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Siccome mastico una parola di inglese su tre non sono certo di concordare con tutti i passaggi di Pfaff, ma raccomando a tutti la lettura di questo articolo che rappresenta un'autentica lezione di intelligenza e di sapienza (Pfaff è ultra ottuagenario).
Economia, politica, cultura, storia e religione si intrecciano a descrivere le peripezie di ieri – fuor d'ogni incanto – e a preconizzare le stramberie di oggi.
Si parte dalle ipocrisie di Obama, si passa per il puritanesimo oppio dei popoli (non solo negativo), si va dai Lumi al nichilismo russo e rosso, si approda alla sprovvedutezza (del tutto negativa) dei contemporanei.
Finale bruciato via, senza neppur moralismi.
A mio avviso un articolo da guinnes. Non solo per lo stile.
Tax the poor and Reward the Rich
on 13-7-2011
Paris, July 12, 2011 – By far the strangest thing about the American debate concerning national economic policy, currently concentrated on whether a law lifting the present limit on the deficit will or will not be passed, is that it has been conducted without discussion of the largest item in the budget.
This is the aggregate cost of running military interventions of one or another kind in Afghanistan, Pakistan, Iraq, Libya, Somalia, and sundry other unhappy and unlucky sites in the non-western world, plus a global program of illegal individual assassinations by drones or dedicated military or civilian killer teams – all in democracy's name. Cut that, even merely its blatant excesses, and the budget problem would disappear.
Instead the congressional debate is ideological: superficially about national economic policy, but actually all but totally committed to the issue of what level of taxation the most wealthy and individually least numerous segment in the American population, its corporate leaders, heads of banks and private financial institutions, its hereditary rich and beneficiaries of market windfall gains, should be required to pay
The second most passionate subject of debate is how much the government will reduce the country's existing social security pension programs, for those individual Americans who throughout their lives have contributed to what they considered irrevocable contracts with their government, and the modest popular medical care programs that now exist for the middle classes, the old and the indigent. These are Medicare and Medicaid, plus the new health care program passed (barely) by the Barack Obama administration. These have all become "Entitlements" – a hateful word in the modern American political vocabulary.
The internal American debate may be said to be to decide how much to rob the poor, and by how much to enrich the rich.
Ours obviously are generations that bear no resemblance to those Americans who grew up with the Bible, a consolation to the poor, the only book in the house, and a preacher to shout hellfire to sinners on Sundays.
This national memory aside, it should be worth reflection that the western world was preoccupied with religion and its rewards, about sin and its punishments, until the European Enlightenment brought to Western Civilization the New Paganism, so called, and the New Reason. However the Old Greed remains part of our new age, still driving its economics and politics.
The Eighteenth and Nineteenth Centuries were revolutionary centuries, the overthrow of dynasties and aristocracies, and the other relics of feudalism. Those centuries included the bourgeois revolutions of 1848, Italian independence and unification, German unification under Bismarck, Hapsburg and Ottoman decline and Balkan unrest, Civil War in the United States — a war over slavery but also between industrial and agricultural economies. The national and popular revindication of the people destroyed the old order. Russia's serfs were emancipated in 1861, even before America slavery was ended.
The point of this gloss on history is that all of modern, post-Enlightenment history has primarily been driven by demands for political and economic justice. The difference between pre-Enlightenment and post-Enlightenment struggle has been that the human search for justice and equality was, in the religious civilization of the past, focused on virtue and its reward in heaven. After religion was undermined by the Enlightenment, human plans, doctrines, ideologies and struggle for justice was necessarily confined to temporal lifetime.
If there were no God, as the philosophers of the Enlightenment insisted, then human and social justice had to be sought in this world, and the rulers, aristocrats, the rich and privileged, who stood between ordinary people and justice, had to be destroyed. The aristocrats held responsible for the dynastic and imperialist wars of the period, and finally for the Great War itself in 1914-1918, had to be swept away.
That was what the French and other European revolutions were about. It is what socialism and then communism were about, initially in their idealistic and utopian versions, then in their bloodthirsty and nihilistic versions, in Leninist Russia and in "National Socialist" Germany, and then in Spain and even in impoverished and exploited China. People resorted to violence under leaders thrown up from the working and middle classes.
They were all, of course, idealistic and ideological when they began.
This is what brings me back to Washington in July 2011. Congressional Republicans and the Obama Democrats are locked in the most extreme conflict over social justice and the equality of citizens that the nation probably has experienced since the Civil War. They are at the same time mindlessly committed to what amounts to a kind of racial and religious war of America with Muslim civilization.
They seem ignorant, or indifferent, to what such irresponsibility has led to in the past.


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Lot 1060: Gold Pin/Pendant with Diamond
Jewelry and Luxury Gift Auction
by Alderfer Auction
December 7, 2016
Hatfield, PA, USALive Auction
Looking for the realized and estimated price?
Description: 14KY. 1 1/2 X 1 1/8" Crest/shield type design with floral motif has pin with locking c-clasp and invisible Rabbit ear slide bail. Features (1) 4.3 X 4.5mm mine-cut Diamond, (10) 2.1mm and (10) 1.8mm round Diamonds, approx. 1.0ctw. 10.2gtw.
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Pet Sitter in Spartanburg
I love pets and I love working with pets . I have 1 dog and 2 cats they are my best friend. l love to take them on walks and play with them all the time. I like to play with them. I won't to meet more pets so I am good with my pets so I will be good with your pets.
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4togamunchkins Review
I love this table, although there are few little things to point out. My first gripe was that it was damaged in shipping-- one side of the circular top was squished, which while this wasn't the fault of Overstock, the packaging could have been better. The mirror top insert was packaged beautifully and arrived unscathed, which is saying something, since the brass table must have taken a whopping fall to dent the side. I was able to lightly hammer the top back into an almost perfect circle. If you really, really look closely you can see where I fixed it, but it's so minor it's not worth returning. (And I'm a super picky person, lol!) The color of the antique brass is not as golden or brassy as in the photo. It is more of an olive-green antiqued brass, and very low lustre, almost a true matte finish. I actually like it and think it blends quietly into a living room this way... just be aware, if you're expecting a shinier, real-brass look. The table is VERY stable, VERY heavy and very well made. I love it, and am ordering a second one to go next to my husband's "man chair" to hold his martinis. I know he'll love it.
- Did the color match the color displayed onsite? Almost
- Please tell us about the quality of the product. Excellent quality, extremely stable and heavy
- How accurate was the sizing? perfect


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Chapter Eleven – Organizational Conflict
Understand a definition of conflict. Know the major types of conflict in organizations. Define intraorganizational conflict. Know the types of intraorganizational conflict. Define interorganizational conflict. Describe the stages of a conflict episode. Know conflict behaviors. Define conflict management. Describe process interventions and structural interventions. Understand the limits to conflict management and its application to criminal justice organizations. Understand the role of conflict in organizations.
A dynamic process in which two or more individuals in an organization interact in such as way as to produce "conflict episodes" that may or may not lead to hostile behaviors (Pondy, 1985). Pondy (1983) suggests four ways of understanding conflict in organizations. o Antecedent conditions – resource scarcity, policy differences, disagreement over outcomes. o Producing affective states in workers – stress, hostility, or anxiety. o Individual employee's cognitive states – the employee's awareness of the conflict. o The conflict behavior itself – passive resistance, outright confrontation, or aggressive behavior.
There are four general types of conflict within organizations. o Personal o Group o Intraorganizational (within the organization) o Interorganizational (outside the organization)
Exists within the individual. Usually caused by some form of cognitive conflict. Typically the result of failed expectations. Cognitive dissonance (Festinger, 1957) o Occurs when an employee cannot reconcile his own expectations with those of his superiors.
Occurs when individuals disagree or compete for resources. Resolution is essential to the survival of the group. May even enhance the group's effectiveness in the long run. Group conflict can be defined by its nature and scope. o Task conflict – conflict among group members about the content of the tasks being performed. o Relationship conflict – conflict caused by interpersonal incompatibility among members of the group. Task and relationship conflict may affect group cohesion, but the effects may vary.
Caused by the structural makeup and delegation of authority in an organization. Four major types o Vertical conflict – exists between workers at different levels in an organizational hierarchy. o Horizontal conflict – exhibited by units that are at the same hierarchical level in an organization. o Line-Staff conflict – apparent in public organizations, when staff personnel are used to augment and supplement the work of line managers. o Role conflict – occurs when an individual is not able to comprehend or accomplish assigned tasks.
Role conflict should not be confused with role ambiguity. o Role ambiguity occurs when a subordinate perceives that information about the required tasks of the job is unclear and inconsistent. o Role conflict occurs when a subordinate perceives incompatible expectations about how the tasks should be performed. Role conflict appears to be widespread and potentially problematic in criminal justice agencies.
Occurs when different organizations share a common purpose but disagree about how that purpose will be achieved. o Common form of conflict between components of the criminal justice system. o Best solved through improved communications between agencies. o Even when solved it can exist among individual actors within separate agencies.
Five stages of a dynamic conflict episode. o Latent conflict - occurs when the conditions that are the underlying sources of the conflict are present. o Perceived conflict – occurs when at least one of the two parties recognizes that a conflict situation exists. o Felt conflict – occurs when a party personalizes the conflict situation. o Manifest conflict – characterized by overt or covert behavior to bring out the conflict. o Conflict aftermath – may occur when the antecedent conditions of the conflict are not resolved satisfactorily.
Awareness of conflict behaviors helps us understand the role conflict plays in criminal justice organizations. Thomas (1985) proposed a two dimensional model each representing an individual's intention in a conflict situation. o Cooperativeness o Assertiveness
Different combinations of cooperativeness and assertiveness produce five distinct conflict behaviors. o Competing (assertive, uncooperative) –when one person places his or her concerns above those of the other person. o Accommodating (unassertive, cooperative) – satisfies the concerns of the other individual rather than one's own. o Avoiding (unassertive, uncooperative) – neglects both concerns. o Collaborating (assertive, cooperative) - attempts to satisfy the concerns of both parties. o Compromising (intermediate in both assertiveness and cooperativeness) - seeks the middle ground.
Thomas (1985) identifies two ways of dealing with conflict situations. o Process interventions – attempts to become directly involved in the ongoing sequence of events that resolve the conflict. Two types. o Structural interventions – attempts to alter the conditions in a organization that influence the direction of the conflict episodes. Two types. Each approach attempts to resolve conflict. Equally effective in intraorganizational and interorganizational conflict.
Consciousness-raising interventions – direct attempts (by supervisors) to change experiences that shape the parties' behaviors. Occurs in six stages. o Confrontation – each party assumes ill intent. o Truce – confrontation ended by a third party. o Collaboration – ill intent remains but work goes on. o Cooperation – common activities are completed. o Interdependence – both work to resolve conflict. o Integration – support for common good and growth.
Interaction management – when supervisors intervene directly in the conflict and suggest resolution and avoidance of future conflict. The organizational conditions that can be altered, by supervisors, during process interventions include. o Personal characteristics – personality conflicts. o Informal rules – used when necessary for resolution. o Constituent pressure – pressure from other groups. o Conflict of interest – incompatibility between parties. o Power and status – affects intensity of conflict. o Organizational policy – can resolve or initiate conflict.
Designed to reduce conflict by examining and altering the organizational preexisting conditions that promote conflict. o Selection and training interventions. (people) Screening procedures to find qualified people. Training to insure employees understand objectives. o Contextual-modification interventions. (situations) Change the context in which the parties interact. Aggressive leadership in policy development process.
Conflict resolution may be beyond the scope of the organizations involved. o Agencies may not have the authority to intervene in the conflict. o Agencies may not have the resources to resolve the conflict in the long term. Administrators must accept that sometimes they will not be able to handle a conflict situation. They might even make it worse. This does not, however, absolve the administrator from the responsibility to at least attempt a resolution.
Because compromise is not always possible, resolving conflict through goal attainment may not be likely in criminal justice organizations. Administrators must be aware of the consequences (e.g. loss of productivity) of unresolved conflict between competing groups. Conflict management must be economical of time and effort.
Conflict can be both beneficial and harmful. Beneficial conflict; o Improves system responsiveness, o Promotes change, or o Improves relationships. Harmful conflict; o Jeopardizes the functioning of the unit, or o Escalates to the point of violent confrontation.
Conflict is a dynamic process that affects workers differently. The major types of conflict are personal, group, intra- organizational and inter-organizational. The types of intra-organizational conflict are vertical, horizontal, line-staff and role. Inter-organizational conflict occurs when differing organizations sharing a common purpose but disagree on how that purpose will be achieved.
The stages of a conflict episode are latent, perceived, felt, manifest and aftermath. The types of conflict behaviors are competing, accommodating, avoiding, collaborating and compromising. There are two types of interventions in conflict management – process and structural. Conflict management in criminal justice agencies may be limited by competition, consequences and economics. Conflict within criminal justice organizations can be both beneficial and harmful.
The Chief of Police and District Attorney at are at odds with each other. The Chief of Police believes that the District Attorney is too quick to offer plea bargains to driving while intoxicated defendants, thereby reducing their sentences and the potential for increased penalties for subsequent offenses. The District Attorney argues that plea deals improve her efficiency, especially when dealing with "borderline" cases. Both parties have publically expressed their conflict in the local media.
What type of conflict is this? From the perspectives of both the Chief of Police and the District Attorney, what stage is this conflict in? Using Thomas' (1985) model, how would you classify these individuals' conflict behaviors? Which strategy (process or structural) would most likely resolve this conflict? What limitations exist (within the criminal justice system) that would impede a resolution of this conflict?
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Private In-Home and Online Algebra Tutoring in Mission Hills, CA
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How can a tutor assist you in conquering Algebra?
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Milan loves fashion
Last night at La Scala Letizia Moratti e Giovanni Terzi hosted the most important fashion designers
The program Milan Loves Fashion is about to
kick off, under the oversight of Milan's mayor Letizia
Moratti and the City councillor of Fashion, Design and Youth
Events, Giovanni Terzi. The initiative runs from
September 21st-28th and includes, among its
highlights, The Who's on Next fashion show on
Sunday the 26th in Piazza Duomo.
Milan Loves Fashion made its debut with a grand opening at the Scala Theater yesterday evening, Tuesday the 21st, at 8pm with a suggestive dance performance called Serata Forsythe, dedicated to the revolutionary New York choreographer born in 1949, with two new productions that were making their Scala debut: "Artifact Suite"- with music by Johann Sebastian Bach and Eva Crossman-Hecht- and the Quintett and Pas de deux "Herman Schmerman"- with music by Thom Willems. Dance superstar Roberto Bolle was masterful in his execution of the Pas de Deux by Herman Schmerman.
Among the many international guests in attendane, there were also the biggest names from Italian fashion: Roberta Armani, Ottavio and Rosita Missoni with their grandson Francesco, Ennio Capasa from Costume National with his wife, many members of the Ferragamo family, Francesca Versace, Alessandra Moschillo, Beatrice Trussardi, Franca Sozzani, Marta and Matteo Marzotto, Beppe Modenese and Mario Boselli, Ermanno Scervino, the design duo for Ferré, Aquilano and Rimondi, Luisa Beccaria with her husband Lucio Bonaccorsi and their beautiful daughters, Lucilla and Lucrezia.
Memebers of Milanese high society included Giangalezzo and Osanna Visconti di Modrone, Vittorio and Natalia di Collobiano, Domitilla Clavarino, Marta Brivio Sforza, Toni and Cecilia Rossi Colussi, Allegra Bossi Pucci, Warly Tomei Mantegazza, Nina Yashar, Francesco and Ilaria D'Urso. The glamorous audience was enthusiastic about the evening's performances.
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Is Wellbaby Specialist Cranial Osteopaths incorrect or missing key business information? Update your Hotfrog listing today.
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Hotfrog NewZealand provides information regarding Wellbaby Specialist Cranial Osteopaths in Auckland. Wellbaby Specialist Cranial Osteopaths is located at 31 Lincoln Road, Auckland Auckland 0610 and provides Healthcare services. Contact them on 09-838 0631 or by visiting them on their website http://www.wellwest.co.nz/wellbaby/.
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Hotfrog Philippines provides information regarding Metasystems in Mandaluyong Metro Manila. Metasystems is located at 2 Acacia Lane Corner Shaw Boulevard 4/F, Metasystems Building, Mandaluyong Metro Manila 1552 and provides philippines services. Contact them on (02) 534 2137 or by visiting them on their website http://metadev.com.
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text: ANNUAL MESSAGE TO THE BOARD OF SUPERVISORS OF THE CITY AND COUNTY OF SAN FRANCISCO 19V? NOV 2 1975 SAN FRANC ISCO PUBLIC LIBRARY SAN I : PUBLIC LIBRARY REFERENCE BOOK Not to be taken from the Library bocui I'll fmniK, 1 ^ Puauc l| b«arv 3 1223 90119 7187 :ent Digitized by the Internet Archive in 2012 with funding from California State Library Califa/LSTA Grant http://archive.org/details/annualmessagetob1947sanf SAN FRANCISCO OFFICE OF THE MAYOR J I torable Board of Supervisors Cj I and County of S~n Francisco, z: v- \: Francisco, 2, California. I, A ^ f «a-mci 3 co PUBLIC Llo- Gentlenen: The chr-rtcr provides that at the first meeting of your Honorable 3o-' ri fit in January, the Mayor shall submit his annua] message containing a genera] report on the City and County affairs of the preceding year, and recommending the adop- tion of such measures as he nay deem expedient end proper. At my request your Honorable Board submitted a charter amendment at last November's election changing the date for filing th 's annual nessaje fron your firLt mcctin;.; in January to your first neeting in October — thus con- raore closely tc the fiscal year. The voters approved this chrrter amend- ment, but as it has not yet been ratified by the Strte Legislature, I sh follow th>' present chsrter reouirenu-nts and submit ay -nnu' e now. However, I shall make it general in charpcter and touch only on what I deem is core impor- tant. This message will not include statistical data contained in ropcrts recently submitted by vprious departments — these re orts are in ray office files and open for inspection. CIVIL SSH7IC5 ??-0Crr 'JRZ . One observation deals with the subject of civil service, probably lost outstanding; example of the different relationship whi I reen management in private industry ana its employes, and city government and its civil servants. The problem of human relations ! . p s a tough one co solve to the satisfaction of all concerned, but in city business it is made -1- p«t!D . 75 39 SAN FRANCISCO PUBLIC LIBRARY more difficult, because th chsrt r • civil service requirements dc- nf nd fixed procedures which do nt i - privati 03 ration. The civil service system was, of course, set up to prevent the old spoils system, main accomplished that end; "out my impressions at the conclusion of my '■ rra m thrt the Civil Service Commission rules rnd procedures, as wcl! as verious rctions trken by y^j.r Honorrblt Bosrd, hrve oper' tec", more to advsnee the special interests of city employes than to protect the general interests of the city itself — its citiz - ns ■• ■■" ' • crs. The charter gives the Civil Service Commission broad v- rs to fix its own examination ru] ■? and qualific . For instance, th< Civil Service Com- mission err, if it so desireSj v. strict promotion? 1 examinations to a very limited field composed of thosi alr< • dy hoi ling city joes, or can, in certain cases, throw xsmination open to_pny resident of the city, whethei ' loved by the city or not. I hold the opinion thrt the >rimary objective of civil service is to recur' th best person possible for any given job, and therefore that : examinations should be th rule of the day instead of the exception. I urge thrt art r bi pmended to establish this principle. But aside fror. any charter changes, much greater efficiency in city overnra nt end -t less cost to the taxpayer can be obtained if Department Heads the Civil Service Commission and its staff would consult together more freely and frequently. There should be gr ater cooperation between the Civil Service Commission and other departments of City government thee, there has been in the past. If a Hew Tear's resolution were ado e ;' and really carried out — "to :::::: pas: ::rn:z::cis aiz: stabi i^esh" i t would help r lot. CKAP.T" ?r.SI3"l":.C hhS'h'CTIOhS Anoth r t Lti{ heel the procurement of the best person -2- for ?ny particular job is th chart r restriction; this provision (unl< ss waived by ruction of your Board) requires that all city employes must be nts of San Fra.ncisco for at lepst one year before they rre eligible for a. civil service job. Today, the Public Utilities Commission rione employes ^-07 persons whose work is of necessity performed in six counties outside of Sen Francisco — airport End ■■• t r partnent employes, end many of those engaged in the operation of our power tr-nsnission lines. (See Ap icndis A attached.) Others ?rc employed he offices of the Sheriff -no. H calth Director. (County Jr.il rnd rlr.csler Health Home - Sen Mateo County.) Cert i 1I5 in the case of these employes, there would a.ppear to be no valid reason for any residence restrictions, because most of then not only want, to live in the vicinity of their employment, but some cf the: are actually required to live there, rnd it is well from San Francisco's c s i&rsoint that these employes should become citizens of the county they reside in, and do their bit in building up i'ood relationships between San Francisco and the other counties v/c pay taxes to. And one other practical point: there is such a thing as ; housing short? :e -- all the more re; son why ^ _ u' ■ ploy s i * nearby counties should be urpged to find homes in the vicinity of their jobs. Therefore, I recommend a charter amend] to waive residence restrictions for city employes whose work is performed outside of San Fra.ncisco». And in this •-river I would include those senior or junior executives who. hold specialized jobs, such as Manager of Utilities, Director of City Plrnnin-, end Director oh Public 'forks, ;nd free ourselves, r.s the Board of Educa.tion is free, to pick the best qur-lified .v -n for the job, _ regardless cf where he cor.es from; we want the top-side nen, i nh there is no valid business reason for us to limit ourselves to San Francisco residents. Eight rlon ; these srnc 11 charter req at that the Mayor may nr-nc to various commissi ma r r bor.rds, anly people who hi.ve lived in Sr.n Francisco for five years or longer. Theri pre nan; whose t in p] ■ c business or whose interests lie solely in San Francisco, but who are forced for family, health or other reasons to live outside the city limits; yet those very light be key r.cn on certain boards or commissions, and it does seer, tha.t charter s night be made to allow the Mayor greeter la.titude in his selections. police! z:; ;:td firemen I an more than ever convinced that the best interests of the City would be served if salaries and wages of all members of the Police and Fire Departments neve fixed through the regular salary standardization procedure as provided by the Charter, rather than by vote of the people. You will recall that your Honorable Board refused to submit such an amendment to the people when I urged such action last September. I express the hope that your Honorable Board will reconsider and, in due course, permit the voters to express themselves on the Charter Amendment recommended by me last September. SALARY ST^TDARDIZATTQI PROCEDURE I believe that present procedure as provided by our Charter is in many respects 'unsatisfactory — not only to City officiers and employes but to those charged with the duty of fixing salaries, as well as to the people of the community. I shall not attempt to enumerate all the various causes for dissatis- faction but I can point out that in addition to the policemen and firemen who do not come under the regular procedure, the Municipal Railway platform men as well as certain per diem craft employes are receiving special and preferred -**- treatment, as the result of recent Charter Amendments, A number of court suits aro now ponding to secure an interpretation of Dne amendment (Section 151.5) and, if certain decisions of the lower State court 3re uphold by the State Supreme Court, the various City departments will have some iiffioult and costly adjustments to make, as well as new and difficult adminis- trative problems to face. In my message of March 18, 194-6 to your Honorable Board disapproving Salary Standardization Ordinance 3966, I mentioned the decision of the State Supreme Court in the case of the City and County of San Francisco v. Boyd 22 Cal. Rep. (2nd) 685, which I believe may make trouble for the City in future years. y recommendation to your Honorable Board as well as to the Mayor-elect is that a very thorough study be made by all concerned as to what Charter changes in salary standardization procedure are desirable — with the thought that a better and more explicit yardstick might be set up for determining the wages and salaries and working conditions of City and County employes than now exists. And we all know the rising cost of living accompanied by the decreasing value of the dollar has made the problem of adjusting compensations much more difficult in recent years. Hence it is desirable under present eruditions that the Civil Service Commission staff be adequate to keep thoroughly up to date on and working condition data throughout the State. In making thi3 recommendation, I am not suggesting deviation from the Charter provision that compensation of City and County employes "shall be in accord with the generally prevailing rates of wages for like services and working conditions in private employment or in other governmental organizations in this State," -5- On the' other hand, the changes I have In mind would be along the lines of clarifying and strengthening the general intent of that broad policy. I know that the thorough study I recommend will take time and much thought — but I do hope that the necessary amendments remedying the present difficulties in salary standardization procedure can be submitted to the people at the general election next November. AbcLoSOH I recommend the Charter be amended to make the office of Assessor an appointive rather than an elective position. There is no doubt the duties of SSOr are mainly technical. The rules governing assessment are laid down by law, and it is the Assessor's duty to carry out the provisions of the law. It is not a policy-making job although one requiring the exercise of reasonable independent judgment. What is expected of an Assessor is that he deal squarely and fairly with all concerned so that no taxpayer is assessed proportionately more than another taxpayer. I believe an Assessor, appointed by the Mayer, subject to confirmation by your honorable Board and to hold permanent tenure, is less likely to be persuaded by political considerations than if he has to run for office ever- years, as at present. There will be much opposition to this amendment coming from strong and powerful special interest groups. Unquestionably much presi 1 be exerted to prevent the submission of this am< n Li ent. I hope your honorable Board will permit the voters to express their views . PARI': AMD RLCREAHOII CQMilSSIOKS At the election last November, there was submitted to the voters and turned down a Charter Amendment aimed to bring about a merger of the Park and - 6 - Recreation Commissions. Although this amendment v;as defeated, I still bcli " it is in the best interests of the Cit brought about, cither by the resubmission of the same amendment or by another modified on . ', reasons for this I n frankly and freely stated, but for the purpose of the record I at a 3, a public statement released October 13, 194.7, urging the Ion of Charter Amendment Proposition Mo. 9. I will not comment fur pt to express the hope that Mayor-elect Robinson, a , will give this matter earnest consideration. jm . Commission handles t] >t business of the City, with one Generf ager having general kit. rvision, and five appointive Coi rs meeting once a week (compensation, &100 a month) to determine matters of policy. Analyzing ,r r r visibilities of these Commissioners, it would .heir scope r well be decentralized and broken up into three parts. Mun icipa l Railw ay will always be the most difficult of any municipal business to handle because every . rides a street err or a Dus is either a transportation expert or a potential one. It is the one City operation with which the general public is most familiar and it will always be a political football to a greater or less degree. I suggest as a first step that the Municipal Railway's operations be divorced from the Pub] ' .ion and set up under a separate Com- mission. I further suggest that this Commission be allowed to operate the railway without many of the restrictive Charter provisions which now hamper cipal management . Unquestionably this is the operation in City government . more closely than any other parallels private operation. It would there- be reasonable to give the City railway management freedom of action approximating that enjoy private railway operators. - 7 I do emphasize, however, one outstanding factor - the profit motive is not present in municipal operation. Service , , d by th ploying public. I have horotofnro maintained that the riding public should the bill and that cur railway should bo self-supporting. But the capital expendi- tures now required after a long period of neglected repi , - with all the mounting operating costs, accompanied by an increasing nunber of privately owned automobiles loads no to this reluctant conclusion viz.: that to support the railroad operation, other than fares collected, will have to be found — either from the ad valorem taxpayer or elsewhere. Perhaps in the not too distant future, it will bo possible to 3ot up a metropolitan transit authority to take over all local mass transportation, not only in San Francisco but in some adjoining counties. When the time cor.^s to finance underground transportation or additional mass transportation acros3 the Bay, the authority would be in a position to undertake that . Other metro- politan areas, such as Boston and more recently Chicago have developed area transit authorities. The problems of urban mass transportation accompanied by the ever- increasing demands for freeways, highways, wider stroets, and off-street parking are not local. They are the "pain in the neck" of all urban communities. But on the other hand, collective action among adjoining communities to solve these mutual problems nay well fester better neighborhood relations. Everyone is interested in spending loss time travelling between home and work. Any plan which can achieve that objective will meet with popular favor and will off jealousies often existing between local political subdivisions. AIRPORT Our airport in San Mateo County is developing rapidly and there will be many now problems in connection with its growth. I believe a separate commission is required to handle our airport or any other airports the City might eventually develop ard, therefore, I urge a Charter amendment bhat will div i air ort operations fro- the control of the Public Utilities Commission. watsr, power, light If the preceding recommendations wore followed it would leave the Public Utilities Commission the duty and rear, neibility of operating our wcter, r, 1 light systems. This is in itself a big business and ..111 require mi re and more future attention. The Public Utilities Commission has in mind the construction of the Cherry River Project and the power plant at Red Mountain Bar, but before any real steps are taken in that direction, I urge that efforts bo made to amend the Raker Act so the City would be free to dispose of all its powjr — the development cost of which has been and 'ill bo financed by the taxpayers of San Francisco — in any way it deems fit. CJ-IARTER CHALICES UP CUHE-ALI I believe that the Charter amendments I have suggested would make for greater efficiency in City and County government • But make no mistake — cl in law or improvements in procedure are not a cure-all, for the success or failure of government lies largely in the hands of those responsible for its operations* My r,i r st sincere hop;., is that, as time goes on, more and more intelligent and civic-minded citizens of this community will be willing to assume .greater civic responsibilities whether in elective or appointive positions — not only for the purpose of making San Francisco a better place to iiv^ in, but to help strengthen our democratic form of government in all its branches, local, State, and Federal. Democracy needs strengthening all along the line but the fror.t line of local government is the °'~-'^ which touches us all most cl.scly. In these days of .. r orld tension and national stress, history will record whether we cherish democracy — -9- an i by that I mean self government under law — de ■■ lough to be willing to Lfice our time and self-inH , reat Engli orian once said, "All ent is by cor.:. , to fcMch added, ''And they generally ^et the ,;;over. Lsm is on the narch. bareness i.-; against it ;:.. consciousness of civic duty is the other half. CONCLUSION Lng may I reviev; with you verj briefly the rccor four-yoar term, on the day I took office I said that the basic duty of Layer was to coordinate and enforce eeop^ratior between all departments of ' and County, and added th . .:coss or failure of ., would be measured largely by how '."ell J accomplished this. My record in this respect has not been 1001. It' I had Jav s I do now, I would exorcised more of the .• ■ < : . Ilea .1;: inherent in the Mayor' '. j n. let, ce considerable satisfaction in the wo Transportation Planning Goia-ic.il and its Technic - _nt t this long-range planning job they are nor/ una ruitful resul a . I -'ant to thank ail who have assisted ne in ;r. — your He. Board 01 Supervisors, and the many fine men ana womei -• on the various boards ana Commissions to which I appointed . hours of faithful — and often than - ./ice they have rendered to their City. And '-. have found in our City govern iio.luint, responsible Lsti .ve positions who are quietly and efficiently h an d ling th tasks, expecting no praise and silently taking unjust criticism as par-; of tl regular job. -10- I want to thank the people of San Francisco . >ed me to their Mayor — not only once but twice, ior the sa v . Chief Executive of the great cosmopolit ; of San Francisco is privilege and a liberal education. It is a full-time job for anyone who takes it is the greatest opportunity I have ever had — an opportunil any all kinds of people — a front seat to observe the workings of and abeve all, tc play some part in helping Can Francisco to build tor future which lies before her. I can look back with satisfaction to my share in tl n of t Streot Railway, oven thougi 'ull wii»d not i yet be apparent. I :m happy, too, In knowing that all the nine bond Issues totalling ovor 120 million dollars, put forw< luring my i Lon were approved by the people, by substantial majority s. Much remains to be done, such as the construction of ne? schools, police stations, fire houses, libraries, courts, and city office buildings — but the foundation has boen laid. 1 wish Maj Robinson and the now administration all good luck in going for i i San Francisco. li j ■ / / D. Lapham Mayor 11. APPENDIX A SIT-3ER OF EMPLOYES OF THE PUBLIC UTILITIES COMMISSION WORKING IN COUNTIES OTHER THAN SAN ERANCISCC COUNTY December 29. 1947 San Mateo Santa Clara Alameda San Joaquin "tanislaus Tuolumne S. I. Muni . S. 7. Water Ketch Airport Ry. Department Hetchy TOTAL 78 11 114 15 U6 249 15 26 15 3 6 93 41 3 6 93 TOTAL 78 11 155 163 407 October 13, 19^7 APPENDIX P Charter Amendment Proposition Ko. 9 This amendment will merge the present Park and Recreation Departments into one Public Recreation Department, a step which I have advocated for some tine - prober streamlining in city government. The Park and Recreation Departments today have the same general objectives. They furnish areas and facilities for all kinds of recreation, juvenile and adult. The two departments parallel each other in many ways. Each operates revenue producing units - each purchases land and improves it either for passive or active recreation - each maintains men and equipment to do similar maintenance work, and in many cases the properties of both departments either actually adjoin each other or are in close proximity. My experience with four annual budgets convinces me that the two departments can be operated jointly and provide greater service to the public. Substantial savings will crme in dollar expenditures for capital improve- ments. Unquestionably parts of some properties now operated for park purposes only can be utilized for playgrounds similar to those maintained presently by the Recreation Department. The organized recreation program can be expanded. The amendment specifically sets forth a declaration of policy that "it is the intention that the organized recreation program shall be safeguarded and that the highest standards of public recreation shall be promoted and maintained by the Public Recreation Commission." I realize that in certain quarters there is some concern about this con- solidation similar to that experienced by the Federal government when it proposed the consolidation of the Army and Navy. But this consolidation is right in principle and should be considered from the overall standpoint. I am firmly convinced that starting fresh with a new Public Recreation Commission is in the best interest of the city, and I am confirmed in this opinion by the fsct that oth=r cities, both in and out of California, have combined to advantage the functions of the two departments. Only recently voters in Los Angeles and San Diego approved consolidation, and there is no doubt but that it is the modern trend. City government is frequently criticized for mounting costs. Here is an opportunity to save cost and at the same time provide better service. I strongly urge a YES vote.


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PROVIDENCE, R.I., March 17 /PRNewswire/ -- In anticipation of accelerated growth, Fleet Financial Group (NYSE: FLT) today announced a major reorganization of its management structure with the promotion of four senior executives to head broad functional units corporatewide. Terrence Murray, chairman, president and chief executive officer, described the reorganization as "a streamlining of Fleet's management structure, with fewer reporting lines that should greatly improve operating efficiencies and lines of communication. It is the next logical step in our company's progression toward greater functional control in recent years." The reorganization "essentially follows functional product lines, replacing a matrix-style management structure that served us well in the past but has become too cumbersome in today's fast-changing banking and financial services industry," Murray said. "We believe the new management alignment is innovative, sets the pace for change in our industry, and will provide numerous immediate benefits. It is a simplified structure designed to make Fleet more sensitive to customers, more flexible and quicker to react to their needs, better able to stay ahead of a changing environment, and more responsive to the marketplace," Murray said. "Perhaps as important, our slimmed-down management structure prepares Fleet to take advantage of full national interstate branch banking, which we believe will soon be a reality," Murray added. Elected today by the board of directors as vice chairmen were Robert J. Higgins, H. Jay Sarles and Michael R. Zucchini. At the same time, Eugene M. McQuade was appointed an executive vice president. He will succeed John W. Flynn as the corporation's chief financial officer at the end of June, when Flynn's early retirement, which he elected and announced last August, takes effect. Prior to these appointments, Higgins, 47, was chairman and chief executive officer of Fleet Bank, N.A., Hartford, Conn., encompassing Fleet Bank of Connecticut and the former Connecticut Bank and Trust Co., and he continues to hold those positions. He will continue to be based in Hartford. Higgins also had been an executive vice president of Fleet Financial Group and chairman of Fleet Bank-R.I. Sarles, 48, had been president and chief executive officer of Fleet Banking Group, which owns the former Bank of New England units in Massachusetts and Connecticut, and he was an executive vice president of the corporation with responsibility for Fleet Bank-R.I. and Fleet's corporate development function. He will be based at corporate headquarters in Providence. Zucchini, 46, had been an executive vice president and chief information officer of Fleet Financial Group, responsible for data processing and bank operations, mortgage banking, student loan processing, payroll processing and insurance processing. He will continue to be the corporation's senior technology officer. McQuade, 43, had been senior vice president, finance, of Fleet Financial Group, responsible for the corporation's audit, control, insurance and tax functions. In addition, John B. Robinson, Jr., 45, has taken on additional corporate responsibilities for government banking and Fleet Securities (municipal securities dealer). In addition to these corporate appointments, Richard A. Higginbotham, 45, was elected president of Fleet Bank-R.I. yesterday by that bank's board of directors. Higginbotham, who is a vice president of the corporation responsible for Managed Asset Division, also will continue in that capacity and will take on additional corporate duties. Thomas J. Skala, 49, who had been president and chief executive officer of Fleet Bank-R.I., was elected chairman and chief executive officer of that bank.
Organization by Function
While a significant number of reporting relationships are being revised as a result of the corporation's functional reorganization, as detailed later in this announcement, the most profound and innovative change affects Fleet's banking franchise throughout the Northeast. Under the former matrix management structure, all consumer banking and commercial banking functions were directed by one of Fleet's seven bank management teams and by senior executives at the corporate level. As a result of the functional reorganization, responsibility for Fleet's entire consumer banking franchise, encompassing more than 1,000 offices in over 40 states, is now assigned to Vice Chairman Michael R. Zucchini. Similarly, the corporation's entire commercial banking franchise now reports to Vice Chairman Robert J. Higgins. In most cases, the presidents of Fleet's banks will devote their full attention to developing the commercial banking franchises in their respective markets. Several bank presidents also will assume new corporate duties, reporting to the appropriate corporate executive. These assignments will be made known over the next few months. "Freed from their consumer banking responsibilities, the bank presidents will be better able to focus their considerable talents and abilities on meeting the credit and other financial needs of small and middle-market businesses throughout the Northeast," Murray said. "The other side of that coin," he continued, "is that Fleet's consumer banking franchise in each of the markets we serve will receive the undivided attention of knowledgeable consumer banking executives, centrally directed by Mike Zucchini, making Fleet better able to develop and deliver new products in response to the ever-changing requirements of individuals and families who are becoming increasingly sophisticated financially." In addition, the corporation's Products and Services Division, responsible for product development and marketing, will be divided into two units, one focusing on consumer products and services and one that will concentrate exclusively on commercial products and services.
Responsibilities in Detail
-- Robert J. Higgins has been given responsibility for Fleet's entire commercial franchise: Commercial banking at all Fleet banks (with bank presidents reporting to him in their expanded commercial banking roles), commercial and industrial lending, commercial real estate lending, asset-based lending, leasing, factoring, managed assets, cash management, loan syndication, trade services, Fleet Securities (municipal securities dealer), government banking, and the new commercial products and services unit. -- H. Jay Sarles assumes responsibility for: Strategic planning; mergers and acquisitions; chairmanship of the Asset and Liability Committee; Fleet Investment Services, Fleet Investment Advisors and Fleet Brokerage Securities (investment management and discount brokerage services); private banking; venture capital, and RECOLL Management Corp. (asset management and collection). In addition, three staff divisions - - Corporate Communications, Human Resources and Legal -- all of which provide services corporatewide, will report administratively to Sarles. -- Michael R. Zucchini takes on responsibility for Fleet's entire consumer franchise: Consumer banking at all Fleet banks, operations and technology, Fleet Mortgage Group (mortgage banking), Fleet Finance (consumer finance), AFSA Data Corp. (student loan processing), the new consumer products and services unit, and corporate advertising. He also will direct the corporation's programs and initiatives related to meeting requirements of the federal Community Reinvestment and Home Mortgage Disclosure Acts. -- Eugene M. McQuade will assume responsibility for the corporation's entire financial operations: Financial accounting, operations and control, corporate finance activities, financial management information and profitability, corporate treasury, capital markets and securitization activities, and the corporation's $13-billion portfolio. In addition, McQuade will oversee compliance functions corporatewide and the audit department will report to him administratively. Murray also announced that, because the reorganization has consolidated their functions, two Fleet vice chairmen, Charles W. Carey and Robert L. Mushkin, as well as Robert I. Weisberg, president of Fleet Credit Corp. (leasing and asset-based lending), are leaving the company. "Charley Carey, Bob Mushkin and Bob Weisberg achieved distinguished careers with Fleet, spanning 21, 18 and 8 years, respectively. Their contributions during the corporation's most significant period of growth, and its rise to national prominence, were considerable. We wish them well in their future pursuits," Murray said.
Additional Benefits
In addition to the benefits noted earlier, Fleet's functional reorganization is "a healthy and constructive effort to rationalize our cost structure and our delivery systems," Murray said. "We believe that several major corporate goals will be achieved more quickly and easily as a result of the clear separation of our consumer and commercial franchises," Murray stated. These goals include: -- Aggressively pursue the consumer banking mass market in the Northeast; -- Build a special relationship in meeting the financial needs of affluent consumers in the Northeast; -- Aggressively pursue the small business sector in the Northeast; -- Enhance Fleet's existing profitable and competitive position with middle-market companies in the Northeast; -- Expand outside the Northeast in both Fleet's consumer and commercial franchises; -- Expand fee-based information and transaction processing for businesses and governments. "Fleet's management reorganization is an important first step in achieving these ambitious goals. It puts the right people in place -- executives with exceptional talent and energy -- to get the job done. Backed by more than 27,000 equally able and energized employees nationwide, we are confident that this management team will lead Fleet to extraordinary achievements over the next several years," Murray said. Fleet Financial Group is a $47-billion diversified financial services company listed on the New York Stock Exchange (NYSE: FLT) with approximately 1,200 offices nationwide. Its lines of business include commercial and consumer banking, mortgage banking, consumer finance, asset-based lending, investment management, and student loan processing. ---- NOTE: Biographical sketches of Murray and the four corporate executives appointed to new positions accompany this announcement. However, if you receive the news release electronically, biographical material is not included. You may obtain it by mail or fax by calling 401-278-6242. Photographs also are available upon request. -0- 3/17/93 /CONTACT: Robert W. Lougee, Jr., vice president and director, corporate communications, 401-278-5879; Bruce P. Crooks, 401-278-6241; Thomas L. Lavelle for media information, 401-278-3003; Judith B. Ragge for investor information, 401-278-6444, all of Fleet Financial Group/ (FLT)
CO: Fleet Financial Group ST: Rhode Island IN: FIN SU: PER
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If Sandy and Danny Were Hipsters…
"Stranded at the drive-in" would be all the more dramatic if, instead of hopping into your souped-up roadster, you had to pedal your way home, alone and in tears. But make no mistake: If Sandy and Danny wore oversize glasses and ironic mustaches (respectively), they would be totally down with the Bike-In-Theater.
Last summer, creative agency Manifold threw the first ever Bike-In-Theater on an abandoned river side street in Brooklyn, New York. The free event featured crowd-chosen movies like Ferris Bueller's Day Off and Caddyshack, with five different types of gourmet popcorn from Forking Tasty Supper to snack on. This year, there will be another Bike-In-Theater in New York; one in San Francisco; and the potential for other cities. Interested in yours being one of them? Tell them Reader's Digest sent you; you can also head over to Kick Starter to raise money for the events.
Thanks! You're on our list.
And your life's about to get more interesting.
Some people like to travel by train because it combines the slowness of a car with the cramped public exposure of an airplane.
Dennis Miller
I think my pilot was a little inexperienced. We were sitting on the runway, and he said, "OK, folks, we're gonna be taking off in a just few—whoa! Here we go."
Kevin Nealon
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Fall Foliage with D800
Started Oct 30, 2012 | Discussions thread
Shop cameras & lenses ▾
Daniel Clune • Veteran Member • Posts: 3,451
Fall Foliage with D800
Oct 30, 2012
D800 lenses used Tamron 17-35 2.8-4 and Nikon 24-120F4VR. I tried for the first time since D800 has such high rez to focus stack. Used Helicon software to take one shot focused close and one focused far and combined the two with Helicon for greatest depth of feild. Works great. Hard to tell on web sized images but it shows on large prints. I did try stopping down lens to try and get greater depth of feild but still not near as good as taking two shots and combining them.
Oh and I hate the way this new forum downsizes my pictures and makes them blurry.Have to click on original to see them correctly. This on a photo forum is crazy.
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Daniel Clune's gear list:Daniel Clune's gear list
Nikon D800 Nikon AF-S Nikkor 200-400mm f/4G ED-IF VR Nikon AF-S Nikkor 24-120mm f/4G ED VR Epson Stylus Photo R1900
Nikon D800
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News Feature
Flame Wars
A year unlike any other
By Elise Kaplan
"At this point the fire behavior is like nothing we've ever seen," says Jessica Hall, 31, a wildlands firefighter. "Although we know how to fight fire really well, and we've gotten really good at it, this type of season is so intense and unpredictable. A lot of our methods that would work another year are really ineffective."
Elizabeth W. Hughes
Get Out!
Stuck in the 505 With You
Fires to the north of me, fires to the south, here I am
By Elizabeth W. Hughes
Sometimes New Mexico does not cooperate, and a glorious weekend in the mountains gets canceled due to a ring of fire. So the Alibi's travel writer decided to take a "staycation" and went seeking adventures right in her own backyard: the North Valley.
Neverending Stories
"Please Save Us"
Detainees beg to be deported through safe territory
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Almost 50 people held on immigration charges in New Mexico signed letters saying that if they are deported over the state's border, they will be immediately kidnapped or killed.
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Funny because it happens to someone else.
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Learn more about polar bears while watching feedings, listening to enrichment and zookeeper talks.
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Participants are individually scanned for 3D printing of themselves and learn how to design for 3D printing through an online program.
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March with locals in the community to commemorate this international holiday.
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CHAPTER 5.2 SHOGUNS AND SAMURAI I. NARA JAPAN 1.Nara became the capital city of Japan in the early 700's. Because of its importance, the history of Japan during this time is called the Nara Period. Nara resembled the Chinese city of Changan. 2.Japanese emperors at Nara organizes governments into ranks. Government jobs were given to nobles of powerful families. Jobs could be passed on to the official's son or another relative.
3. Buddhism came to Japan from Korea and was popular during the Nara Period. Nobles who were not Buddhist opposed the religion, and struggles broke out between Buddhist and non-Buddhist for control of the government. 4. After stopping an attempt by a Buddhist monk to seize the throne, the emperor left Nara to the Buddhist. Review the lesson and analyze how Nara resembled Changan.
KINKAJUJI (GOLDEN TEMPLE) Main Hall Gates Lecture Hall Pagoda Bell
II. THE RISE OF THE SHOGUN 1.In AD 794, Heian became the new capital of Japan. Today the city is known as Kyoto. 2.The government of Japan declines during the AD 800's because of a series of weak emperors. Since many of Japanese emperors were children, regents ruled them. Most regents were from the Fujiwara clan and the clan grew powerful and wealthy. 3.Powerful nobles of other clans gained control in other provinces in Japan.
4. To protect their lands, nobles built armies of warriors called samurai. Samurai followed a code of conduct called Bushido, which demanded that a samurai be loyal to his master, courageous, and honorable.
5. The Gempei War was a civil war between the two most powerful clans in Japan – The Taira clan and the Minamoto clan. Minamoto Yoritomo was the leader of the Minamoto clan and commander of their army.
MAJOR BATTLES OF THE GEMPEI WAR On which island were most battles fought?
6. After the Minamoto won the Gempei War, the emperor decided to reward Yoritomo to keep him happy and loyal to the emperor. The emperor gave him the title of Shogun, or commander of all of the emperor's military. Yoritomo was a ruthless leader. He and the shoguns after him appointed samurai to run provinces. 7. Kublai Khan and the Mongols invaded Japan but were twice defeated. Typhoons, called Kamikaze by the Japanese, helped defeat the invading Mongols.
III. THE DAIMYO DIVIDE JAPAN 1.As samurai divided their lands among their sons, the pieces of land got smaller, and the samurai grew resentful toward the shogun. 2.In 1331, the emperor rebelled against the shoguns and many samurai joined him. Although he won, the emperor refused to give the samurai more land. 3.Askikaga Takauji was a general who turned against the emperor and made himself shogun. 4.Many samurai became vassals of a daimyo. This meant the samurai gave an oath of loyalty to his daimyo in exchange for land. This system is known as feudalism.
5. With no strong central government, Japanese warriors fought each other. The Onin War raged from 1467 to 1477. Much of Kyoto was destroyed. After the war, fighting spread throughout the country as daimyo resisted the shoguns. The Ashikaga shogunate fell in 1567. REVIEW: Why did the samurai resent The shoguns? ANALYZE: Describe how feudalism is Japan was similar to feudalism in Europe in the middle ages.
COMPARE KNIGHT / SAMURAI European Knight CHIVALRYLord or noble Land, respect, power 800 – 1300's AD Japanese Samurai BUSHIDODaimyoLand, respect, power 1100's – 1800's AD CODE OF HONOR Loyal to… Offered for services Time period
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Is this attraction exciting, unusual, or risky to visit?
Does this attraction require above average amounts of physical activity (long walks, climbs, stairs or hikes)?
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Is this attraction a "must-see" location?
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Historical Ireland of old. Never seen so much stone and rock and then put to good use in roads, fences, and houses! Remarkable wonder of God. Awesome and humbling. Driving is tricky in these parts but worth it when you stop and are duly amazed.
For the best experience hiking is the best solution to explore the Burren. Although your couvarage is limited the actual experience is certainly more fascinating. The wildlife, flowers, birds and also the solitairity that comes with it is a must for every hiker. Along the coast busses and cars are piling up but mostly still not to bad.Opportunities to stop...
WE stopped in at hte welcom center and proceeded to drive into the park. Later, when going from one b&b to another we got the full persepective of how large the Burren really is. See the pictures
Best to visit by car but the roads are a challenge.
Closest thing to this geography elsewhere would be a desert.
Barren land in otherwise green Ireland.
This is where the Brits pushed the Irish compounding the famine issue.
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14 CFR 29.63 - Takeoff: Category B.
The horizontal distance required to take off and climb over a 50-foot obstacle must be established with the most unfavorable center of gravity. The takeoff may be begun in any manner if -
(a) The takeoff surface is defined;
(b) Adequate safeguards are maintained to ensure proper center of gravity and control positions; and
(c) A landing can be made safely at any point along the flight path if an engine fails.
Title 14 published on 2015-11-17
The following are ALL rules, proposed rules, and notices (chronologically) published in the Federal Register relating to 14 CFR Part 29 after this date.
Title 14 published on 2015-11-17.
The following are only the Rules published in the Federal Register after the published date of Title 14.
For a complete list of all Rules, Proposed Rules, and Notices view the Rulemaking tab.


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Private In-Home and Online Chemistry Tutoring in Munster, IN
Receive personally tailored Chemistry lessons from exceptional tutors in a one-on-one setting. We help you connect with in-home and online tutoring that offers flexible scheduling and your choice of locations.
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"We focused on areas where the student said her knowledge was weak, particularly significant figures, intermolecular forces, electron shielding, electronegativity, and finding empirical and molecular formulae. After each topic, she said that she understood the material better, and she was able to solve some problems that she didn't previously know how to solve."
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Immunisation — physicians call for vigilance not complacency
Published in NPS Direct
Date published: About this date
Key points | Some people have specific immunisation needs | Communication is vital | Adverse events following immunisation | Where to find information | References
General practitioners and nurse immunisers administer the bulk of vaccines to children in Australia. The 2012 Royal Australasian College of Physicians Immunisation Position Statement supports a holistic approach to immunisation, including improving communication with patients, parents or carers; advocating the benefits of routine vaccination; and keeping up to date with current immunisation recommendations. Practical advice on ways to encourage full uptake of available immunisations, as well as managing adverse events and opposition to vaccination, is also included in the statement.
Key points
- The Royal Australasian College of Physicians supports the immunisation policies and programs of both the Australian and New Zealand governments.
- Immunisation schedules are complex and change frequently.
- Consult the Australian Immunisation Handbook for current recommendations. To keep up to date with new recommendations, and for information on which recommmended vaccines are funded through the National Immunisation Program, see the Immunise Australia Program.
- Be aware of alerts and vaccine-preventable diseases affecting specific patient groups.
- Be well informed about managing adverse events following immunisation.
- Optimising immunisation also involves several other approaches, including better communication, encouraging complete immunisation, and advocating the benefits of vaccination for patients, clinicians and their staff.
Some people have specific immunisation needs
While Australia has high overall immunisation rates, some groups need special attention, including children experiencing socioeconomic disadvantage, Aboriginal and Torres Strait Islander children, Maori children and some children born overseas.
Adults and children who are immunocompromised, either through disease or treatment, and people with other specified conditions, may require extra doses of certain vaccines1 or administration of vaccines not routinely given to the rest of the population.1 In certain cases some vaccines may actually be contraindicated in these patient subgroups.1
All people who will be travelling, including children, should not only be immunised with all scheduled routine vaccinations, such as those for measles, mumps and rubella, but should also receive timely vaccination with any destination-specific vaccines well before departure.2 This may include vaccines to prevent hepatitis A, typhoid, meningococcal disease, Japanese encephalitis or rabies.
Occupational requirements for immunisation are now in place in many healthcare institutions and some other industries.1 Ensure all health professionals and staff who have direct contact with patients are appropriately vaccinated, not only to protect themselves but also to reduce the risk of infecting vulnerable patients who may not otherwise be able to be vaccinated.1,3
Communication is vital
Discuss with patients their immunisation status and advocate and arrange for all to catch up any missed doses.3,4The increasing use of social media to rapidly communicate health information means that many patients or parents may have read about or already discussed some of their immunisation concerns before a consultation.5 Some patients or their carers may source and use unreliable and misleading information. Be aware of vaccine program changes, alerts of diseases and vaccine side effects and region-related patient or parental concerns.3 While parents who are absolutely opposed to any vaccines are unlikely to change their minds,6 some parents and carers of children who are opposed to vaccines may be agreeable to selected vaccination of their child.
Adverse events following immunisation
Adverse events following immunisation (AEFI) are generally mild and rarely serious.7 AEFI may be coincidental or vaccine related, and good communication with concerned patients or parents is important at this time.3,7 Report AEFI according to individual State or Territory requirements.7 Specialist clinics are available where immunisation can be carried out under supervision. Contact your local State or Territory health department for local AEFI clinic details.
Where to find information
- The current 9th edition of The The Australian Immunisation Handbook.
- The current Australian National Immunisation Program Schedule.
- New vaccines listed on the Australian National Immunisation Program starting 1 July 2013.
- Information regarding how to report AEFI in Australia.
- For vaccine-brand-specific AEFI notification data for Australia refer to the Therapeutic Goods Administration, Database of Adverse Events Notifications.
- For a variety of immunisation resources, including the MMR Decision Aid, vaccine fact sheets history tables, see the National Centre for Immunisation Research & Surveillance of Vaccine Preventable Diseases (NCIRS).
- Contact your State or Territory health department for further immunisation guidance, including any healthcare worker immunisation requirements.
- Australian Government Department of Health and Ageing. The Australian Immunisation Handbook. 9th edition. 2008. http://www.immunise.health.gov.au/internet/immunise/publishing.nsf/Content/Handbook-home (accessed 3 December 2012).
- Australian Government Department of Health and Ageing. The Australian immunisation handbook. 9th edn. Part 2.2 Vaccination for international travel. 2008. http://www.immunise.health.gov.au/internet/immunise/publishing.nsf/Content/Handbook-travel (accessed 3 December 2012).
- Royal Australian College of Physicians. Paediatrics & Child Health Division. Immunisation Position Statement, October 2012. http://www.racp.edu.au/page/paed-policy (accessed 3 December 2012).
- Australian Government Department of Health and Ageing. The Australian Immunisation Handbook. 9th edn. Part 1.3 Pre-vaccination procedures. 2008. http://www.immunise.health.gov.au/internet/immunise/publishing.nsf/Content/handbook-prevaccination (accessed 3 December 2012).
- Betsch C, Brewer NT, Brocard P, et al. Opportunities and challenges of Web 2.0 for vaccination decisions. Vaccine 2012;30:3727–33. [PubMed]
- Meszaros JR, Asch DA, Baron J, et al. Cognitive processes and the decisions of some parents to forego pertussis vaccination for their children. J Clin Epidemiol 1996;49:697–703. [PubMed]
- Australian Government Department of Health and Ageing. The Australian Immunisation Handbook. 8th edn. Part 1.5 Post-vaccination procedures. 2008. http://www.immunise.health.gov.au/internet/immunise/publishing.nsf/Content/Handbook-post-vaccination (accessed 3 December 2012).