction as well as a waiver of the New Owner Capital Assessment ($2685) if a new home is built within 18 months as a result of buyer utilizing the Model Home program. There are 50+ lots available in Keowee Key that qualify for this program. We can be your guide to finding you a lot on which to build your dream home in a location that works for you.
Status : Active
Interior Lot Features : Slip Available per POA
Elementary School : Keowee Elem
Middle School : Walhalla Middle
High School : Walhalla High
Listing courtesy of Bob Hill - Bob Hill Realty - North Keowee
The data relating to real estate for sale on this Web site comes in part from the Broker Reciprocity Program of the Western Upstate Association of REALTORS® , Inc. and the Western Upstate Multiple Listing Service, Inc.


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Organizational Change and Development (Managing Change and
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Organizational Change and Development (Managing Change and Change Management)
Organizational Change and Development (Managing Change and Change Management) © Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Extensive guidelines for accomplishing successful change in organizations are included the books Field Guide to Consulting and Organizational Development and Field Guide to Consulting and Organizational Development with Nonprofits . Today, teams and organizations face rapid change like never before. Globalization has increased the markets and opportunities for more growth and revenue. However, increasingly diverse markets have a wide variety of needs and expectations that must be understood if they are to become strong customers and collaborators. Concurrently, scrutiny of stakeholders has increased as some executives have been convicted of illegal actions in their companies, and the compensation of executives seems to be increasing while wages of others seems to be decreasing or leveling off. Thus, the ability to manage change, while continuing to meet the needs of stakeholders, is a very important skill required by today's leaders and managers. NOTE: This site distinguishes the difference between "organizational development" and "Organization Development." The former phrase refers to the nature and scope of change in organizations, i.e., the change is to the entire organization or to a significant portion of the organization. The latter phrase refers to a field of well-trained people with expertise in guiding successful organizational development. (For training about consulting to organizations, see the Consultants Development Institute.)
Sections of This Topic Include Foundations for Managing Change in Organizations Introduction - - - Why Is It Critical for Leaders and Managers to Be Successful at Organizational Change? Because It's Their Job - - - Focus and Scope of this Library Topic Broad Context for Organizational Change and Development - - - Understanding Organizations, Leadership and Management - - - Understanding Organizational Performance Management - - - Systems Thinking Professionalism of Practitioners Focused on Organizational Change and Development - - - About the Field of Organization Development (OD) - - - Understanding Yourself as an Instrument of Change - - - Consulting -- Professionalism and Ethics
Approaches and Methods for Managing Change Overview of Change Management - - - Clearing Up the Language About Organizational Change and Development - - - An Orientation to Change Management - - - Specific Types of Organizational Change - - - Key Roles During Change Management - - - An Example Philosophy and Some Various Perspectives and Models From Which to Manage Change - - - Miscellaneous Perspectives on Organizational Change Example of a Planned, Systemic Change Process -- Action Research - - - Phase 1: Clarifying Expectations and Roles, Assessing Readiness, RFPs, Contracts and Getting Buy-In - - - Phase 2: Joint Discovery and Feedback to Identify Priorities for Change - - - Phase 3: Joint Planning of Organizational Development Activities to Address Priorities - - - Phase 4: Change Management and Joint Evaluation Possible Organizational Development Activities ("Interventions") to Use in Change Management Processes - - - How People Choose Organizational Development Activities - - - Human Process Interventions (Group and Individual Human Relations) - - - Technostructural Interventions (Structures, Technologies, Positions, etc.) - - - Human Resource Management Interventions (Individual and Group Performance Management) - - - Strategic Interventions (Organization and Its External Environment)
General Resources General Resources - - - Service Organizations Focused on Organizational Change and Development - - - Online Groups - - - Toolkits, Etc. - - - Bibliographies of Books About Change Management Also see Related Library Topics
Also See the Library's Blogs Related to Organizational Change In addition to the articles on this current page, see the following blogs which have posts related to Organizational Change. Scan down the blog's page to see various posts. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog. Library's Consulting and Organizational Development Blog Library's Leadership Blog Library's Supervision Blog
FOUNDATIONS FOR MANAGING CHANGE IN ORGANIZATIONS Introduction Why Is It Critical for Leaders and Managers to Be Successful at Organizational Change? Because It's Their Job Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. That's why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management. Leaders and managers continually make efforts to accomplish successful and significant change -- it's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective. There are many schools with educational programs about organizations, business, leadership and management. Unfortunately, there still are not enough schools with programs about how to analyze organizations, identify critically important priorities to address (such as systemic problems or exciting visions for change) and then undertake successful and significant change to address those priorities. This Library topic aims to improve that situation.
Don't Do Change for the Sake of Change -- Do Change to Enhance Organizational Performance Organizational change is undertaken to improve the performance of the organization or a part of the organization, for example, a process or team. Therefore, it's very useful for the reader to scan the topic Organizational Performance in the Library, to get a basic sense of an overall framework to enhance the performance of an organization. Then return to this topic on organizational change to learn more about how to guide successful change within that framework.
Focus and Scope of This Library Topic The focus of this Library topic is on principles and practices to successfully accomplish significant change in organizations.Successful organizational change can be quite difficult to accomplish -- it can be like trying to change a person's habits. Fortunately, there is an increasing body of research, practice and tools from which we all can learn. A major goal of this Library topic is to make this body of information much more accessible to many -- to give the reader more clear perspective on overall organizational change and development, along with sufficient understanding to begin applying principles and practices for successful change in their roles and organizations. The following resources are not sufficient to guide a large, comprehensive and detailed organizational change effort -- that amount of resources comprises a significantly sized book -- and besides, there is no standard procedure for guiding change. However, the following resources might be sufficient to provide the reader at least a framework that takes him or her from which to begin guiding change in smaller efforts for organizational change -- and then to begin to learn more. There are many approaches to guiding change -- some planned, structured and explicit, while others are more organic, unfolding and implicit. Some approaches work from the future to the present, for example, involving visioning and then action planning about how to achieve that vision. Other approaches work from the present to the future, for example, identifying current priorities (issues and/or goals) and then action planning about to address those priorities (the action research approach is one example). Different people often have very different -- and strong -- opinions about how change should be conducted. Thus, it is likely that some will disagree with some of the content in this topic. That's what makes this topic so diverse, robust and vital for us all.
Broad Context for Organizational Change and Development Understanding Organizations, Leadership and Management To really understand organizational change and begin guiding successful change efforts, the change agent should have at least a broad understanding of the context of the change effort. This includes understanding the basic systems and structures in organizations, including their typical terms and roles. This requirement applies to the understanding of leadership and management of the organizations, as well. That is why graduate courses in business often initially include a course or some discussion on organizational theory. This topic includes several links to help you gain this broad understanding. The following links (broadly reviewed in the following order) might be helpful to establish some sense about organizations, and their leadership and management. Introduction to Organizations (to get a sense for the system, forms, roles and structures) Introduction to Leadership (to get a sense for what leadership is, its scope, and where it might fit during change) Introduction to Management (to get a sense about planning, organizing and controlling resources)
Understanding Organizational Performance Management Organizational change should not be conducted for the sake of change. Organizational change efforts should be geared to improve the performance of organizations and the people in those organizations. Therefore, it's useful to have some understanding of what is meant by "performance" and the various methods to manage performance in organizations. Basics of Performance Management Employee Performance Management Group Performance Management Organizational Performance Management It's also to have some sense of what it takes for an organization to be sustainable. See Organizational Sustainability
Systems Thinking The past few decades have seen an explosion in the number of very useful tools to help change agents to effectively explore, understand and communicate about organizations, as well as to guide successful change in those organizations. Tools from systems theory and systems thinking especially are a major breakthrough. Even if the change agent is not an expert about systems theory and thinking, even a basic understanding can cultivate an entire new way of working. The following link is to many well-organized resources about systems thinking and tools. Systems Thinking In that topic, the subtopic, Systems Thinking in Organizations, is particularly useful to understand.
Professionalism for Practitioners Focused on Organizational Change and Development About the Field of Organization Development (OD) The field of Organization Development is focused on improving the effectiveness of organizations and the people in those organizations. OD has a rich history of research and practice regarding change in organizations. Why not learn from that history? This topic includes links for the reader to get a basic understanding of the overall purpose of the field and also provides many resources from which to learn more. NOTE: This site distinguishes the difference between "organizational development" and 'Organization Development." The former phrase refers to the nature and scope of change in organizations, i.e., the change is to the entire organization or to a significant portion of the organization. The latter phrase refers to a field of well-trained people with expertise in guiding successful organizational development. About the Field of Organization Development (OD)
Understanding Yourself as an Instrument of Change Your nature and the way you choose to work has significant impact on your client's organization, whether you know it or not. You cannot separate yourself from your client's organization, as if you are some kind of detached observer. You quickly become part of your client's system -- the way the people and processes in the organization work with each other on a recurring basis. Thus, it is critical that you have a good understanding of yourself, including your biases (we all have them), how you manage feedback and conflict, how you like to make decisions and solve problems, how you naturally view organizations, your skills as a consultant, etc. The following articles will help you gain understanding of yourself, how you might prefer to work and how you actually work. Understanding Yourself as Instrument of Change (ends with a self-assessment)
Consulting -- Professionalism and Ethics Nowadays, with the complex challenges faced by organizations and the broad diversity of values, perspectives and opinions among the members of those organizations, it's vital that change agents work from a strong set of principles to ensure they operate in a highly effective and ethical manner. Before reviewing the resources listed below, do a quick can of the list of subtopics in the overall topic of Consulting to get a sense for the broad field of consulting, because people who work to guide and support organizational change are consultants. See All About Consulting Principles for Effective Consulting Ethical Consulting Boundaries for Consultants Multicultural Consulting Minimize Consulting Liabilities and Risk
Overview of Change Management Clearing Up the Language About Organizational Change and Development There are several phrases regarding organizational change and development that look and sound a lot alike, but have different meanings. As a result of the prominence of the topic, there seems to be increasingly different interpretations of some of these phrases, while others are used interchangeably. Without at least some sense of the differences between these phrases, communications about organizational change and development can be increasingly vague, confusing and frustrating. Cleaning Up the Language About Organizational Change and Development
An Orientation to Change Management The following links are to articles that together provide an increasingly comprehensive and detailed orientation to change management. Basic Overview of Organizational Change Biggest Mistakes in Managing Change Requirements for Successful Organizational Change Change Management 101
Specific Types of Organizational Change There are different overall types of organizational change, including planned versus unplanned, organization-wide versus change primarily to one part of the organization, incremental (slow, gradual change) versus transformational (radical, fundamental), etc.. Knowing which types of change you are doing helps all participants to retain scope and perspective during the many complexities and frequent frustrations during change. Read the following article to understand more about each type of change. Types of Organizational Change The following articles provide another perspective on types of change. The Three Shades of Change Coping With Type I Change Managing Type II Change
Key Roles During Change Management Successful change efforts often include several key roles, including the initiator, champion, change agent, sponsor and leaders. The following article describes each of these roles. Major Roles During Change and Capacity Building Organization-wide change in corporations should involve the Board of Directors. Whether their members are closely involved in the change or not, they should at least be aware of the change project and monitor if the results are being achieved or not. How to Make Sure the Board of Directors Participates in the Project for Change Benefits of Involving Boards in Projects for Change (Part 1 of 2) How to Ensure Board is Appropriately Involved in Projects for Change (Part 2 of 2) As the change agent, you might be performing different roles during the project. The following article might help you decide which role to perform. How to Know When to Facilitate, Train or Coach
Example of a Philosophy and Some Perspectives and Models From Which to Manage Change This section helps the reader to appreciate the diversity of ways that people can approach the management of change in organizations. Appreciative Inquiry -- Example of Overall Philosophy From Which to Manage Change Appreciative Inquiry is a recent and powerful breakthrough in organizational change and development. It's based on the philosophy that "problems" are often caused as much by our perception of them as problems as by other influencing factors. The philosophy has spawned a strong movement that, in turn, has generated an increasing number of models, tools and tips, most of which seem to build from the positive perceptions (visions, fantasies, wishes and stories) of those involved in the change effort. Appreciative Inquiry Various Perspectives From Which to Manage Change The following articles provide ways or perspectives from which to manage change. Four Change Management Strategies An Educational Process for Change and Improvement Efforts Various Models for Change Management There are numerous well-organized approaches (or models) from which to manage a change effort. Some of the approaches have been around for many years -- we just haven't thought of them as such. For example, many organizations undertake strategic planning. The implementation of strategic planning, when done in a systematic, cyclical and explicit approach, is strategic management. Strategic management is also one model for ensuring the success of a change effort. The following links provide more perspectives on approaches to managing change. (Note that, with the maturation of the field of OD, there are now more strong opinions about which are change management approaches and which are not -- there seems to be no standard interpretation yet.) Strategic Management (systematic, explicit implementation of a strategic plan) Plan Do Check Act (this approach also is quite common) Lewin's Freeze Phases McKinsey 7S Model Kotter 8-Step Model Bridge's Transition Model Embedding Adaptive Change Prosci ADKAR Many people would agree that traditional models of organizational performance management are also models for managing change. Examples of Organizational Performance Management Systems
Various Perspectives on Organizational Change There is now a vast array of highly reflective articles about the nature of change. Many of these articles focus primarily on the role of leaders during change. However, it's not likely that the reader can gain useful frameworks for change primarily from reading numerous reflective articles, so be sure to review at least some of the other articles in each subtopic in this overall Library topic. You can learn a lot about the overall design and approaches to change even by scanning how the subtopics are organized in this topic, as listed at the top of this page. Role of Change Agent Here We Are. Now What?: Tips for Change Agents in 2011 Change Agents: The Power Behind Effective Change Management Organization Change: Learning from the Best Reflections on Change Teaching the Caterpillar to Fly Reflections on Change Change Is Not Necessary? The Case for Change Management I Hate Change and So Do You Conserving Our Best During Change Factors of Change Seven Drivers Of Organizational Success Factors of Change Guidelines for Change Six Keys to Changing Almost Anything Top Down or Bottom Up Approaches to Change Managing Change More Effectively Implementing Successful & Sustainable Change Change Management and Employee Communication Strategies Four Ways to Increase the Urgency Needed for Change Change Model 3: John Kotter's 8 Steps of Leading Change 7 Dimensions: Principal Skills of Change Facilitators Change As Influence: How to Get the Attention of Deniers, Followers, Dreamers, and Leaders? 6 Lessons for Successful Change Implementation You Don't Need an Empire to Build Strength for Change Effective Communication: Getting Everyone On Board The Change Train Change Management: How to Avoid Resistance Part 1 Change Management: How to Avoid Resistance Part 2
Example of a Planned, Systemic Change Process -- Action Research A typical planned, systemic (and systematic) organizational development process often follows an overall action research approach (as described below). There are many variations of the action research approach, including by combining its various phases and/or splitting some into more phases. This section provides resources that are organized into one variation of the action research approach. Note that the more collaborative you are in working with members of the organization during the following process, the more likely the success of your overall change effort.
Phase 1: Start-Up -- Clarifying Expectations and Roles, Assessing Readiness, RFP and Contracts, Getting Buy-In This phase is sometimes called the "Contracting" and/or "Entry" phase. This phase is usually where the relationship between you (the initial change agent) and your client starts, whether you are an external or internal consultant. Experts assert that this phase is one of the most - if not the most - important phases in the organizational change process. Activities during this stage form the foundation for successful organizational change. The quality of how this phase is carried out usually is a strong indicator of how the project will go. Types of Clients (this helps answer the critical question: "Who is the current client?") Defining Project "Success" Assessing Client's Readiness for Change Whole Field Assessment And The Change Readiness Checklist Example of an Entry Conversation Between Consultant and Client Requests for Proposals, Proposals and Contracts Before You Can Get Buy-In, People Need to Feel the Problem Here are some useful skills for the change agent to have at this point in the process. Interviewing Listening Non-Verbal Communications Questioning Building Trust
Phase 2: Joint Discovery to Identify Priorities for Change The more collaborative the change agent is in working with members of the client's organization, the more likely that the change effort will be successful. Your client might not have the resources to fully participate in all aspects of this discovery activity -- the more participation they can muster, the better off your project will be. Whether you are an external or internal change agent in this project, you and your client will work together during this phase to understand more about the overall priority of the change effort and how you all can effectively address it. It might be a major problem in the organization or an exciting vision to achieve. Together, you will collect information, analyze it to identify findings and conclusions, and then make recommendations from that information. Sometimes the data-collection effort is very quick, for example, facilitating a large planning meeting. Other times, the effort is more extensive, for example, evaluating an entire organization and developing a complete plan for change. The nature of discovery also depends on the philosophy of the change agent and client. For example, subscribers to the philosophy of Appreciative Inquiry (referenced above) might conduct discovery, not by digging into the number and causes of problems in the organization, but by conducting interviews to discover the visions and wishes of people in the organization. Sometimes, people minimize the importance of - or altogether skip - this critical discovery phase, and start change management by articulating an ambitious and comprehensive vision for change. Many would argue that it is unethical to initiate a project for organizational change without fully examining (or discovering) the current situation in the client's organization. Focusing most of the change efforts on achieving a robust vision, without at least some careful discovery, often can be harmful to your client's organization because your project can end up dealing with symptoms of any current issues, rather than the root causes. Also, the project could end up pushing an exciting vision that, while initially inspiring and motivating to many, could be completely unrealistic to achieve -especially if the organization already has many current, major issues to address. Therefore, when working to guide change in an organization that already is facing several significant issues, you are usually better off to start from where your client is at -- that usually means conducting an effective discovery to identify priorities for change. Preparation -- Establishing a Project Team One of the most powerful means to cultivate collaboration is by working with a project team. Besides, no change agent sees all aspects of the situation in the organization -- team members help to see more of those various aspects. Establish the Project Team Team Building Joint Planning and Conducting Data Collection Basic Research Methods (planning, selecting, methods, etc., to collect data about performance) Designing Assessment and Evaluation Tools (to evaluate during and at end of project) Diagnostic Models (these sometimes suggest what data to collect) Organizational Assessments (tools to assess current performance) Selecting from Among Publicly Available Assessments Some Common Types of Data to Collect Some Sources of Data and Methods to Collect that Data Joint Analysis of Research Results Analyzing, Interpreting and Reporting Results Diagnostic Models (these can guide the overall analysis and also suggest findings) Systems Thinking (see recognize overall patterns, cycles, themes in the data) Critical Thinking (for more robust analysis of data) Problem Solving (for means to make conclusions, etc., from data) Maximum Performance -- Different Things to Different People Joint Generation of Findings and Conclusions Decision Making (to make final recommendations) Some Types of Issues Reported, or Found from Data, in Nonprofits Some Types of Issues Reported, or Found from Data, in For-Profits Writing Reports Communications (Writing Research Findings and Recommendations) Joint Sharing of Findings and Recommendations in Client's Organization Meeting Management (if recommendations shared in a meeting) Group Facilitation Presenting Sharing Feedback Managing Group Conflict Handling Difficult People Negotiating
Phase 3: Joint Planning of Organizational Development Activities to Address Priorities In the previous phase about discovery, you and your client conducted research, discovered various priorities that needed attention, generated recommendations to address those priorities, and shared your information with others, for example, in a feedback meeting. Part of that meeting included discussions - and, hopefully, decisions - about the overall mutual recommendations that your client should follow to in order address the priorities that were identified by you and your client during your discovery. This phase is focused on further clarifying those recommendations, along with developing them into various action plans. The various plans are sometimes integrated into an overall change management plan. Thus, the early activities in this phase often overlap with, and are a continuation of, the activities near the end of the earlier discovery phase. This is true whether you are an external or internal consultant. Action plans together can now provide a clear and realistic vision for change. They provide the "roadmap" for managing the transition from the present state to the desired future state. Development of the various action plans is often an enlightening experience for your client as members of their organization begin to realize a more systematic approach to their planning and day-today activities. As with other activities during change management, plans can vary widely in how they are developed. Some plans are very comprehensive and systematic (often the best form used for successful change). Others are comprised of diverse sections that are expected to somehow integrate with each other. Subscribers to the philosophy of Appreciative Inquiry (referenced above) might do planning by building on past positive outcomes and on the strengths of members of the organization. Selecting Organizational Development Activities to Address the Findings from Discovery NOTE: A following section in this topic, Possible Organizational Development Activities ("Interventions") to Use in Change Management Activities, includes many other examples of activities (or "interventions") for organizational change and development. During this phase, you might select one or more of those activities from that section, as well. Some Types of Capacity Building in For-Profit Organizations (and how clients choose them) Some Types of Capacity Building in Nonprofit Organizations (and how clients choose them) Joint Development of Action Plans Basic Guidelines to Successful Planning Visioning (in context of strategic planning, but applies to change management, too) Setting Goals Action Planning Joint Development of Evaluation Plans Basic Guide to Program Evaluation (is also relevant to projects -- use to develop evaluation plans) Joint Development of Learning Plans Complete Guidelines to Design Your Training Plan (to capture the learnings during the project)
Phase 4: Change Management and Joint Evaluation During this phase, emphasis is on sustaining and evaluating the change effort, including by addressing resistance that arises from members of the organization -- and sometimes in the change agent, as well. Client's Ongoing Communication of Action Plans Basics of Writing and Communicating Plans (in context of strategic planning, but applies to change management plans, too) Basics of Internal Organizational Communications (to communicate the actions plans) Client's Implementation of Action Plans Project Management (to manage implementation of the action plans) Basics of Monitoring, Evaluating and Deviating from Plan (in context of strategic planning, but applies to change management plans, too) Client and Change Agent Maintain Momentum During Change Motivating Others (e.g., to implement the changes and action plans) Coaching (e.g., to clarify and achieve goals, and learn at the same time) Delegating (e.g., for leaders and supervisors to ensure action plans are implemented)? Dealing with resistance (scroll down to the section, "Resistance to change") Stress Management Joint Evaluation of Project Activities and Desired Results Evaluation occurs both to the quality of implementation of plans so far during the project and also regarding the extent of achievement of desired results from the project. Results might be whether certain indicators of success have been achieved, all issues have been addressed, a vision of success has been achieved, action plans have been implemented and/or leaders in the organization agree the project has been successful. Basic Guide to Program Evaluation (use to conduct evaluations during and at the end of the project) As part of the final evaluation, you might redo some of the assessments that you used during the discovery phase in order to measure the difference made by the project. Also see Evaluation (in Training and Development) If the Project Gets Stuck During this phase, if the implementation of the plans gets stalled for a long time, for example, many months, then you might cycle back to an earlier phase in the process in order to update and restart the change management project. Projects can get stuck for a variety of reasons, e.g., if the overall situation changes (there suddenly are new and other priorities in the client's organization), people succumb to burnout, key people leave the organization, the relationship between the consultant and client changes, or people refuse to implement action plans. Project Termination (Many times, this activity is defined as a separate phase in the project plan.) These activities are very important to address, even if all participants agree that the project has been successful and no further activities are needed. Project termination activities recognize key learnings from the project, acknowledge the client's development, and identify next steps for you and your client. They also help to avoid "project creep" where the project never ends because the requirements for success keep expanding.
Possible Organizational Development Activities ("Interventions") to Use in Change Management Processes The field of Organization Development uses a variety of processes, approaches, methods, techniques, applications, etc., (these are often termed "interventions") to address organizational issues and goals in order to increase performance. The following partial list of interventions is organized generally in the order presented by Cummings and Worley in their "Organization Development and Change" (West Publishing, 1993). The following types of interventions are often highly integrated with each other during a project for change.
How People Choose Organizational Development Activities There are no standard activities that always successfully address certain types of issues in organizations. Many times, the success of a project lies not with having selected the perfect choice of activities, but rather with how honest and participative people were during the project, how much they learned and how open they were to changing their plans for change. However, there are some basic considerations that most people make when selecting from among the many choices for organizational development, or capacity building, activities. Considerations include: 1. First, does the change-management method (if one was used) suggest what organizational development activities to use now, for example, the method of strategic management might suggest that a SWOT analysis be done, strategic goals be established along with action plans for each goal, and then implementation of the action plans be closely monitored. 2. Is the activity most likely to address the findings from the discovery, that is, to solve the problems or achieve the goals? To find out, review any research about use of the activity, discuss the potential outcomes with experts and also with members of the organization. Consider posing your questions in online groups of experts about change. 3. Does the nature of the activity match the culture of the organization? The best way to find out is to discuss the activity with members of the organization. 4. Does the change agent and key members of the organization have the ability to conduct the activity? For example, technostructural and strategic interventions sometimes require technical skills that are not common to many people. 5. Does the activity require more time to conduct than the time available in which to address the problem or goal? For example, a cash crisis requires immediate attention, so while a comprehensive strategic planning process might ultimately be useful, the four to five months to do that planning is impractical. 6. Does the client's organization have the resources that are necessary to conduct the activity, considering resources such as funding, attention and time from people and facilities. The following article provides another set of considerations. Four Change Management Strategies (scroll to near the bottom of the article) Management for You: Interventions for Change Before you and your client select types of interventions for the project, be aware of your strong biases about how you view organizations. Without recognizing those biases, you might favor certain types of interventions primarily because those are the only ones you can readily see and understand, even if other types of interventions might be much more effective in your project. Understand the Preferred Lens Through Which You View Organizations
Human Process Interventions (Group and Individual Human Relations) With today's strong emphasis on humanistic values, the following interventions are getting a great deal of attention and emphasis during efforts for change. They focus on helping members of the organization to enhance themselves, each other and the ways in which they work together in order to enhance their overall organization. Although the types of interventions selected for a project depend on a variety of considerations and the interventions in a project often are highly integrated with each other, the following human process interventions might be particularly helpful during change projects in organizations where there is some combination of the following: many new employees, different cultures working together, many complaints among organizational members, many conflicts, low morale, high turnover, ineffective teams, etc. Guiding Individuals Coaching Counseling Delegating Leading Morale (Boosting) Mentoring Motivating Group-Based Conflict Management Dialoguing Group Facilitation Group Learning Self-Directed Work Teams Large-Scale Interventions Team Building Virtual Teams
Technostructural Interventions (Structures, Technologies, Positions, etc.) The following are examples of activities that focus on improving the performance of organizations primarily by modifying structures, technologies, operations, procedures and roles/positions in the organization. Although the types of interventions selected for a project depend on a variety of considerations and the interventions in a project often are highly integrated with each other, the following technostructural interventions might be particularly helpful in the following kinds of situations: rapid growth but few internal systems to sustain that growth, much confusion about roles, a new major technology or process has been introduced, many complaints from customers, etc. These interventions might also be useful in new organizations where internal operational systems must be developed and implemented. Balanced Scorecard Business Process Re-Engineering Downsizing and Outplacing ISO9000 Management by Objectives Organizing Staff Organizing Tasks, Jobs and Roles Six Sigma Total Quality Management Six Overlooked Keys to Organizational Alignment Strategy First ... Then Structure Basic Principles of Organizational Design (Part 1 of 2) Basic Principles of Organizational Design (Part 2 of 2) A Strategic Nonprofit Reorganization Plan The Importance of Organizational Design and Structure
Human Resource Management Interventions (Individual and Group Performance Management) The following activities aim to enhance overall organizational performance by improving the performance of individuals and groups within the organization. Performance is in regard to setting goals, monitoring progress to the goals, sharing feedback, reinforcing activities to achieve goals and dissuading those that don't. Performance also is in regard to developing employees, including by enhancing their overall sense of well-being. Although the types of interventions selected for a project depend on a variety of considerations and the interventions in a project often are highly integrated, the following human resource interventions might be particularly helpful in the following kinds of situations: new organizational goals have been established, a major new system or technology must be implemented in a timely fashion, many new employees, plans don't seem to get implemented, productivity is low, ineffective teams, etc. Employee Performance Management Establishing Performance Goals Performance Plans Observation and Feedback Evaluating Performance Rewarding Performance Recognizing Performance Problems ("Performance Gaps") Performance Improvement / Development Plans Staffing Firing Employees Employee Development Career Development Leadership Development Planning Management Development Planning Personal Development Personal Productivity Personal Wellness Supervisory Development Planning Training and Development Employee Wellness Programs Diversity Management Drugs in the Workplace Employee Assistance Programs Ergonomics: Safe Facilities in the Workplace HIV/AIDS in the Workplace Personal Wellness Preventing Violence in the Workplace Safety in the Workplace Spirituality in the Workplace
Strategic Interventions (Organization and Its External Environment) The following activities focus especially on the organization and its interactions with its external environment, and often involve changes to many aspects of the organization, including employees, groups, technologies, products and services, etc. Although the types of interventions selected for a project depend on a variety of considerations and the interventions in a project often are highly integrated, the following strategic interventions might be particularly helpful in the following kinds of situations: rapid changes in the external environment, rapid or stagnant sales, significantly increased competition, rapid expansion of markets, mergers and acquisitions, the need for quick and comprehensive change throughout the organization, etc. Business Planning Cultural Change Large-Scale Interventions Open Systems Planning Organizational Alliances Organizational Transformation Strategic Planning
General Resources Service Organizations Focused on Organizational Change and Development International Association of Facilitators International Society for Performance Improvement Institute for Cultural Affairs -- World-Wide Midwest Facilitators' Network National OD Network Regional OD networks Society for Human Resource Management
Online Groups Online groups
Toolkits, Etc. Change Management Resource Library Organizational Change Resources Change Management Toolbook Managing Change
Bibliographies of Books About Change Management Here's several lists of books about OD, some of them seminal and foundational books. Books about OD and organizational change.
Additional Library Resources in the Category of Organizational Change and Development Related Library Topics
Recommended Books Managing Organizational Change Growing Your Organization
Managing Organizational Change Field Guide to Consulting and Organizational Development by Carter McNamara, published by Authenticity Consulting, LLC. Provides complete, step-by-step guidelines to identify complex issues in for-profit or government organizations and successfully resolve each of them. This book is also helpful to organizations that are doing fine now, but want to evolve to the next level of performance. This is one of the truly comprehensive, yet practical, books about this complex subject! Includes online forms that can be downloaded. Many materials in this Library's topic about guiding change are adapted from this comprehensive book.
Field Guide to Consulting and Organizational Development With Nonprofits by Carter McNamara, published by Authenticity Consulting, LLC. Provides complete, step-by-step guidelines to identify complex issues in nonprofit organizations and successfully resolve each of them. This book is also helpful to organizations that are doing fine now, but want to evolve to the next level of performance. This is one of the truly comprehensive, yet practical, books about this complex subject! Includes online forms that can be downloaded. Many materials in this Library's topic about guiding change are adapted from this comprehensive book.
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Also See for For-Profits Strategic Planning -- Recommended Books Business Development -- Recommended books Financing Your Business -- Recommended Books Product Development -- Recommended books Planning and Project Management -- Recommended Books
Also See for Nonprofits Strategic Planning -- Recommended Books Social Entrepreneurship (Nonprofit) -- Recommended Books Capacity Building (Nonprofit) -- Recommended Books Fundraising -- Recommended Books Program Management -- Recommended Books Planning and Project Management -- Recommended Books Capacity Building (Nonprofit) -- Recommended Books
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*Simulation in Healthcare - http://www.ssih.org/News/Journal
*Clinical Simulation in Nursing - http://www.nursingsimulation.org/
Revision as of 08:53, 29 July 2017
- 1 About this site
- 2 Who are we? We go by many names .....
- 3 Professional Development
- 4 Development of the Profession
- 5 Resources
- 6 Become Involved!
About this site
Behind the Sim Curtain is a 100% volunteer-run project dedicated to the supporting the professional development of individual sim techs as well as fostering the development of the profession for all simulation operation specialists.
Who are we? We go by many names .....
Sim Tech,
- Simulation Technologist,
- Simulation Technology Specialist,
- Simulation Operation Specialist,
- Stage Manager of Medical Theater,
- Jack of all Trades ....
No matter what we are called, we are the people working behind the scenes to get the technology out of the way of the education.
Professional Development
INASCL Standards of Best Practice
From INASCL Standards of Best Practice
- Simulation Design
- Outcomes and Objectives
- Facilitation
- Debriefing
- Participant Evaluation
- Professional Integrity
- Simulation-Enhanced Interprofessional Education (Sim-IPE)
- And coming in fall 2017, a standard specifically for Simulation Operations !!!!
Professional Certification
The Society for Simulation in Healthcare has two types of certification, one for educators and one for simulation operation specialists. There is a fair bit of overlap between the positions, but also some differences in focus.
- Simulation Educators (CHSE) (basic and advanced)
- Simulation Operation Specialists (CHSOS).
From the examination blueprints, here are the domains of knowledge that are tested:
- Certification of Healthcare Simulation Educators (CHSE)
- Certification of Healthcare Simulation Operations Specialists (CHSOS)
Formal Education
- Certifications
- Associates*
- Bachelors*
- Post-Grad Certificate*
Leadership Development
Development of the Profession
Job Descriptions
The California Statewide Health Occupations Advisory Committee did a job analysis and created two DACUM job profiles:
- Simulation Program Coordinator - https://ca-hwi.org/public/uploads/pdfs/Simulation_Program_Coordinator.pdf
- Simulation Technology Specialist - https://ca-hwi.org/public/uploads/pdfs/Simulation_Program_Coordinator1.pdf
If you're a member of the Society for Simulation in Healthcare, there are some job descriptions in the Resources Library http://www.ssih.org/SSIH/SSIH/Resources/ResourceLibraries
If you're a member of SimGHOSTS, the Gathering of Healthcare Simulation Technology Specialists, there are some more job descriptions posted at http://www.simghosts.org/subscribers/documents/
Professional Organizations
- International Nursing Association for Clinical Simulation and Learning (INASCL) - http://www.inacsl.org
- Gathering of Healthcare Simulation Technology Specialists (SimGHOSTS)] - http://www.simghosts.org
- Society for Simulation in Healthcar (SSiH) - http://www.ssih.org
- Association of Standardized Patient Educators - http://www.aspeducators.org
Online Courses
- Teaching with Simulation Lessons (University of Washington) - https://collaborate.uw.edu/teaching-with-technology/simulation
- Training Guide Using Simulation for TeamSTEPPS - https://www.ahrq.gov/teamstepps/simulation/index.html
- Simulation in Healthcare Journal - http://www.ssih.org/News/Journal
- Clinical Simulation in Nursing - http://www.nursingsimulation.org/
- Healthcare Simulation: A Guide for Operation Specialists - http://www.powells.com/book/healthcare-simulation-9781118949412/72-4
Websites and Blogs
- Clinical Playground (Eric Baumann) - http://clinicalplayground.com
- Games and Simulation in Healthcare - http://healthcaregames.wisc.edu/
- Healthy Simulation (Lance Bailey) - http://www.healthysimulation.com
- Mobile Sim - http://mobilesim.wordpress.com/
- Open Source Sim - http://www.opensourcesim.org
- Patient Simulation - http://patientsimulation.co.uk
- SimLog http://blog.une.edu/simlab/
- (Jeff Taekman) http://blog.simsingularity.com/
Become Involved!
We use the the same software as Wikipedia (MediaWiki) and encourage everyone who works behind the sim curtain to become active members of this community-driven resources.
- To become a contributor, start by sending an email to email@example.com
- To learn more about how and why you should get involved, take a look at Leveraging Open Source Collaborative Content for Professional Development and Development of the Profession, a workshop we hope to be offering at IMSH in 2018.
This is the second version of Behind the Sim Curtain - the original website was created by Kam McCowan in 2007 to showcase a collection of tricks of the trade.
That content is still available online and is in the process of being moved to Open Source Sim http://www.opensourcesim.org , a website for creating and sharing ideas that make our lives easier!


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Finished this week:
Photo Corners pattern - Thanks for ll the fabulous support and enthusiasm about my newest pattern! You guys are the best :)
Camera strap for my new camera - Finished and putting to good use!
4x5 Weathervane blocks - and I'm working on finishing up a block tutorial to share with you all on Friday for this block!
Stash Trad block - all ready to send off to Lynne!
Still working on:
String Me Along block - Bree asked for a Polaroid-inspired block, using her tutorial, and so far, these little Polaroids are a lot of fun!!
New this week:
Mod Stitches block for Jeni - I just got Jeni's fabric in the mail and am looking forward to stitching up a little block for her!
Birthday pouch for Mom - My mother's birthday is coming up next month, and I'd really like to make a zippy pouch for her. She has always had a bottomless purse, so I figure a pouch might really come in handy...plus they're so fun to stitch up! I definitely want to do some kind of patchwork, but I'm awfully undecided at the moment, so I thought I'd pull a few fabrics that I think she'd like. She's a bit more traditional than I am, so I pulled these there beauties, which I think will be a fun combination for her (L-R: fabrics from Terrain, DS Quilts Picnic & Fairgrounds, and The Woodlands).


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$2.2 million project: Whitley, Allen County to meet regarding its county line intersection
COLUMBIA CITY — In the near future, Whitley County's Commissioners will be meeting with Allen County Commissioners to hear what they have to say about a possible road project — coinciding with the county line.The estimated $2.2 million project would move part of East CR 900 S., in Whitley County, to connect with Liberty Mills in Allen County."Those who want it will tell you the benefit is it's a dangerous intersection, and we need to cure that," said Whitley County Commissioner Don Amber.While Amber said the project is ideal, in his approximately 30 years as a paramedic for Whitley County EMS, he does not remember working an accident at that location."It will cost our county $101,000 and Allen County $340,000 to do it," said Amber. "We will listen to what Allen County has to say and make a decision based on what we think is best for the county."For a more in depth look at this story, see the Nov. 23 issue of The Post and Mail. Don't have a subscription? Call (260) 244-5153 or subscribe to our e-edition. For breaking news, sports updates and additional coverage, bookmark the homepage and find us on facebook.


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rodgersn necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 57 diseños de 14 diseñadores freelance.
goshared provides resources for people who are interested or involved in 'Asset Sharing'. 'Asset sharing' is where an item of high value (such as an aircraft, boat, property, land, motorhome, horse etc) is used by more than one person.
We are changing the name of our business, which provides resources for people who are interested or involved in 'asset sharing'. The current name is 'GetItWithMe' (http://www.getitwithme.com). The new name is 'goshared'. We will be using the name change as an opportunity to create a new brand identity for the website. We initially need a logo and a colour pallet to kick start that process.
After selecting the logo and colour pallet and agreeing on the identity, we will issue a subsequent brief to design the new templates for the site.
'Asset sharing' is where an item of high value (such as an aircraft, boat, property, land, motorhome, horse etc) is used by more than one person. It may be co-owned, or the owner may simply share the use (and often the costs) with others. Alternatively, use of that item may be purchased through a 'club', rental or 'fractional share' operation. We believe this trend towards sharing the use of items will grow as part of a wider cultural shift towards 'collaborative consumption' (see collaborativeconsumption.com).
We are developing our web based business to support people at every stage of the asset sharing process. There are three areas to the website:
* A marketplace that a) enables people to promote their groups and opportunities to share their assets and b) enables people to post details of what they are looking to share.
* A community area (which will evolve into social networking, social events and social activities focused on the theme of asset sharing).
* A secure web area for each asset sharing group, with an optional set of tools to help the group manage the arrangements conveniently and smoothly.
The intention is to keep the functionality that exists in current site, while re-branding it under the new 'goshared' identity.
Our primary target market is 40-55 years of age. We also want to attract a younger, up-coming market of 30-40 year olds, whom we hope to encourage into asset sharing and into using our online resources. We also still need to accommodate current asset sharers in the 50-60 age group.
In all cases, the customers tend to be intelligent, mature-minded, rational thinkers, who are seeking access to a particular kind of asset or lifestyle experience;
* to get more enjoyment/ excitement in life, and/or;
* as symbol of their success.
In most cases, they are using 'spare' disposable income after meeting their other financial commitments. They therefore tend to be employed/self-employed and time-poor. For an insight into our customer base, browse the marketplace: http://www.getitwithme.com/uk/search?q=&ga=1
The logo should be clean and easily identifiable to support brand recognition. We have no preference as to whether the name is included as part of the logo or not; we'll leave this up to you and your creativity skills. We also have no preferences on the colour pallet either.
We have intentionally left the structured part of the 99 Designs form as nutural, so please ignore those sections and focus just on this brief.
Using the existing getitwithme.com site as a benchmark, the header may remain a similar size in the new site, so the logo will have to work within this space (e.g. landscape.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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Social media video creator for 7 days
Budżet $200-400 USD
I need a social media video creator that is able to create at least 1 post per day for social media platforms at around 15-30 seconds each.
It is for a video game so you will be provided with the required files to fulfill such. You will also be required to feature people in your video, for example grandpa, boy and even animals playing the game in order to give it a creative spin. For at least 70% of the video, the people must speak in english.
As the creator of content you will have to make product videos that are simple but captivating, without having to be professional but with potential to go viral in order to maximize page reach. You will be working for a total of 7 days.
You will not have to manage the pages though, as posts as we will be in charge of that.
6 freelancerów złożyło ofertę na kwotę $409 do tego projektu
Dear Client , We gone through project description We are Really intrested to do work with you , We are Web & Software development company having more than 8 year experience in Software development we totally commit Więcej
Hi, I am Jhuma moral Social Media Marketing expert. Expertness and honesty is my goal.I am doing all kind of social media [login to view URL] I have more experience on Facebook /Twitter/instagram /Pinterest /Youtub Więcej
Dear Hiring Personnel, Here is my profile link of my e lance if you have time you can take a look for more references [login to view URL] Spent 9,449 Hours and earned 183 jobs Mark as TOP Więcej


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Vintage Merlot Nail Polish
For those who want an alternative to
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water, water-miscible acrylic, polyurethane formers and thickeners, non-ionic soaps. May contain: ultramarine blue, carmine, mica, iron oxides, and/or titanium dioxide


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Our latest single parent sign-ups in Orkney...
Below you can find just a small selection of single parents who have just joined us.
How Does Perfect Parents dating Work?
Single parent dating is quite simple and works in a similar way to other dating websites, only service is tailored specifically for single mums and dads who may already have a family, who would liek to meet other people the same as themselves.
To get the ball rolling, simply join using the form above. Once you've done that, you'll be emailed an activation link, just give th link a click and you're all set. Now create your own parent dating profile, which doesn't bneed to be an essay, just a few words about yourself, what you enjoy, where you like to take the kids etc. Don't forget to add a smiley photo too. Happy photo's get 80% more attention. Don't worry, your email address and telephone number will be hidden from everybody else
Now you're all signed up, try using one of our search tools to find other members in your area, or even further afield if you prefer.
Once you find somebody you like the sound of, maybe send them a quick "Hello, what did you have for breakfast?" to break the ice. Or how about sending a wink, if you're a little shy.
Why not sign up now and give it a whirl?
Is Online Dating Right For Me?
We launched PerfectParents.co.uk was launched back in 2009, as there were no dating websites tailored for single parents who want to meet people like themselves in a safe and secure way.
When you join Perfect Parents you become a free member, allowing you to browse other member profiles, create your own dating profile for others to find. If you enjoy using the website and are ready to reply to messages you have received, you can upgrade to our premium service, taking advantage of one of our discounted packages.


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What is SmartMotor™
Not Just a Product ...
(Navigation buttons on the bottom right. To pause presentation, click on the bar.)
What makes the Animatics SmartMotor by far the most powerful Integrated Motor in the industry is its unique ability to control an entire machine. The SmartMotor is not just a product; it is a byproduct of an innovative design philosophy. The unsurpassed combination of programmability ease, networking capability, highly flexible and expandable I/O, and high power density servo performance is exactly what you should expect from the pioneer and recognized global leader of truly integrated motion control.
The Animatics SmartMotor is a complete, compact, and user-friendly integrated motion control system that actually meets the textbook definition of a robot. Our line of advanced rotary and linear motion control products feature the ability to perform multi-axis motion including stand-alone coordinated motion. While priced similarly to other integrated servos, the SmartMotor brings real-world additional savings to the machine builder by eradicating other expensive and complicated elements in the machine such as PLCs, sensors, I/O Blocks, and control cabinets. Additional axes can be easily added in the field, bringing additional processing power, but without parallel growth of existing cabinet size.
This simplicity and ease of use goes beyond just "compactness;" it results in overall reduced machine development time (shortening time-to-market), lower total machine cost, greater field reliability, and simplified machine design and build time, eliminating heavy procurement and support activities.
Animatics SmartMotor is by far the most powerful Integrated Motor in the industry because of its unique ability to control an entire machine.Will your new machine design be rooted in old 1978 PLC technology or will you take advantage of advanced Animatics SmartTechnology™ to gain a dramatic savings in time and money that will put you miles ahead of your competition? New technology results from new, innovative approaches after careful study of the weaknesses and limitations of prior methods and technology. SmartTechnology enables you to be miles ahead of your competition in terms of time to market and cost savings.By far the greatest benefit of using the SmartMotor is that it lets you trump your competition by getting a dominant product to market weeks or potentially months sooner. Let our global network of factory-trained Automation Solution Providers show you how.
Video Presentation
|SmartMotor Class 5 Product Intro and Connectivity Overview
|SmartMotor IP65 Connection Video
|SmartMotor Motion Profiles
|SmartMotor Advanced Motion Profiles


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This problem is exactly the same type of problem as described for a graphic turning up in a TOC. That is, the user accidentally applied a Heading 1, 2, or 3 style to a blank line. This event can happen frequently when you are trying to add a page break for a new section.
Fixing the Problem
- Click the blank line in the TOC. Your cursor will move to the location of the blank line because each entry in an electronic TOC is an internal link for the document.
- Look to see what style was applied to the empty line. If it was a Heading 1, 2, or 3, this line is the source of your problem.
- Apply another style to the empty line...anything other than a Heading 1, 2, or 3 style.
- Check the next line, which is most likely a title line you need to be a Heading 1, 2, or 3 style and might not still be a Heading 1, 2, or 3 style anymore. If the style shifted, you'll need to reapply the heading style. You might need fuss with the paragraph returns to get the styles properly applied. You are again looking at the super secret hidden codes.


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Vivian J. Licari, 86, Wabash, died at 8:45 p.m., Tuesday, Nov. 19, at Bickford Cottage in Wabash. She was born Dec. 12, 1926 in Brooklyn, N.Y. to Joseph and Josephine (Naso) Alaimo.
Vivian married Anthony Licari in New York on April 21, 1951; he died March 3, 2008. She retired from Contemp Processing in New York. Vivian was a longtime resident of Middle Village, N.Y. and Fort Myers, Fla. She has been a resident of Wabash since 2008.
She is survived by two sons, William (Trisha) Licari, Wabash, and Robert Licari, Middle Village, N.Y.; six grandchildren, Julie Licari and Natalie Licari, both of Fort Wayne, Abby (Josh) Atkins and Emily Booth, both of Wabash, Brian DeLuca and Mark DeLuca, both of Queens, N.Y., two great-grandchildren, Isabella Rose Coleman, Fort Wayne, and Carter Reese Atkins, Wabash. She was preceded in death by her parents, four brothers, and daughter-in-law, Linda Licari.
Funeral services will be 3 p.m. Sunday, Nov. 24 at Grandstaff-Hentgen Funeral Service, 1241 Manchester Avenue, Wabash, with David Phillips officiating. Friends may call 1-3 p.m. Sunday, at the funeral home. A Mass of Christian Burial will be held at St. Margaret's Catholic Church, Middle Village, N.Y., later next week, with calling at Hess-Miller Funeral Home. Burial will be in St. John's Cemetery, Middle Village, N.Y.
Preferred memorial is Bickford Cottage, Wabash.
The memorial guest book for Vivian may be signed at www.grandstaff-hentgen.com.


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By Shawn Langlois
Good morning.
The Fed throws us a wicked knuckle-curve yesterday, and all we're left with is a flat market? Understandably, confusion is running high as we head into a trading session that's shaping up for an aimless start.
Pimco CEO Mohamed El-Erian likens investor reaction so far to that of a patient "when confronted with news of a new drug that is yet to go through clinical testing." And gold bugs are equally flummoxed as they try to read into the price action of their precious investment, which is teetering precariously around $1,700 an ounce.
There's no shortage of questions surrounding Warren Buffett's buyback move, either, not the least of which being: Who's doing the selling and is Buffett helping said shareholder ahead of potential tax hikes?
Key market gauges: Gold futures /quotes/zigman/4331913 GCG3 are down more than 1% since Wednesday's close, dipping below the key $1,700 level after initially spiking on word of the Fed's expanded monetary stimulus.
Read why QB Asset Management (h/t Zero Hedge) says it's time to "sit back and watch policy makers and media talk back and forth to each other about fiscal theory while real economies atrophy." In other words, it's time to buy gold.
Futures on the Dow /quotes/zigman/8750714 DJZ2 and the S&P are slightly lower, following a mostly weak session for European markets. The Nikkei /quotes/zigman/5986735 JP:100000018 was a highlight early, tacking on 7%. Read: Japan stocks hit 8-month high.
The economy: Three notable indicators hit at 8:30 a.m. Eastern, including retail sales, weekly jobless claims and producer prices. The first one is the most closely watched, as Wall Street and investors key in on whether spending, a crucial driver of economic growth, is getting any weaker. Check out MarketWatch's Economic Report.
The buzz: Much like E.F. Hutton, when Warren Buffett talks, investors listen up. But what exactly is he saying this time? The billionaire caused a stir on Wednesday that's spilling over into today's dawn hours when he announced a $1.2 billion buyback at Berkshire Hathaway /quotes/zigman/219651 /quotes/nls/brk.a BRK.A . While Felix Salmon says the announcement feels "shambolic," The Motley Fool tell us that we'd "probably be wise to continue erring in his favor as opposed to against it."
Google /quotes/zigman/93888 /quotes/nls/goog GOOG is getting even more attention than usual after it announced it will change the way it handles searching for adult content. Read about the company's attempt at making "porn harder to find." Add to that the fact that a new-and-improved Google Maps is coming back to the iPhone. Wired.com says "Hallelujah!".
Other top-trending tickers include Huntington Bancshares /quotes/zigman/73472 /quotes/nls/hban HBAN , after being hit with a downgrage, and Wells Fargo /quotes/zigman/239557 /quotes/nls/wfc WFC , which some on StockTwits see as setting up for a technical move north.
Among the big gainers in premarket action, shares of Best Buy /quotes/zigman/219712 /quotes/nls/bby BBY are up 13% after reports that founder Richard Schulze is moving to make a fully-financed offer to buy the struggling electronics retailer.
The chart of the day: The Fed, with its new approach to targeting a specific unemployment rate, is projecting the "middle of 2015" for an end to its zero-rate policy. This chart from Credit Suisse, pointed out by this post on the Sober Look blog, suggests the 6.5% unemployment number will be reached much sooner than that.
Cal Berkeley professor Robert Reich explains why the whole plan simply won't work, though it's no fault of Ben Bernanke and the Fed because, hey, they're doing what they can. "The failure is in the rest of the government — at both the federal and state levels — still dominated by deficit hawks, supply-siders, and witting and unwitting lackeys of big corporations and the wealthy," he wrote in this blog post.
The call of the day: Franklin Templeton's Mark Mobius is backing his steadfast view that China will continue to fly. "It looks as if a hard landing was avoided in 2012," he tweeted. He lays out all the factors that will be "stoking the engines of growth for some time to come," in his blog post.
Random reads: The Whale, Facebook /quotes/zigman/9962609 /quotes/nls/fb FB , going long Romney and the rest of Wall Street's worst trades in 2012, courtesy of Quartz.
Jeff Immelt says: "State-run communism may not be your cup of tea, but their government works." Read about what else the chairman of both GE /quotes/zigman/227468 /quotes/nls/ge GE and Obama's job council has to say in this story from The Daily Caller.
The 12 bottles of Christmas, a booze-filled holiday tour, courtesy of Charles Passy.
All things Gerber-related, Xango Juice distributorships and five more of Chuck Jaffe's "favorite" stupid investment picks.
Enabling suspiciously high returns: Is Stephen Cohen the Michael Jordan of investing or Lance Armstrong? As long as the assets keep growing, who cares, right? The money just keeps flowing in. Read: ProPublica's The Trade.
Need to Know starts early and is updated as needed until the opening bell, but sign up here to get it delivered once to your e-mail box. Be sure to check the Need to Know item. The e-mailed version will be sent out at approximately 8:45 a.m. Eastern. Follow @slangwise on Twitter.


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One or maybe two times per week I ride the 42 miles from home to work with SF2G, a group of long-distance bike commuters which began with Google employees but has branched out to employees of other high-tech companies on the San Francisco Bay peninsula. Really there's no way I would be able to tolerate my commute if I had to take the train back and forth five days per week (or drive even one day per week). And the nice thing about riding is after a good ride in I feel fantastic: full of energy and alert all day. It's great; if it wasn't that riding got me into work on the latish side, around 9:30 am, I'd do it more.
John Murphy's been an SF2G regular for longer than I have. This year he's had the audacity to ask three candidates for San Francisco mayor to join us at the start of the ride, typically 6:30 am in Ritual Roasters on Valencia Street. San Francisco is a city of around 800 thousand people; surely mayoral candidates have better things to do with their mornings than meet with 30 or so tech-heads. We're so lost in the noise it's a joke to even think they'd get up so early to show up in a Mission coffee house and ride their bikes directly opposite the direction to their work. John's obviously insane.
But the insane thing is that all three candidates he asked: John Avalos, Dennis Herrera, and finally David Chiu agreed. I unfortunately couldn't make Avalos and Herrera, but there was no way I was going to miss Chiu. And I didn't.
David Chiu is very cool because he doesn't own a car. He gets around the city by bus, by car share, and most of all by bike. That shared experience establishes a certain bond: a feeling of common perspective which gives the hope that things which are important to me will also be important to him. The car fosters a social view which is very self-obsessed, the "through the windshield" view where one is surrounded not by people but by machines, machines which are threatening your life, property, and mobility. They are machines which even hostile to you and should be feared, hated, and defeated. On the other hand when cyclists encounter each other there's no shell, no engine, There may still be competition but without hatred. There's still the threat from cars, but it's a shared threat, us against them, rather than us against each other. Cycling is a much, much more human mode of transport.
I got to Ritual right on time. As is customary with the ride, I brought my bike inside, greeted the early arrivals, and sat down. No David Chiu yet. Another David, a ride regular who works at Oracle near the half-way point of my commute, was commenting that there didn't seem to be any real issues in this campaign. No issues? I launched into a long speech about what I thought there were issues which were absolutely critical to the future of the city, namely the unsustainable increase in the size of city government (3% of those who live here work for the city, and once someone is hired it is very difficult to fire them), not to mention the transportation issues which affected each of us.
This rant was interrupted by the announcement that Mr. Chiu had arrived.
And there he was. He was clearly the best dressed one of those present, whose number had grown substantially since I'd sit down. The place was packed. There was some hesistation as Chiu wasn't sure what the plan was, but John told him there was no plan and David could just do what he wanted. So David presented a brief discussion of his philosophy, then invited questions.
Chiu addresses some of the crowd (more arrived later). Scott Crosby photo
Public transit was a popular target, in particular MUNI which runs the bus and intra-city rail service in San Francisco. MUNI is a mess, with a terrible on-time record, buses simply not going out when mechanical problems or driver absenteeism (around 15%, more or less) gets in the way, convoluted routes, and lumbering vehicles which are lucky to average faster than a moderate jogging pace across the city. San Francisco has clearly worse public transit than any city of its size or greater on the East coast, and probably worse than any city of its size or greater outside the United States. It's just terrible.
But Chiu understands that and while every candidate claims to put a priority on MUNI reform, Chiu seems to sincerely care about the matter. After all, he uses the bus himself. It's in his own self-interest.
At 7 sharp, a member of our crew announced it was time to leave. So we unstacked our bikes, headed outside, and rode off in the dim twilight.
Riding on his girlfriend's bike (his had been vandalized). Scott Crosby photo
John led the way. Normally SF2G takes one of two routes when riding along the flatter "Bayway" route. The traditional route is over Bernal Heights via the "Cortland Hurl", a short moderately steep climb typically taken at a caffeinated pace. The other route is the "express" route from Potrero Ave to Bayshore. This involves a wild ride through a pothole-strewn interchange with traffic merging from the right via a high-speed off-ramp. It's not for the timid.
But John wanted to take what should be the preferred route: Cesar Chavez to 3rd Street. It's also the most direct route to the 22nd Street Caltrain station. The sitting mayor, Ed Lee, had canned a community-agreed-upon plan to remove a vehicle lane from relatively uncongested Cesar Chaves to make room or bike lanes. Too much pressure from trucking companies seemed to be the reason, and given Lee's potentially shady record of alleged campaign contribution laundering, you can't help but wonder if there could have been something extra in the handshake which opened that meeting. Chavez is a mess. And John wanted to make sure Chiu saw that.
The ride was fun. Chiu rode well, and John and David Crosby, arguably the leader (if there's one) of the SF2G group, got in some quality discussion time. Most of the rest of us just hovered around, riding our bikes at the modest pace. David could have zipped along faster, I suspected. He seemed pretty comfortable.
Finally we reached 3rd Street, where our commute would take us south, while David's took him north. Everyone seemed in a good mood, as the ride had cracked our shells of cynicism about politicians, their motivations, and their sincerity. David certainly seemed like a good guy who wanted to do a good job for the city he lived in.


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By Stephen Black
Score Atlanta
Some rivalries were meant to be. It took a while, but Carrollton and Sandy Creek seem headed down that road. Despite being two of the top programs in Class AAA in recent years, the Trojans (5-2) and Patriots (7-0) have only faced each other three times in history. One of them was a hotly-contested state final in 2010 that Sandy Creek won 14-7.
Both programs have rich tradition and both have been regularly appeared deep in the playoffs. Chip Walker's program has won at least 11 games every year since 2008 while making the playoffs each year since 2001. Further west in Carrollton, Rayvan Teague's squad has won 10 or more games all but once in the past eight seasons while making the playoffs an astounding 24 times in a row.
As far as state titles, neither program is needy. Carrollton has won seven, the last coming in 1998. Sandy Creek captured state titles in 2009 and 2010. It is safe to say that these two programs will have something to say about who wins state gold in AAAA this season as well.
Under Teague, Carrollton has run the ball and run it well. The Trojans are averaging 265.9 yards per game through seven contests this season. Meanwhile, opponents have only been able to run for an average of 109.9 yards per game. Carrollton outscores its opponents 42-16.7.
However, Carrollton does shy away from tossing the pigskin around the ballpark. Trojans quarterback Will Hesterlee has thrown just 39 passes this season, completing 16 of them for 276 yards and four scores. Meanwhile, Carrollton boasts five rushers with more than 100 yards on the ground this year. Leading the way is Trey Chivers with 641 yards and eight touchdowns.
Sandy Creek has a few players highly sought after by SEC programs. Junior wide receiver Demarre Kitt was a Georgia commitment until recently while senor defensive back Shaquille Wiggins is still with the Dawgs. Senior offensive lineman Alan Knott is committed to South Carolina.
Like Carrolllton, Walker's club prefers to run the ball, but quarterback Cole Garvin will try to hook up with Kitt in the passing game. In a 42-6 shellacking of Alexander on Oct. 19, Garvin completed six passes to Kitt, including one for a touchdown. Rushers Eric Swinney and Delvin Weems each ran for touchdowns in the rout.
Coverage begins on GPB-TV at 7:30 p.m. Kickoff is slated for 8 p.m.


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Choose your Labor Day campground carefully
Labor Day weekend is a week away, and fires in the north state are dominating the news. Some fires remain active while firefighters are containing others.
Thousands of acres are blackened, most caused by Mother Nature's lightning shows.
The Chips fire near Lake Almanor, the Ponderosa fire near Manton in Tehama County and the Rush fire near Ravendale are still active. The Ramsey fire in Calaveras County, the Reading fire in Shasta County and the Wye fire that closed Highway 20 between Williams and the Clear Lake region are contained.
In all active fire regions, there are road closures and/or restrictions. Highway 70 in the Feather River Canyon is a prime example. In and around the Caribou region, the highway is one lane with a pilot vehicle taking motorists through. Your wait could be extensive.
There could be a great deal of smoke lingering. The smoke is so bad in our area along the east shore of Lake Almanor that we've postponed our latest trip.
A few campgrounds have been closed, and conditions may be terrible at others. Choose your area carefully.
Fire restrictions: The state has suspended all burn permits. The only fires permitted now are in developed campsites. It's nice to sit around a campfire, just watching it burn, letting the kids roast weenies and marshmallows, making s'mores. Just keep it small.
Dove season to open
There is always a weather break before dove season opens, and it appears to have happened last week. The temperature dropped and rain fell. If it doesn't last too long and isn't too severe, it doesn't drive doves to more southern locales.
Dove season always opens Sept. 1, and it's an annual ritual for some shooters. This year, that date falls on a Saturday. Look for an increase in hunter traffic in the field.
Dove hunting is one of the least intensive hunts. Usually, it's a short hike on the edge of a field, near water, with a couple boxes of 8's, and you're essentially set.
With the very real threat of mosquitoes bearing the West Nile Virus, a necessary addition to your gear should be mosquito repellant. Mosquitoes are more active in the early morning and late afternoon. They usually disappear when the sun warms the air.
Dove habits are predictable. Early in the morning, they leave their roosts and head for water, then to available foods, then find a few grains of gravel to process the ingested seeds and then back to the roost.
As a rule, too, until the lead really starts flying, their flight patterns are pretty well predictable, so if you've done a little scouting, you'll have discovered their paths and can position yourself within a close proximity.
If not, it just means you'll have to make some physical adjustments in the field.
Shooting hours are one-half hour before sunrise to sunset, and gunning is best in the early morning and late afternoon. Mourning dove limits are the traditional 10 birds per day and 20 in possession. The first half of the season will end Sept. 15.
I've encountered wardens in the field, so be sure you have the current hunting license with the attached Upland Game Bird Hunting stamp.
If you de-feather your birds in the field, be sure to leave one wing feathered. White Winged dove aren't legal game in the north state, and if you do get checked by a warden, easy identification may be made.
Current fishing
A cool-down will bring out more anglers, but it will take a good storm out of the north instead of a tropical-warmth storm from the south to really bring down water temperatures, which are still too warm to make fishing near its best.
Local salmon: Fishing has been pretty good on the Sacramento River, as Chinooks trickle up. Hang any salmon-approved spinner off a spreader, drop anchor or slow troll and you could watch that rod double over as a king attacks it. No one area is red hot. Upriver from Garcia Bend has shown action, as has the American River from the mouth at Discovery Park to the Interstate 80 bridge.
Ocean salmon: Still not much for salmon in the Bodega Bay area, so they're hitting rock cod with success. The San Francisco Bay Area fleet, however, is hammering salmon off Muir Beach and around the Channel Buoys, which means salmon are schooling and staging for their run up the rivers. Fort Bragg has seen a sporadic salmon bite, but there's been nothing consistent all summer. On the plus front, boats are finding schools of albacore when the water conditions are good.
Camp Far West: The lake is dropping, but bass fishing remains decent. Split-shotting worms in Bear River and up in the dead-end area of Rock Creek have worked well. There are a bunch of bass in the two-pound class. Soak a chunk of anchovy or clams and you can pick up a nice stringer of catfish, some to five pounds.
Stumpy Meadows: The lake is scheduled for a trout plant by the Department of Fish and Game just before the holiday, so the action will improve. Fish are looking for cooler water, so look for the inlet area to provide some of the better action. As is the case at many lakes, the trout are coated in little white critters. They're cocopods, a type of leech. While they make fish look terrible, they're only on the outside. Scale the fish with something like a barbecue brush and they'll come right off. No effect on the meat of the fish at all.
New Melones: Most of the action is in the deeper water around the dam-spillway. Drop down as much as 75 feet and you can get into a good kokanee bite. No word on the kokes turning color or getting the big-hooked jaw, but it should happen soon, as spawning time is approaching for these landlocked salmon. Get into the action now.
Contact George deVilbiss at firstname.lastname@example.com.