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Thank you very much, Mr. Chairman.
Mr. President, welcome. It's presumptuous of me to say this, but I consider you a friend. I think you are the only one at the moment that had the potential to unite a country in a way that's badly needed. And quite frankly, I think we owe you a debt of gratitude, as well as your colleagues sitting behind you, for the genuine and sometimes underestimated compromises and concessions you all made in order to bring about this transition government and your willingness to serve.
It is one thing when I was in your office, as the lights flickered on and off, not but a little over a year ago, I remember saying to you that in my country, when we lose an election, we get a pension. In your country, you may get a grave plot.
And I want to pay personal tribute and acknowledge for everyone to understand that all of you and your colleagues behind you, you are literally not only risking your fortuneswhatever they may beand your careers, you're risking your lives to try to bring about a free and democratic Afghanistan, something that you all long for, I know. And I just want to publicly acknowledge that and tell you how much I admire it, along with your ministers as well.
The first time I met President Karzai was in January of last year in Kabul. And I was scheduled to have a brief courtesy call.
But the legendary hospitality of the Afghan people came to play. I found that, I think at one point, Mr. Chairman, the president thought I may be like the poor relative who gets invited, shows up and never leaves. A lunch went to a breakfast to a dinner to a lunch.
I think I spent a considerable amount of time with the president. And not only that, he and his colleagues made available to me anyone and everyone who I wished to see.
And the openness with which I had access during that period, at a time that was just after the Taliban had been expelled, was quite frankly remarkable. I have been in this job for some time and visited other places in similar circumstances. And I've never been as openly and more frankly greeted by everyone.
And again, you have done a remarkable job. But everyone should understand, there are significant divisions that exist within your country among those who seek a democratic nation.
And the burning question of the Afghan people, relayed to me first by President Karzai and then reinforced by other Afghans in the year since, is quite simple. The question is not: why is the United States in Afghanistan? The question is: will you stay the course? Will we become the back page of the newspaper? Will we become the previous major crisis? And will people walk away?
Every day I spent in Kabul, I was asked variants of the same question over and over and over again, as well as in Bagram, I was asked the question over and over again. Will the United States declare victory and go home?
The people of Afghanistan have very long memories. I will never forget what your minister sitting directly behind you said to me when we had what was not a heated, but a frank discussion in his office.
And he said to me, "Senator, the Afghan people know the difference between liberators and occupiers." We know the difference between liberators and occupiers. And we measure thatI'm paraphrasing now - we measure that in part by the willingness to fulfill a commitment.
With war clouds gathering over Iraq and an unacknowledged crisis looming in North Korea, public attention in Washington has shifted away from our unfinished business in Afghanistan. In some parts of the administration, nation building is still a dirty phrase.
But the alternative to nation building is chaos, a chaos that churns out bloodthirsty warlords, drug traffickers and terrorists. And we have seen it happen in Afghanistan before. And I am, quite frankly, fearful it may happen again, notwithstanding your considerable efforts.
Warlords, drugs, terroriststhe connection is clear as a bell. Terrorists use drug profits to buy safe havens from warlords. That's pretty much the defined state of Afghanistan through the '90s. And sadly enough, it looks to me, unless we make some significant changes, it looks to me like it may define everything outside of Kabul in the future.
As President Bush said in another context - quote - "This looks like a rerun of a bad movie. I'm not interested in watching it." End of quote.
Well, we've already seen the coming attractions. And the feature is loaded on the next reel.
Warlords. Instead of accepting our NATO allies, after the Taliban were removed, to shape the burden of peacekeeping in Afghanistan, we placed responsibility for security outside Kabul on unsteady shoulders of Afghan's warlords. We call them "regional commanders" now.
But many observers would have less savory names for them. We pay them millions of dollars and we don't demand much in exchange.
Let's remember that it was the brutal anarchy of the warlords that caused the people of Afghanistan to welcome the Taliban's rise to power. In the mid-'90s, even the rough justice meted out by the Taliban was regarded by some Afghans as preferable to the utter chaos that preceded it.
Today, many of the very same warlords ousted from power are back in their old lairs. Murder, rape, theft, torture - they are instruments of policy now in some places. And the central government, with few resources of its own, is - in my view - powerless to do much about it in some parts of Afghanistan.
At our hearing two weeks ago, the witnesses from the Department of Defense cited the alleged order of Afghanistan as evidence that our policy was succeeding. But the Taliban imposed a far greater degree of order than is currently in place today, even in parts of the country that are considered peaceful. And order, based on the rule of warlords, is little better than no order at all, in my view.
Despite President Karzai's valiant efforts, Afghanistan has now regained its status as the world's largest source of opium. In 2002, according to the UN, Afghan produced 3,400 tons of drugs. That's more than 18 times the amount produced during the last year of the Taliban rule.
And I want to make it clear, Mr. President, it has nothing to do with your being in power. You don't have the resources. You have not had the capability.
The value of this harvest to growers and traffickers was $2.5 billion, more than double the entire amount of aid given to Afghanistan by all nations combined in the year 2002. We have seen what happens when warlords and drug traffickers take over a country. They soon make their nation a haven for terrorists.
That's what happened under the Taliban and, I believe, if we're not careful, it's going to happen again. One year ago, we were hunting high and low for a fellow named Osama bin Laden, a name you hardly ever hear part the lips of the president or anyone in this administration today. One year later, we're still hunting for him, along with his deputy, Taliban leader Mullah Omar.
One year later, it seems bin Laden is very much alive, most likely hidden somewhere in Afghanistan or across the border in Pakistan. One year ago, we were hoping to roll up al-Qaeda and its allies like an old rug. One year later, we're on orange alert, the second highest threat level, only reached twice since 9/11, due to continuing al-Qaeda activities.
Mr. Chairman, the facts make one thing very clear. We have a great deal of work left to do in Afghanistan and a continued obligation to the men sitting in front of us to allow them to be able to do the work that needs to be done.
Just two months ago, the president signed the Afghan Freedom Support Act of 2002. I am very proud of the fact that this landmark piece of legislation, sponsored by Senator Hagel and co-sponsored by me and Senator Lugar, was pushed forward by this committee during the period of my chairmanship. Your own leadership on this issue, Mr. Chairman, was critical in winning passage of this vitally important act.
The act authorized $3.3 billion for reconstruction and security of Afghanistan, over and above whatever funds the president might see fit to allocate from other sources. In recognition of the fact that Afghanistan's recovery is a long-term effort and in recognition of America's continued commitment, this sum was structured as a four-year authorization.
The administration budget request looks only one year to the future and proposes funding at about the same level as the previous two fiscal years. I think this falls far short of President Bush's commitment to - in his words, not mine - a Marshall Plan for Afghanistan.
I think we should give President Karzai and his folks the resources necessary to get this country back on its feet. But no amount of aid will achieve that goal without security. And security is jeopardized by the administration's decision not to seek an expansion of the UN-mandated peacekeeping force outside of Kabul. On that, we agree.
We're already seeing Afghanistan drop from the radar screen. What level of commitment will the administration display once Afghanistan has to line up behind Iraq, North Korea and whatever comes next?
And Mr. Chairman, let's remember why you, Senator Hagel and I, along with our colleagues on this committee, decided to pass the Afghan Freedom Support Act in the first place. I can sum it up in three words: warlords, drugs and terrorism.
We did it to prevent Afghanistan's future from becoming a replay of its past. We did for the sake of the people of Afghanistan. And we also did for the sake of our own national security.
Mr. Chairman, as I said at the outset, we are very fortunate to have as a guest the distinguished president of Afghanistan with us today. And I look forward to hearing his thoughts. Knowing him to be the gentleman he is, I don't look for him to be particularly critical of anybody.
I realize he is inmy editorial comment - in a somewhat difficult position. But Mr. President, we're going to try to help you more than you may even want or you may be willing to say right here because we need you badly to succeed.
I thank you, Mr. Chairman
Mr. President, Lord Robertson, NATO outgoing, on February the 20th, as secretary general of NATO, indicated that he thought that he left the door open at least to whether or not NATO should formally be taking over the leadership of ISAF after the German-Dutch stint is over in June. And he raised the issue of whether or not ISAF should be expanded beyond Kabul.
Now I appreciate your support, as Minister Abdullah's nodding at the time was support, of these reconstruction teams. And it may be unfair to ask you this question, so you can demur if you wish. You can not answer if you wish.
But given the choice of the expansion of the reconstruction teams, which are now in Gardayz and are going to be going in March to Kondoz and somewhere else, I'm not sure.
Bamian. Would you rather see the expansion of ISAF under the leadership of NATO, like we have done in effect in other areas of the world? Or do you prefer these PRTs, these provincial reconstruction teams? Assuming you had a choice.
The expansion of - the question was not put to us in Kabul by the Germans and the Dutch leadership of ISAF now as to expansion of ISAF under NATO; rather, that NATO would take over once Germany's term finishes in six months or a year's time and, if the ISAF presence continues in Kabul, that that leadership would be taken over by NATO.
The question of expansion wasn't discussed.
I understand that. I'll make it clear.
This is something that was raised by Lord Robertson as a possibility, something where - quote - "the door was left open." And the question is: do you want us pushing on that door to make it further open? Or do you think that is not the way to go, assuming you had that option?
I'm sure you've been basically told you don't have that option now.
Yes. Well, we have three things in mind. First of all, the PRTs in Afghanistan are not related to ISAF activities.
I know.
The PRTs are a different function. They are provincial reconstruction teams, working with reconstruction activity in Afghanistan, rather than doing a security job in the country.
I have not received any application so far, in the past four or five months, from any Afghan province with regard to the expansion of ISAF there. If it is decided - and the country is moving slowly, slowly towards better stability and security.
But if there is a need to expand ISAF to the provinces, the Afghan government would not be against it. We would welcome it.
However, we would prefer a speeding up of the training of the National Afghan Army. That should be the element on which there should be focus, especially from the United States and other countries that are supporting Afghanistan.
So the improvement in the training and in the speed of the Afghan Army is what we require right now. And then the job of ISAF can be done by the Afghan Army.
I understand that. But you have 3,000 trained Afghan military now. It is estimated by your own people that, by contrast, the warlords have militias that are estimated at 700,000 people total.
And even your defense minister, Mr. Fahim, echoed a statement when he said, "We should have powerful central government, according to the wishes of our people. And to achieve this aim, we should make some sacrifices. We should give up some position that's very necessary that we come under the command of the central government. So let's put an end to the local military power bases."
In contrast to one of the statements made by the representative from the White House who said that referred to the need for you to compromise with the warlords.
I'm confused by the assertion made by the administration representative to you, which indicates that this is a - quote - "two- way street," that you have to make compromises with the warlords, as opposed to the need for there to be more control, increasing control and ultimately one army, the only army of Afghanistan, meaning the army of the central government.
In Herat, if I understand it correctly, Mr. Ishmael Kahn has concluded that women should begin wearing burkas again, that change has taken place, that the Iranians are, in fact, at least in conversation with him occasionally. So I'm a bit confused as to how you exercise any authority, absent either a significant, rapid increase in your military - central government military - which his a function of what the warlords do and don't do, and/or have a temporary expansion of ISAF to give you the ability to have that kind of control. That's my quandary.
And by the way, last point and my time is up. The PRTs have been offered here by Mr. Feith (ph) as an alternative to the expansion of ISAF, just so you know how it's being sold here.
I see.
Well, I do not know of the PRT program as an alternative to ISAF. I see it as an extended reconstruction activity in Afghanistan, the provinces of Afghanistan. And the idea is very good. We really support it.
With regard to the existing forces in Afghanistan, the number is not 700,000. The number, in real terms, probably can come down to about 100,000 forces in Afghanistan. And we are going to ask the U.S. government to provide us support for those 100,000 while we are working on the DDR, while we are working on the training of the National Army of Afghanistan, so that in the meantime, those soldiers are not left without payment or without salaries so that they remain well behaved.
The question of the provincial forces, to the outside world, it really looks that they are totally free and of their own will. It is not like that.
The gentlemen that are appointed to the provinces as governors are appointed by my signature. And they can be removed with my signature.
So the authority of the government of Afghanistan is much more there than one can imagine from outside. I see a lot of the press reports, coming from the western press especially, of warlords and provincial people. It is not like that.
The government has much more authority in charge in the country than you can presume. It's probably better than lots of other countries around us, our situation.
So the question of the expansion of ISAF, let me repeat it again, was coming from us based on a demand of the Afghan people, very much. But as the country is moving more and more towards stability and securityand the warlord threat is only there when they fight each other, some of them. It is not a threat that would endanger the stability of Afghanistan or the government.
But nevertheless, people dislike a situation like that. People don't like it and people don't want fighting groups fighting each other. And that we are addressing as it occurs. And we have been able to resolve some of the occurrences in this regard.
They have also reduced in the number of activities and in the dimension of their activities. So again, I must say that we have not really talked, for quite some time, of the expansion of ISAF. It is now in the back of our minds, not in the forefront of our thinking right now, unless a new situation arises.
Thank you.


text:
Approved by Mark Schmidt
Revised 09/16
34.1 Scope and Applicability
34.2 Policy
34.3 Roles and Responsibilities
34.4 Definitions
34.5 Required Work Processes
Work Process A. Confined Space Database
Work Process B. Classification of Spaces
Work Process C. Safe Work Procedures, Engineering Controls, Rescue Plans, PPE, and Precautions
Work Process D. Entry into Inventoried Spaces by LBNL Employees or Affiliates (Does Not Include Subcontractors)
Work Process E. Entry into Inventoried Spaces by Subcontractors
Work Process F. Training
Work Process G. Program Effectiveness Review and Assurance
34.6 Appendices
Appendix A. LBNL Implementation of Permit-required Confined Space Decision Flowchart
Appendix B. Confined Space Evaluation Worksheet
Appendix C. PRCS Reclassification Certification
Appendix D. PRCS Alternate Entry Procedure Certification
Appendix E. Permit-Required Confined Space Entry Debrief
Confined spaces are work locations that meet regulatory definitions and require rigorous additional analysis and Work Authorization in addition to the usual safe work practices and procedures required by Integrated Safety Management Systems.
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Confined spaces are work locations that meet regulatory definitions and require rigorous additional analysis and Work Authorization in addition to the usual safe work practices and procedures required by Integrated Safety Management Systems.
This PUB-3000 program applies to:
Management of LBNL's confined spaces, including Permit-Required Confined Spaces (PRCS), is in accordance with the requirements of the Occupational Safety and Health Administration (OSHA) standard — Code of Federal Regulations (CFR), Title 29, Part 1910.146 (29 CFR 1910.146) — and the additional requirements in this PUB-3000 chapter. The OSHA Permit-Required Confined Space Decision Flowchart (29 CFR 1910.146 Appendix A), reproduced in this PUB-3000 chapter as Appendix A, forms the basis of LBNL's Confined Space Program. Exceptions: Pits, excavations, trenches, and confined spaces entered by subcontractors for Maintenance, Repair, and Operations (MRO) purposes under the subcontractor's approved PRCS Program are managed by LBNL's Construction Safety Program under the requirements of 29 CFR 1910.146. Chapter 38 of the Construction Safety Manual describes confined space work. Construction-related confined space entry is covered under OSHA 29 CFR Part 1926.1200–1213, Subpart AA, Confined Spaces in the Construction Industry. Where a standard applies and a provision addresses a confined space hazard in another applicable OSHA standard, the employer must comply with both that requirement and the applicable provisions of this standard.
All employees, visitors, affiliates, and subcontractors who perform work at LBNL (excluding subcontractors operating under their own approved PRCS Program) may not enter any PRCS unless:
The following table describes the roles and responsibilities of confined space personnel:
Division directors
Ensure that entries into PRCSs under their divisions' control are made only in accordance with this program
Environment/Health/Safety (EHS) Division
Activity Leads
Activity Leads include scientists, Facilities Project Construction Managers, Facilities Project Managers, Superintendents, Shop Supervisors, and others who manage or direct activities, including subcontracted work, that include entry into inventoried spaces. Activity Leads may or may not be the "requester" as described in PUB-3000, Chapter 31, Section 31.4.1, and may or may not be a "Line Manager" as described in PUB-3000, Chapter 1, Section 1.5. Activity Leads are NOT Entry Supervisors unless they have been separately so designated by the Confined Space Program Manager.
Entry Supervisors (Permit Writers)
General Industry:
An Entry Supervisor or "Permit Writer" is the person responsible for determining whether there are acceptable entry conditions at a Permit-Required Confined Space where entry is planned; for authorizing entry and overseeing entry operations; and for terminating entry as required by this document and applicable regulations. Entry Supervisors must be designated by the Confined Space Program Manager, and are required to complete Confined Space Entry Supervisor course (EHS 0277). In-house LBNL Entry Supervisors must also complete a refresher course (EHS 0387) every two years.
Construction Industry:
For construction-related work, the Entry Supervisor is the Qualified Person (such as the employer, foreman, or crew chief) responsible for determining if acceptable entry conditions are present at a permit space where entry is planned, for authorizing entry and overseeing entry operations, and for suspending or terminating entry if required. Construction-related Entry Supervisors are required to complete and submit training that covers the principles of atmospheric testing, gas detection equipment, calibration, ventilation, hazard identification, hazard control, and elimination.
Entry supervisors or permits writers:
Construction Safety Entry Supervisors
A Construction Safety Entry Supervisor is a member of LBNL's EHS Division Construction Safety staff who has also been designated as an Entry Supervisor and has completed the EHS 0277 course.
Controlling contractor (for construction-related Work)
The controlling contractor is the employer that has overall responsibility for construction at the work site. The following section is a summary of the requirements that the controlling contractor must comply with per OSHA 29 CFR Part 1926.1200 Subpart AA. These requirements do not apply to LBNL's in-house staff entering confined spaces:
Fall Protection SME
The Fall Protection SME is responsible for developing, implementing, maintaining, and evaluating the Fall Protection Program. The SME also provides guidance to all others involved with the program, establishes a procedure to identify fall hazards, develops fall protection and rescue procedures, ensures training is completed, and participates in incident investigations.
Fire Department
The LBNL Fire Department crew, located at Building 48, provides high angle emergency rescue. However, self-rescue can be conducted by the Entry Team based upon professional judgment with regards to response time, hazardous conditions in the space, and the nature of the emergency.
See also definitions in 29 CFR 1910.146, which are incorporated by reference.
Acceptable entry conditions
The conditions that must exist in a Permit Space to allow entry and to ensure that employees involved with a Permit-Required Confined Space entry can safely enter into and work within the space.
An individual stationed outside one or more Permit Spaces who monitors the authorized entrants and who performs all of the attendant's duties assigned in the employer's Permit Space Program.
Authorized entrant
An employee who is authorized by the employer to enter a Permit Space.
Blanking or blinding
The absolute closure of a pipe, line, or duct by the fastening of a solid plate (such as a spectacle blind or a skillet blind) that completely covers the bore and that is capable of withstanding the maximum pressure of the pipe, line, or duct with no leakage beyond the plate.
|Competent person
One who is capable of identifying existing and predictable hazards in the surroundings or working conditions which are unsanitary, hazardous, or dangerous to employees, and who has the authorization to take prompt corrective measures to eliminate them.
Confined space
A confined space is a space that:
Controlling contractor
The employer that has overall responsibility for construction at the worksite. Note: If the controlling contractor owns or manages the property, then it is both a controlling employer and a host employer.
Double block and bleed
The closure of a line, duct, or pipe by closing and locking or tagging two in-line valves and by opening and locking or tagging a drain or vent valve in the line between the two closed valves.
Early-warning system
The method used to alert authorized entrants and attendants that an engulfment hazard may be developing. Examples of early-warning systems include but are not limited to: alarms activated by remote sensors, and lookouts with equipment for immediately communicating with authorized entrants and attendants.
Removed by a means that does not require active intervention to maintain. For example, lockout/tagout of rotating machinery or physical blocking of a hydraulic ram would be considered elimination. On the other hand, traffic control or continuous forced air ventilation would not be considered elimination but a reduction of a hazard.
Any occurrence (including any failure of hazard control or monitoring equipment) or event that is internal or external to the Permit Space that could endanger entrants.
The surrounding and effective capture of a person by a liquid or finely divided (flowable) solid substance that can be aspirated to cause death by filling or plugging the respiratory system or that can exert enough force on the body to cause death by strangulation, constriction, or crushing.
The action by which a person passes through an opening into a Permit-Required Confined Space. Entry includes ensuing work activities in that space and is considered to have occurred as soon as any part of the entrant's body breaks the plane of an opening into the space.
Entry employer
Any employer who decides that an employee it directs will enter a Permit Space. Note: An employer cannot avoid the duties of the standard merely by refusing to decide whether its employees will enter a Permit Space, and OSHA will consider the failure to so decide to be an implicit decision to allow employees to enter those spaces if they are working in the proximity of the space.
Entry permit (permit)
The written or printed document that is provided by the employer to allow and control entry into a Permit.
Entry supervisor
The person (such as the employer, foreman, or crew chief) responsible for determining if acceptable entry conditions are present at a Permit Space where entry is planned, for authorizing entry and overseeing entry operations, and for terminating entry as required by this section.
Hazardous atmosphere
An atmosphere that may expose employees to the risk of death, incapacitation, impairment of ability to self-rescue (that is, escape unaided from a Permit Space), injury, or acute illness from one or more of the following causes:
Hot work
Operations capable of providing a source of ignition (for example, riveting, welding, cutting, burning, and heating).
Host employer
The employer that owns or manages the property where the construction work is taking place. Note: If the owner of the property on which the construction activity occurs has contracted with an entity for the general management of that property, and has transferred to that entity the information specified in 29 CFR §1926.1203(h)(1), OSHA will treat the contracted management entity as the host employer for as long as that entity manages the property. Otherwise, OSHA will treat the owner of the property as the host employer. In no case will there be more than one host employer. LBNL is the host employer for existing confined spaces at the LBNL property.
Hot work permit
The employer's written authorization to perform operations capable of providing a source of ignition (for example, riveting, welding, cutting, burning, and heating).
Immediately dangerous to life or health (IDLH)
Any condition that poses an immediate or delayed threat to life or that would cause irreversible adverse health effects or that would interfere with an individual's ability to escape unaided from a Permit Space. (Note: Some materials — hydrogen fluoride gas and cadmium vapor, for example — may produce immediate transient effects that, even if severe, may pass without medical attention, but are followed by sudden, possibly fatal collapse 12–72 hours after exposure. For example, the victim "feels normal" from recovery from transient effects until collapse. Such materials in hazardous quantities are considered to be "immediately" dangerous to life or health.)
The displacement of the atmosphere in a Permit Space by a noncombustible gas (such as nitrogen) to such an extent that the resulting atmosphere is noncombustible.
The process by which a Permit Space is removed from service and completely protected against the release of energy and material into the space by such means as: blanking or blinding; misaligning or removing sections of lines, pipes, or ducts; a double block and bleed system; lockout or tagout of all sources of energy; or blocking or disconnecting all mechanical linkages.
Limited or restricted means for entry or exit
A condition that has a potential to impede an employee's movement into or out of a confined space. Such conditions include, but are not limited to, trip hazards, poor illumination, slippery floors, inclining surfaces and ladders.
Line breaking
The intentional opening of a pipe, line, or duct that is or has been carrying flammable, corrosive, or toxic material, an inert gas, or any fluid at a volume, pressure, or temperature capable of causing injury.
Non-Permit Confined Space
A confined space that does not contain or, with respect to atmospheric hazards, have the potential to contain any hazard capable of causing death or serious physical harm. No other hazards may be present or introduced to maintain the NPCS status.
Oxygen-deficient atmosphere
An atmosphere containing less than 19.5 percent oxygen by volume
Oxygen-enriched atmosphere
An atmosphere containing more than 23.5 percent oxygen by volume
Permit-Required Confined Space (Permit Space)
A confined space that has one or more of the following characteristics:
Permit-Required Confined Space Program (Permit Space Program)
The employer's overall program for controlling and, where appropriate, protecting employees from Permit Space hazards; and for regulating employee entry into Permit Spaces.
Permit system
The employer's written procedure for preparing and issuing permits for entry and for returning the Permit Space to service following termination of entry.
Prohibited condition
Any condition in a Permit Space that is not allowed by the permit during the period when entry is authorized.
Qualified person
One who, by possession of a recognized degree, certificate, or professional standing, or who by extensive knowledge, training, and experience, has successfully demonstrated his or her ability to solve or resolve problems relating to the subject matter, the work, or the project.
Representative Permit Space
A mock-up of a confined space that has entrance openings that are similar to, and is of similar size, configuration, and accessibility to, the Permit Space that authorized entrants enter.
Retrieving and providing medical assistance to one or more employees who are in a Permit Space.
Rescue service
Personnel designated to rescue employees from Permit Spaces.
Retrieval system
The equipment (including a retrieval line, full-body harness, and a lifting device or anchor) used for non-entry rescue of persons from Permit Spaces. (Note: Chest harnesses are no longer rated by ANSI for OSHA approval and cannot be worn at LBNL).
Serious physical damage
An impairment or illness in which a body part is made functionally useless or is substantially reduced in efficiency. Such impairment or illness may be permanent or temporary and includes, but is not limited to, loss of consciousness, disorientation, or other immediate and substantial reduction in mental efficiency. Injuries involving such impairment would usually require treatment by a physician or other licensed health-care professional.
Tagout is the (1) placement of a tagout device on a circuit or equipment that has been de-energized, in accordance with an established procedure, to indicate that the circuit or equipment being controlled may not be operated until the tagout device is removed; and (2) the employer ensures that (a) a tagout provides equivalent protection to a lockout, or (b) that a lockout is infeasible and the employer has relieved, disconnected, restrained, and otherwise rendered safe stored (residual) energy.
The process by which the hazards that may confront entrants of a Permit Space are identified and evaluated. Testing includes specifying the tests that are to be performed in the Permit Space. Note: Testing enables employers both to devise and implement adequate control measures for the protection of authorized entrants and to determine if acceptable entry conditions are present immediately prior to, and during, entry.
Ventilate or ventilation
Controlling a hazardous atmosphere using continuous forced-air mechanical systems that meet the requirements of §1926.57—Ventilation.
Work Process A. Confined Space Database
Work Process B. Classification of Spaces
Work Process C. Safe Work Procedures, Engineering Controls, Rescue Plans, PPE, and Precautions
Work Process D. Entry into Inventoried Spaces by LBNL Employees or Affiliates (Does Not Include Subcontractors)
Work Process E. Entry into Inventoried Spaces by Subcontractors
Work Process F. Training
Work Process G. Program Effectiveness Review and Assurance
The Facilities division maintains the Maximo system to track assets and control work order requests. Maximo includes a Confined Space Database component that includes information including hazards and precautions. EHS also maintains a summary inventory in spreadsheet format. This is inventory information is periodically extracted from Maximo to keep it updated. The EHS inventory spreadsheet is accessible to the Lab population on the Confined Space Webpage. For each space, information generally collected includes:
- Space identifications numbers
- Location of the space — this is associated with a map coordinate or an LBNL building or outside location
- Type of space (e.g., tank, sanitary sewer, electrical vault, etc.)
- Classification (i.e., Confined Space, PRCS)
- Hazards present or noted
- Precautions and Safe Work Procedures for the space (general and specific) as noted
- Associated documentation and other supplemental information
Categorical classification is via the criteria specified in OSHA 1910.146 and Section 34.4, Definitions, above. If a space does not meet the regulatory definition of a Confined Space or PRCS, this does NOT imply that the space is without hazards. Hazards unrelated to the regulatory classification may exist. Other work control processes and/or permit requirements, including but not limited to this program's Work Process C may govern work in the space.
If the space is categorically classified as a PRCS, then it may or may not be individually labeled. Communication of categorical classification is made via this ES&H Manual program and via ongoing training.
If at any time any person feels that a categorical classification of a space is incorrect, he or she must contact the Confined Space Program Manager to make a determination (see Work Process B.1 above).
Examples of categorically classified spaces are listed below:
Prior to entry into any inventoried space, the Activity Lead must:
If an NPCS must be entered as part of the work, the Activity Lead must do the following:
- Determine whether an applicable Safe Work Procedure (SWP) exists for entry into that NPCS by consulting the Confined Space Database. If so, follow that procedure. If there are any questions on that procedure, contact the Confined Space Program Manager prior to executing the work.
- Determine whether the work may introduce a hazard into that space. Examples of hazards that may be introduced include but are not limited to:
- Hazardous atmospheres (e.g., solvents, paints, or welding)
- Fire (e.g., hot work or grinding)
- Electrical (e.g., exposed live electrical energy)
- Energy (e.g., removing guards
If the work may introduce a hazard, then the space may need to be reclassified as a Permit-Required Confined Space (PRCS), and LBNL workers will be prohibited from entering that space (see Section 34.1, Policy, above). If the hazards can be successfully controlled, then this reclassification to a PRCS may not be necessary. Contact the Confined Space Program Manager to discuss further.
Prior to a subcontractor entering any inventoried space, the Activity Lead must:
The Site Specific Safety Plans, Work Planning and Control, or Non-Construction Subcontractor Job Hazards Analysis can provide information on whether the proposed work will require entry into confined spaces.
If the work will introduce a hazard, then the space needs to be reclassified as a PRCS. Contact the Confined Space Program Manager to discuss further.
If a subcontractor must enter a PRCS, including entries into a PRCS after reclassification or under Alternate Entry Procedures, then the Activity Lead or Controlling Contractor must do the following:
Additionally, the Confined Space Program Manager must review entry operations after:
- Any unauthorized entry of a PRCS;
- Detection of any hazard in a PRCS that is not covered in the permit;
- Detection of a condition prohibited by the permit;
- Occurrence of an injury or near-miss during entry;
- Change in use or configuration of the Permit Space; or
- Employee complaints about the effectiveness of the program.
Appendix A. LBNL Implementation of Permit-required Confined Space Decision Flowchart
Appendix B. Confined Space Evaluation Worksheet
Appendix C. PRCS Reclassification Certification
Appendix D. PRCS Alternate Entry Procedure Certification
Appendix E. Permit-Required Confined Space Entry Debrief
<< Chapter 33 || Table of Contents || Chapter 35 >>

subset: commoncrawl


text:
My girlfriend and I stayed at this Riad for 3 nights and we truly loved this little Riad. Its right in the heart of the Medina and from there you can explore Marrakesh by foot. Courtyard is fab for chilling with some fab mint tea and a shisha before stepping into the busy streets of Marrakesh. We loved the settings of the room and the lovely little bathroom. The Riad is full of quite interesting people and the owners are always there for you to make your stay as compfi as possible...and blasting out some great french music from time to time :)
Defo recomend this place....
- Reservation Options:
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- Also Known As:
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text:
|Scottish Gaelic: Inbhir Gharbhain
Girvan shown within Scotland
|6,992 (2001 Census)
|OS grid reference
|Council area
|South Ayrshire
|Lieutenancy area
|Ayrshire and Arran
|Sovereign state
|United Kingdom
|Post town
|Postcode district
|Dialling code
|EU Parliament
|UK Parliament
|Ayr, Carrick and Cumnock
|Scottish Parliament
|List of places: UK • Scotland •
Girvan (Scottish Gaelic:Inbhir Gharbhain) is a burgh in Carrick, South Ayrshire, Scotland, with a population of about 8000 people. Originally a fishing port, it is now also a seaside resort with beaches and cliffs. It lies 20 miles south of Ayr, and 30 miles north of Stranraer, one of the principal ferry ports from Scotland to Northern Ireland.
Boats also sail from the harbour to Ailsa Craig, an island in the Firth of Clyde. In the summer it is possible to sail around Ailsa Craig on the paddle steamer Waverley.
Girvan railway station is on the Glasgow South Western Line.
Places of interestEdit
Culzean Castle lies a few miles north of the town. Turnberry golf course and hotel is located 5 miles north of Girvan. The coast line south of Girvan is famous for its geology, and also for Sawney Bean's Cave. The legendary murderer and cannibal Sawney Bean was a supposed resident of a nearby seaside cave until his eventual discovery and execution in Edinburgh.
Girvan has two Church of Scotland congregations - Girvan North Parish Church in Montgomerie Street (with a spire over 100 feet tall) [1] and Girvan South Parish Church. [2]
The town has several popular fish and chip shops and pubs. The Royal Hotel is notable for serving real ale.
To the south of Girvan there are marked walks. [3]
Once a year Girvan hosts its annual Girvan Folk music Festival (2009 was the 35th) which is held on the first weekend of May. Past artists have included Altan, Dervish, Ian Bruce and Malinky. On the Sunday night on the shorefront watch the Girvan Burning Man 2009 created by local artists [4]
Girvan also has a folk music club which meets every Friday night in the back of the Queen's Hotel, Montgomerie Street. [5] Once a month they also have a guest artist night. Past guests include Emily Smith, Back of the Moon, the Sangsters, Ian Bruce, Adam McNaughton and Bruce Molsky.
A Grant's distillery is also just north of the town, also there is a Nestle factory that manufactures chocolate: this is shipped down to York and used in Kit-kat and Yorkie bars.
Festival of Light Carrick Rural Arts Group CRAG stage the annual week-long Festival of Light visual arts project transforming the town for the first week in November each year with an illuminated light trail, Lantern procession, and Finale Shore Performance with Girvan Attractions Annual fireworks display . [6]
Education and communityEdit
Girvan has its own secondary school, Girvan Academy. The town's harbour can be seen from the webcam which is part of the Girvan Online community website.
The town had a swimming pool, but on 14 January 2009 South Ayrshire Council voted to close it, ostensibly on the grounds that the pool had reached the end of its operational life. There was no consultation or warning of any kind.
The Hairy TreeEdit
Historically, Girvan was significant as the home of the Hairy Tree. According to legend, the Hairy Tree was planted by Sawney Bean's eldest daughter in the town's Dalrymple Street. However, when her family was arrested, the daughter was implicated in their incestuous and cannibalistic activities and was hanged by locals from the bough of the tree she herself planted. According to local legend, one can hear the sound of a swinging corpse while standing beneath its boughs. The Hairy Tree's whereabouts are currently unknown, but two high profile campaigns have been launched to relocate it. The Girvan Online website is running a campaign which was started by local investigative journalist and horoscope writer Andrew Penguin. More recently, former Scotland International footballer Alan Brazil launched his own independent campaign to the same purpose.
Stumpy TowerEdit
Stumpy Tower is Girvan's former Jail.
External linksEdit
- About Girvan
- Salmon Fishing on the River Girvan
- Girvan Online
- South Ayrshire Council
- Girvan Folk Club
|This page uses content from the English language Wikipedia. The original content was at Girvan. The list of authors can be seen in the page history. As with this Familypedia wiki, the content of Wikipedia is available under the Creative Commons License.


text:
Behance portfolio. Ahmet Yasin YILMAZ (alkadras) Istanbul, Turkey Stroer Digital, ReklamZ
- Randell Morton
- 2 years ago
- Views:
1 Behance portfolio Ahmet Yasin YILMAZ (alkadras) Istanbul, Turkey Stroer Digital, ReklamZ About Awards Portfolio (8) Projects: Goodyear QR Mobile Game, Ülker Mutlu Bir An (instawall project), Yöntem Danışmanlık Corporate brand identity, 3er iletisim Corporate identity, cernsoft logo and bussiness card design, Nesfit Time to Move Project, Mercedes AMG FastPass Project (PreRoll ), Some mailing and infographics, Goodyear QR Mobile Game Published: 16/02/2015 Creative Fields: Art Direction Branding Graphic Design Page #1
2 Masthead Landing page Page #2
3 Page #3
4 Game Screen Score Screen Page #4
5 Ülker Mutlu Bir An (instawall project) Published: 16/02/2015 Creative Fields: Branding Graphic Design Web Design Landing Page Page #5
6 instagram shares with #mutlubiran hashtag Page #6
7 Most liked shares Page #7
8 Page #8
9 Ulker.com.tr web page slide design Facebook cover picture and profil picture designs Page #9
10 Twitter cover picture and profil picture designs Page #10
11 Masthead Design social media sharing designs Page #11
12 Page #12
13 Page #13
14 Page #14
15 Page #15
16 Yöntem Danışmanlık Corporate brand identity Published: 14/02/2015 Creative Fields: Branding Graphic Design Illustration Published: 14/02/2015 Creative Fields: Branding Calligraphy Icon Design Page #16
17 3er iletisim Corporate identity Page #17
18 Page #18
19 Page #19
20 cernsoft logo and bussiness card design Published: 14/02/2015 Creative Fields: Branding Graphic Design Illustration Page #20
21 Page #21
22 Published: 13/02/2015 Creative Fields: Branding Graphic Design Illustration Page #22
23 Nesfit Time to Move Project Landing Page Brand Social Media Page #23
24 Mobil App İnterface Page #24
25 Page #25
26 Page #26
27 Page #27
28 Page #28
29 Page #29
30 Page #30
31 Published: 13/02/2015 Creative Fields: Art Direction Branding Graphic Design Page #31
32 Mercedes AMG FastPass Project (PreRoll ) Demo linki: Page #32
33 Some mailing and infographics Published: 13/02/2015 Creative Fields: Graphic Design Page #33
34 Page #34
35 Page #35
36 Page #36
37 Total: 8 projects Page #37
TECHNICAL SPECIFICATIONS INDEX Leaderboard... 3 Medium Rectangle... 3 Skin... 3 Intro Fullscreen Flash... 3 Intro Fullscreen Video... 3 Custom (Skin+Leaderboard+Medium Rectangle)... 4 Leaderboard EXP....More information
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W3C Technical Plenary. I've spent the last two days in the CSS Working Group discussing the future of things, issues, and debating the relative merits of x vs. y. Now that I have a camera built in to my laptop, I decided to take a little photo diary during the day.
I'll try to remember to continue the diary today during plenary day and the rest of the week while I'm hanging out covering for Arun in the WebAPI group.


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[Plugin: Contact Form 7] Clicking Save clears Mail section
Using Contact Form 7 version 2.0.4 and WP v2.8.4.
In an attempt to update an already existing contact form I changed the To email address and clicked Save. Upon saving, the To address reverted back to the original and all other fields in the Mail section were changed to blank.
Subsequently I've tried re-entering the info, but every time I click Save it reverts to the original email addy and blanks out all the other fields in the Mail section.
Anyone else experiencing this? Solution?
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Lightweight, yet durable compact camping chair made by German brand Leki. The Leki Breeze Chair has lower seat height of 30cm and will hold a 145kg adult with ease. While packed away it measures 14x12x33 cm and weighs just 1.1 kg. Very easy to set-up and dismantle, comes with a cup holder and a convenient bag for storage which attaches with velcro.
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Silent Partner
Andy Fastow Had The World At His Feet. After Enron, It's At His ThroatSep 30, 2002 | The Washington Post
What does Andy Fastow do all day?
He watches a lot of television. He follows what's said about him with car-wreck fascination, friends and associates say. He is transfixed by the morning shows, cable news and financial wrap-ups. He is, by turns, angry, amused and resigned. People close to Fastow have advised him to stop watching, and sometimes he'll impose a blackout, but it doesn't last.
One of corporate America's most reviled figures has time on his hands. He's been unemployed since being ousted as Enron's chief financial officer a year ago. Now he spends time with his wife, Lea, and two young sons at their home in the fashionable Houston enclave of Southampton Place. His 3-year-old is safely unaware of what's happening. But the 7-year-old may be old enough to understand if anyone can understand why security guards are stationed outside the house, why cameramen come onto the lawn and why a New York Times reporter attended his Tadpole League baseball game to watch his father, an American pariah, coach third base.
Andrew Stuart Fastow, 40, is the main target of the investigation into Enron's stunning collapse, the alleged mastermind of the off-balance-sheet partnerships that sank the world's seventh biggest corporation into bankruptcy. He enriched himself by tens of millions. The Justice Department and the SEC are closing in. He could be criminally charged any day.
Fastow has stayed invisible and quiet with a vengeance. He declined to be interviewed for this story, just as he always declines through his spokesman, Gordon G. Andrew to be interviewed for all stories. Fastow has said nothing publicly except for a few sentences before a House subcommittee in February. "I would like to answer the committee's questions," Fastow said, looking boyish, nervous and sleep-deprived. "But on the advice of my counsel, I respectfully decline to answer the questions based on the protection afforded me under the Constitution of the United States."
Fastow's only other public appearance came last December when his lawyer, then David Boies called a news conference to dispel a rumor that he had fled the country.
His current attorney, John W. Keker, a former special prosecutor during the Iran-contra scandal, has also said nothing, although he did respond to a query for this article about his and Fastow's silence. "The proper place to confront liars, not-for-attribution whisperers, responsibility dodgers, and the 'I had no idea' types is in the courtroom; not in the media," Keker wrote in an e-mail. "The media these days is so clogged reporting on the charlatans, that truth won't be heard."
Fastow's silence has created a vacuum that's been filled with damning documents, videotapes, public testimony and terrible press. They portray a brash and greedy schemer, a table-pounder in meetings, a "prickly guy that would tell you everything wrong about others and everything right about himself," former CEO Jeffrey Skilling told lawyers investigating the case for the company's board of directors.
"There is zero sympathy for the guy down here," says Tom Cunningham, a Houston lawyer who has worked on cases for and against Enron. "Most people are just waiting for him to go to jail."
And yet Fastow has become an almost mythic subject, to a point where the trivia of his day-to-day life has become an odd curiosity. His rabbi, Shaul Osadchey of Congregation Or Ami in Houston is a media star, repeatedly defending Fastow and dubbing him a mensch. There was a recent Fastow sighting at Benjy's, a restaurant near his home, where it was reported by the Houston Chronicle that he ordered chocolate cake.
Mr. Mystery
Among the top Enron executives implicated in the scandal, Fastow might be the most mysterious figure. The others, Skilling and longtime CEO Ken Lay have at least mustered shows of unbowed spirit, if not defiance. Skilling was one of the few Enron executives who didn't invoke their Fifth Amendment privilege on Capitol Hill. Lay, who along with his wife, Linda, was interviewed by Lisa Myers on NBC last winter, has partly resumed his man-about-Houston regimen on the charity, social and cultural circuit.
Fastow no longer speaks to Skilling, or Lay, or his former lieutenant, Michael Kopper, who pleaded guilty last month to charges that he helped build the partnerships that disguised Enron's crumbling business and funneled millions to himself, Fastow and others.
Fastow sees few people except for about six friends and his immediate family, which includes his parents, Carl and Joan Fastow. Late last year, shortly after the Enron scandal come to light, Carl and Joan moved from New Jersey to Houston to be closer to their son. They now live in a house in Southampton that Andy purchased for them, the former home of Michael Kopper.
Andy Fastow keeps an office at an undisclosed locale in downtown Houston. There, he sends and reads e-mail, talks to his lawyers and inevitably studies articles about himself online.
He reads a rehashed account of an incident that took place in Chicago 17 years ago. Fastow, who was attending Northwestern's Kellogg School of Management, became involved in a dispute with a cabdriver over change. The cabby, who previously had been suspended 14 times, threw a punch and was suspended again.
Like the taxi driver, others on the far peripheries of Fastow's life have gained footnote fame. "I was a skinny little girl and Andy used to call me Gumby," says Lori Redunski, who was a childhood neighbor of Fastow's and now lives in Austin. He wasn't a bad kid, she says. But his circumstances have stirred a rush of e-mail traffic among his former peers. Above all, Fastow is a celebrity, which carries its own cachet. "I have a friend who went to high school with that actor Ray Liotta," Redunski says. "But I get to say I grew up with Andy Fastow."
Shortly after the Enron story broke, Fastow was dining alone in a restaurant in New York and struck up a conversation with a man from Milwaukee. Fastow told him who he was and where he'd worked. "I just saw Yoko Ono here 20 minutes ago," the man told Fastow, who has recounted the story to friends. "But this tops Yoko."
Empty Symbol
The Enron calamity is now entrenched as Houston's civic signature. Even casual watchers of the scandal here can recite the names of its key figures, their presumed rap sheets and in many cases, exactly where they live (as if they sold Hollywood-style maps). Curious visitors file into the luxury thrift shop Jus' Stuff, from which Linda Lay is hawking the leftover contents from the vacation homes she and Ken are unloading the odd bronze goat ($700), painted horse ($3,600) or Charles Barkley jersey ($380). Tourists get their pictures taken next to the silver tilted "E" sculptures outside Enron's largely empty downtown offices. One tilted E sign sold for $44,000 on Wednesday in an auction of Enron surplus items. "Yesterday I took a British lady here from her hotel and back," says Oliver Egenti, a Houston cabdriver sitting in his taxi outside the headquarters. "She got out of the car, took a picture and we left." He earned $44.
Within the lineup of Enron's key players, little about Fastow seems extraordinary except the accusations against him. He was born in the Washington area, the middle of three sons. He spent his early years in Northern Virginia and Long Island before his family moved to the comfortable New York suburb of New Providence, N.J. His father worked in merchandising for a drugstore chain. He met Lea Weingarten, the daughter of a former Miss Israel, while he attended Tufts University. He smoked a pipe when he returned home from college, recalled Anne Dillman, a member of the New Jersey state school board who knew Fastow when he served as student representative to the board in 1980. "I wish him well," Dillman says in an interview, adding that she is "very disappointed" in him.
Today, Fastow jogs around Rice University, near his home. He plays tennis, frequents Starbucks, belongs to a country club and takes his sons fishing on his 18-foot Boston Whaler. He has a home in Galveston, close to Lay's (they share the same media-weary caretaker), and a cabin on 68 acres in Norwich, Vt. He has a Porsche 911 and a Mercedes-Benz E320 wagon and contributed $1,000 to the George W. Bush for President campaign.
Until recently, Fastow could often be seen at the site of the 11,493-square-foot mansion he was building in River Oaks, Houston's most exclusive area. It is a neighborhood of big lawns, wrought-iron security gates and a roster of Enron's elite that includes Lay and Skilling.
Fastow's move to River Oaks was a milestone of his self-made success. Lea Fastow comes from a wealthy Houston family, and one of the popular theories to explain Fastow's alleged greed is that he was desperate to show that he could "succeed on his own."
Fastow was proud of his new home and he monitored its construction closely, according to a source involved with the project. The three-story house at 3005 Del Monte Ave. features six fireplaces, Italian blue flagstone flooring, a limestone exterior, a slate roof and a three-car garage. It is nearly finished.
But the Fastows won't move in. They will stay in their current home, figuring the family has endured enough upheaval. The River Oaks property is on the market, for $4.3 million, and the federal government, which has frozen an estimated $23 million in assets held by Fastow and his associates will likely keep the proceeds. There are mounds of dirt in front, a "No Trespassing" sign on a cyclone fence, and a boxy wooden structure that houses the toilets for the construction workers. (Porta-johns are not permitted in River Oaks.)
There are big A-frame windows and no drapes. Pedestrians can see from Del Monte Avenue through to the pool and whirlpool on the back patio. "There is no more work being done on that house, and that gives me great satisfaction," Mary Bain Pearson, a 70-year-old Enron shareholder from Houston, told a Senate panel. The room filled with applause.
"This house is a big symbol," says Tom Leishman, a subcontractor who worked on the mansion. "It's a symbol that you can live the American dream, but you can't rape it." Leishman has stopped by to pick up some equipment. He is sitting in his white Ford pickup in front of the home, which he calls "a monstrosity." His job was to haul garbage away.
The Family Guy
Fastow stays bunkered at his large red brick home in Southampton Place, about a mile away. There are toys in the yard and an American flag hanging from a balcony over the front door. The flag is huge, almost car-dealership size. It went up after Sept. 11. Fastow used to speak of his appreciation for the American way, especially as it related to capitalism, opportunity and financial reward. Now, he complains to friends about how the American promise of "innocent until proven guilty" has been perverted in his case. He has railed about how he's been treated unfairly by Lay and Skilling, by opposing lawyers, by the media, by the community. He was a victim of a power struggle at Enron and has maintained through Gordon Andrew, that he acted with the full knowledge of the company's top executives, board of directors and auditors.
Fastow is eager to correct the record and explain himself, if only because his boys will be old enough to be curious one day. He consults with Andrew, a public relations veteran in Princeton, N.J., who is a former head of corporate communications for Citigroup, and its CEO, Sandy Weill. Jail terrifies Fastow more than anything, he has told people close to him, and avoiding it is far more important than trying to salvage his image.
He thinks of his boys growing up without him. "Fastow's devotion to his family is accepted by anyone who knows him," says David Berg, a Houston attorney who has been involved in suits against Enron. In the accounts of strip-clubbing and bosses marrying their secretaries that marked Enron's heyday, Fastow's name is absent.
He is a family man, even his accusers say, but it's difficult to unstick the goo that connects Fastow's loved ones to the accusations against him. Indeed, Fastow named two of his partnerships for the first initials of his wife and boys, LJM and LJM2 and another one after his neighborhood, Southampton.
Kopper's plea agreement includes several references to Fastow siphoning money from the partnerships to benefit members of his family. Lea Fastow, a former Enron finance employee could also be in legal trouble. The Justice Department alleges that the couple received at least $17 million in illegally gained cash from the partnerships, according to court papers filed in Kopper's plea deal.
Does a family man embroil his family in something like this? "There are a lot of hard lessons here," says Tom Cunningham. "But Andy Fastow has gone horribly wrong and something needs to be done."
"It's not our fault if he ruined his kids' lives," adds Leishman, the waste services contractor.
Members of Congress deride him as "Fast Andy Fastow" and the "Betty Crocker of cooked books." He receives death threats and sees anti-Semitic postings about himself on Internet message boards. He burrows into his legal strategy and drives his kids to school, obsesses on the small details of his past and contemplates black holes in his future.
His flag-draped house is a temporary sanctuary, just as the aborted mansion in River Oaks has become an icon of Enron's rash ambitions. It is an empty shell of grand plans. Like Andy Fastow, it sits there, exposed and in limbo.


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More than 160 million people check Snapchat every day -- and seven out of 10 of them are under the age of 35.
The popular mobile app first became known for users posting videos and pictures that "self-destruct" (disappear) after they're played.
But there's more to Snapchat than that. Members of Congress, media companies from the Wall Street Journal to the Food Network, and media personalities like Bret Baier are all on it too.
Here's how you can make the most of Snapchat as an activist.
Many of us have been a job seeker, an interviewee, and a new staff member. It is a painful process. However, on the other side of the coin, the recruiter has a hard time as well. Attracting and finding the best candidate is tough.
From the standpoint of a recruiter, you're making a significant investment, not just financially. The recruiter has to consider whether their current staff can work with this person on a daily basis and whether they are worth a long-term investment. In other words, is the potential hire on track for leadership one day? Is this somebody who is going to make the organization more effective?
The wrong choice can severely affect team morale, cost money, and ultimately, damage the organization as a whole.
To attract the best talent, recruiters should place emphasis on...
Deep commitment to family and community drives many conservatives into action.
For Tracy Klicka, her deep commitment to motherhood and the homeschool movement drives her to help homeschooling families across the nation. She walks beside them to ensure their success in their children's lives.
"I think most homeschooling parents need a lot of encouragement," Tracy said. "You know your kids more than anyone…you are their best advocate, you're their biggest cheerleader, you're the best counselor, you're the best person to watch what walking through life, through challenges and difficulties is."
Today, Tracy is the Director of Development for the Home School Foundation (HSF), a part of the Home School Legal Defense Association (HSLDA), which offers support for homeschool families.
"HSF is the heart of HSLDA," Tracy said. "The heart is to help families who so want to homeschool their children, but they...
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His family fled Iran's totalitarian government in the 1970's, which would later inspire him to run for City Council. Amir became the youngest person to run for office in his hometown. His campaign was a pivotal force in spurring millennials to make an impact on the political process.
"I would have never guessed ten years ago that I would run for the City Council," Amir said.
Although he lost his first attempt at public office, Amir wanted more in-depth political training. After receiving positive recommendations from his friends, Amir decided to attend Leadership Institute's Campaign Management School. The four-day training provided him with the tools and knowledge to put together a successful campaign plan.
"The Campaign Management School's hands-on exercises were useful and resourceful, as they accurately demonstrated the process of putting together a campaign and doing research," Amir said. "I have taken forty pages of notes and I still have a whole day left of the training!"
Amir aspires to be a civic leader who...
Since 1972, conservatives have celebrated Independence Day at the National Fourth of July Conservative Soirée.
Join the Leadership Institute and other sponsoring conservative organizations for the 46th annual Soirée — the best family party of the year! Enjoy delicious barbeque, live bluegrass music, a patriotic program, and fun for the kids.
RSVP today to receive your FREE ticket and parking pass.
Who: Dick Black, Nicolee Ambrose, and other conservatives like you!
What: Barbeque, bluegrass music, patriotic program, and fun for the kids
When: Tuesday, July 4, 2017 | 11:00 a.m. - 3:00 p.m.
Where: Bull Run Regional Park Pavilion, Centreville, VA
Bring a side dish to share. It's Soirée tradition!
Interns from across the conservative movement came to the Leadership Institute on June 21 for the Conservative Intern Workshop.
The 94 interns who attended, representing the White House, Congress, FreedomWorks, Young American's for Liberty, and more than 32 other organizations. They learned how to make the most of their internships in DC beyond simply showing up to work every day.
These interns learned from Steve Sutton, the Leadership Institute's Vice President of Development, about his method of impressing supervisors by understanding the philosophy and politics surrounding their roles. Next, the Young Americans for Liberty Director of Mobilization Justin Greiss spoke about how to best highlight their experiences by writing clean and consistent resumes. Justin also talked about the best way to communicate enthusiasm to potential employers by writing outstanding cover letters.
During lunch, participants networked with each other and learned about new organizations. Dante Kari, an intern in the Leadership Institute's Youth Leadership School was especially excited to meet with other interns. "I met folks interning for conservative organizations I didn't even know existed," he said.
Next, the Leadership Institute's Director of Digital Training, Abigail Alger...
On July 13 and 14, the Leadership Institute held the very first Think Tank Opportunity Workshop. Eighty-six conservatives attended to learn how they can successfully build a career in this field.
The workshop contributes to the Leadership Institute's mission to increase the size and effectiveness of conservative activists because conservative think tanks are only effective in influencing public policy if they have principled conservatives, passionate about quality research, working for them.
Following the workshop, feedback was overwhelmingly positive with one attendee remarking; "An excellent program with generous speakers and staff. All speakers were willing to network with students involved and were very willing to invest in our futures!"
Due to the success of the Think Tank Opportunity Workshop, the Leadership Institute will be holding another on November 6 and 7, 2017.
You can probably recall a number of sobering moments in your life where you had the opportunity to either step up or retreat from a challenge.
When I was 23, I moved to the United States from the UK to work for the Leadership Institute. The prospect to work in the American conservative movement for an organization like LI, which is so pivotal, was an exciting one.
However exciting the opportunity, I remember the moment I arrived at my accommodation. I put my cases down and froze. It dawned on me that I had just quit my job, and left the security of my friends and family. It was a scary prospect; but nine months later, I would recommend the experience to anybody.
Here are five reasons you should consider working for a conservative movement abroad.
When I think about the conservative movement, I realize many staff are close friends outside of work, and some even live in the same house. We are a closely tied movement, and that is a good thing.
Within individual organizations, working alongside people you have strong relationships with means you are more likely to enjoy your job and collaborate on projects; it creates a positive working environment.
But here are some things to consider when your work life and your personal life intertwine.
Make your own decisions
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I remember reciting my first speech – "Respect the flag . . . " – those are the only words I remember, maybe because that's the title.
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I was nervous. I had butterflies. And I knew I didn't want to mess up.
I adjusted my sparkly Uncle Sam hat and waited for the judge's nod while my heart seemed to pound out of my chest.
I drew a deep breath and began the poem. With shaky hands I...