text:
UVM Installs E. Thomas Sullivan as 26th President
- 10-05-2012
- By Lee Ann Cox
In an afternoon of academic pageantry that both honored the long tradition of the University of Vermont and looked forward to an invigorating future, former Vice President Walter Mondale of Minnesota delivered the keynote address before the ceremonial investiture of his longtime friend as the university's new president.
The job ahead, according to Mondale, requires both a collaborator and a person who can make tough decisions. "A president… must unite imagination and vision with practical know-how and be ready to make progress the old-fashioned way: through hard work and determination," he said. "I'm glad to announce that your new president, Tom Sullivan, is that kind of man. He is brilliant; he is a scholar; he is a teacher. He is a fine, decent man."
Before coming to UVM, Sullivan served for 15 years at the University of Minnesota, the last eight as senior vice president for academic affairs and provost, and a number of other prominent Minnesotans were here to speak in his honor, including university president emeritus Robert Bruininks, under whom Sullivan served. Bruininks called his former colleage a "bold, compassionate, very wise leader."
Before a capacity crowd in Ira Allen Chapel, Senator Bernie Sanders, Vermont Governor Peter Shumlin and UVM board of trustees chair Robert Cioffi also offered remarks – extending a warm welcome to both Sullivan and his wife, alumna Leslie Black Sullivan '77 – during the ceremony which was attended by dozens of delegates from institutions across the country including the University of Pennsylvania, Syracuse and the University of Michigan.
In his presidential address, Sullivan called on historic words from Robert Kennedy that fired his spirit during his own college years and beyond: "Some people see things as they are and say why? I dream things that never were and say, why not?" The president's vision for the university is fueled by Kennedy's challenge, to "lift expectations," Sullivan said, "and aspire to yet unconsidered greatness."
That goal for the president is centered squarely on academic excellence at UVM and he presented four "pathways" towards achieving success. The first and top priority, Sullivan said, is making education affordable through scholarships and financial aid. Second is "rebalancing priorities and investing in this university's strengths to create a distinctive teaching and learning environment." Choices, he said firmly, must be made.
Among the specifics he offered for improving student learning and success is to develop a new enrollment management plan that would lower the student/faculty ratio, decrease class size for undergraduate enrollment and grow graduate programs.
The third pathway the president identified is to improve facilities and support creativity and "breakthrough" research in order to attract and retain the highest quality faculty and staff, noting that our faculty have – and must continue to – generate preeminent scholarship and artistic work of major consequence. Providing competitive, first-rate facilities and research infrastructure for engineering, science and medical laboratories, Sullivan said, is an immediate priority.
Fourth, and central to the mission of the state's university, is outreach throughout Vermont to further economic development, health, civic life and environmental sustainability. "At UVM," Sullivan said, "teaching, learning and research are inextricably linked with serving the needs of the state, New England and the nation as we play a leadership role in helping to solve local, regional, national and international problems."
Fostering relevance and trust; passionate and independent-minded students; and research discoveries that benefit society for a lifetime are the achievements that Sullivan set forth for the university. It is a mission, he says, that will require everyone's support. He called for a campus community that works together as well as listens, learns and supports each other. Sullivan also plans a bold, creative and comprehensive campaign.
Any skeptics need only listen to the former vice president. "I thought he was out of his mind," quipped Mondale, an alumnus and benefactor of the University of Minnesota Law School, where President Sullivan, a nationally recognized authority on antitrust law and complex litigation, was dean for seven years. He was recalling Sullivan's announcement that he would raise $30 million for a decaying law school in five years. "He went to work, he pulled everybody together and he raised $52 million," in just three or so years Mondale said, rebuilding not only the physical structure but the school's stature and quality of faculty and coursework.
"It was truly transformative," Mondale said. "And he did it by getting together with the community, leading, listening, performing the kind of leadership that every higher educational institution needs... Tom believes in the power of raising aspirations and setting ambitious goals. And the power of his beliefs are contagious."
Sullivan's address was followed by a choral performance from the University Catamount Singers and celebratory remarks from award-winning author and poet Patricia Hampl, Regents Professor and McKnight Distinguished Professor of English also from Minnesota's flagship university.
Hampl drew laughs – along with knowing nods of recognition – as she confessed the "crabby lot" of English professors who may feel squeezed out by engineers and applied mathematicians. "Not so long ago from our point of view, that is to say, the Middle Ages, " Hampl said, "our work – rhetoric and the arts of language – were… the foundation of why universities came into existence. But unfortunately those big rhetoric research dollars began to dry up several centuries ago." Now she reassures faculty in the humanities. "Tom has proved himself to be an extraordinary supporter of the arts in relationship to their public presence… you got the right guy."
Hampl closed with a beloved poem by a most beloved Vermont poet, ending with Robert Frost's lines, "'Two roads diverged in a wood, and I– / I took the one less traveled by, / And that has made all the difference.'
Tom," she said, "I know you'll make all the difference here."


text:
Source: Myra Gordon, 785-532-6276, firstname.lastname@example.com
News release prepared by: Katie Mayes, 785-532-6415, firstname.lastname@example.com
Tuesday, Jan. 6, 2009
MANHATTAN -- An inaugural party celebrating the nation's first black president, a firsthand account of the civil rights movement in Kansas and community service projects are just some of the activities taking place during Kansas State University's Martin Luther King Jr. Observance Week, Jan. 19-23.
The week, with the theme of "Realizing the Dream," is a celebration of the civil rights leader's legacy.
"We chose this theme to recognize the historical significance of the inauguration of America's first black president which will occur during the week of our observance," said Myra Gordon, K-State associate provost for diversity and dual career development. "For many people, this is the realization of a dream."
Monday, Jan. 19, also will mark the 41st anniversary of King's visit to the K-State campus.
"In many ways, his landmark appearance catalyzed the promotion of diversity and inclusion at K-State and started moving us toward realizing the dream," Gordon said.
Activities during the weeklong celebration include:
* Monday, Jan. 19 -- K-State community service project, 8 a.m. to 5 p.m., Manhattan Town Center. Volunteers are to meet at the mall to make Martin Luther King Jr. Day a "day on, not a day off" by working with local nonprofit agencies. For more information, contact Kim Frazier at 785-532-3670.
* Tuesday, Jan. 20 -- Careem Gladney, senior in finance, Manhattan, and Rebeca Paz, coordinator of K-State's Pilots Program, will be honored with special Commerce Bank awards, 3:30 p.m., at the K-State Alumni Center. Gladney will receive the Commerce Bank Presidential Award for Enhancing Multiculturalism, while Paz will be recognized with the Commerce Bank Presidential Faculty/Staff Award for Distinguished Services to Historically Underrepresented Students. An inaugural party will be at 7 p.m. in the K-State Student Union Ballroom. The event is open to the public.
* Wednesday, Jan. 21 -- Martin Luther King Jr. Fellowship Luncheon, noon, in the Union Ballroom. The keynote address, "Unraveling the Knot of Power and Privilege," will be given by Allan G. Johnson. Actress Adilah Barnes will perform "I am That I Am: Woman, Black" as part of candlelight vigil at 7 p.m. in the Union's Forum Hall. The vigil and performance are sponsored by the Kappa Tau chapter of the Alpha Phi Alpha fraternity and the K-State Union Program Council. A hot chocolate reception, sponsored by K-State's School of Leadership Studies, will follow, around 8 p.m., in the foyer outside Forum Hall.
* Thursday, Jan. 22, Johnson will present "Power, Privilege and Difference" as part of K-State's Provost Lecture Series, at 10:30 a.m. in Fiedler Auditorium. A workshop of the same name will follow at 3 p.m. in Hale Library's Hemisphere Room. Chester Owens Jr. will deliver "A Firsthand View of Civil Rights in Kansas" as part of the Diversity Student Leader Luncheon, 12:20 p.m., at the K-State Alumni Center.
* Friday, Jan. 23, The first Martin Luther King Jr. Luncheon for Diverse Faculty and Staff will be at noon in the Union's Konza Room. The "Laying of the Wreaths" ceremony will be at 2 p.m. at the Martin Luther King Jr. memorial bust near the southeast corner of Ahearn Field House.
More information about K-State's Martin Luther King Jr. Observance Week and is available at:

subset: commoncrawl


text:
The Peace Center thrives and survives only because there are so many volunteers that pitch in to help keep things running as smoothly as possible. We can always use volunteers to cover the front desk, on a regular basis or as an on call substitute, or to assist the Coordinator, or to table at outreach events, or to post flyers in the community, or for grant writing, or to serve on one of many committees.
The best way to get started is to come in and fill out a volunteer application form (the orange half-sheet). Then schedule an appointment to meet with our Volunteer Coordinator, Adrienne Mathewson, who can discuss with you the best fit for your talents, skills and interests and the current needs of the Peace Center.
If you have any questions, give us a call at 268-9557.


text:
We depend on the generosity of others to help support this vital work. Even small donations make a big difference.
Sponsorship is a great way to ensure Boston Explorers is available to all youngsters in our community.
Underwriter ($10,000) provides for 10 children to attend camp for one session
Benefactor ($5,000) provides for 5 children to attend camp for one session
Full Scholarship ($1,000) provides one session of camp for one child
1/2 Scholarship ($500) provides one week of camp (half of a session) for one child
Supporter ($250) provides one half of a week of camp for one child
Sustainer ($125) provides activity materials and entry fees for one camper for one week
Donor ($50) provides critical support to Boston Explorers
Prefer snail mail? Send your donation to:
Boston Explorers, 72 Montgomery Street, Boston, MA 02116
All donations are tax deductible to the full extent of the law.
Boston Explorers is a 501(c)(3) nonprofit organization.
Boston Explorers is grateful to our program partners, as well as our individual donors who contribute more than 70% of our revenue.
Together, we have created a camp where children thrive.
Tobin School, Roxbury
Neighborhood House Charter School, Dorchester
Rafael Hernandez School, Roxbury
Boston Teachers Union School, Jamaica Plain
Mission Hill School, Jamaica Plain
World Ocean School
Union United Methodist Church
Boston University Fitness Center
African-American Meeting House
Hull Lifesaving Museum and Rowing Center
City of Boston Community Bicycling Program
Friends of Frieda Garcia Park
Friends of Titus Sparrow Park
Eliot School of Fine & Applied Arts, Jamaica Plain
Boston EMS
Foodie's Markets
Jules Catering
South End Food Emporium
Someone Else's Child Foundation
Flaherty Family Foundation
Timberlake Foundation
The Lenny Zakim Fund
City of Boston George Randidge Fund
Eastern Bank Charitable Foundation


text:
Evra 4 Bosingwa 0 - Disgrace
'The DVD evidence does not itself show whether or not Evra actually struck Bethell. Evra denies it but we accept Bethell`s evidence that he was struck on or near his right ear and it was clearly Evra who struck him.'
The above was part of the report that appeared on the FA's website after they decided to ban Patrice Evra for four games for an alleged attack on a Chelsea groundsman. The FA admitted they had no proof but believed the Chelsea man and banned Evra, questioning the honesty and integrity of the members of the United staff who had given testimony.
Mere weeks later Jose Bosingwa of Chelsea kicks Yossi Benayoun in the back in front of the linesman. Chelsea manager Luiz Felipe Scolari admitted it was worthy of a red card, Bosingwa apologised - everyone expected at least a three-game ban as it was such a classic case of violent conduct that even the FA can't find another angle.
Yet it seems they did. Clueless Mike Riley confirmed that his assistant Mo Matadar saw the incident (would have been difficult to miss, with a little bad luck it could have been his back which ends up sore) but decided to take no action.
So, the officials were aware of the incident but did not act. In terms of FIFA rules, it's game over, no retrospective action is possible. The moral of the story? Mundane things such as proof and rules are irrelevant for the English FA and its horrible referees. They handed out a four-match ban for an incident that's never been proved and took no further action after a disgraceful foul which was witnessed by millions all over the planet. Unbelievable.


text:
|Reviews for Rainy Weekends
| Mary chapter 3 . 3/1/2015
I also forgot to mention how I loved that you added Skippy. He always just invites himself over and I loved how you included that. And in his pajamas LOL. I also loved how it was in Alex's POV. All his thoughts sound pretty much like him. Keep up the good work ;)
| Mary chapter 3 . 3/1/2015
that was very lovely. Im a huge family ties fan and MJF fan. Im always very picky w/ what fanfics I read when it comes to something I love but this was amazing. I quite enjoyed it. I also love Alex and Ellen's relationship here. I wish Ellen was in more episodes so their relationship could grow but oh well. At least Mike and Tracy married in real life ;)
| only-some-loser chapter 3 . 7/26/2014
This is really cute. Are you ever going to finish it?
| abc135 chapter 3 . 8/20/2011
This story is so super adorable! I know it's been 5 years since you've updated this, but do you think you'll ever finish it? :)
| jn208505 chapter 3 . 11/4/2009
That was cute! Got to love those Keaton kids!
| Alex P. Keaton chapter 2 . 8/26/2005
it WAS good before you added stupid skippy and his pjs. KILL SKIPPY BECAUSE JIF WILL REIGN SUPREME!
| Alex P. Keaton chapter 1 . 8/26/2005
its good because skippy died
| angel9220042004 chapter 2 . 4/19/2004
hey i just read ur story and i know its been a long time since the last time u updated but will u please continue with this story? its really great! also u said at the bottom of this chapter that u have already started chapter 3 so it would be great if u posted it. please continue soon!
| mooze chapter 2 . 4/17/2004
I know it's been almost a year since you stopped writing this, but I really love it! You have a great insight into Alex's mind, what you make him say and do really matches up with what he seems like. I would love it if you wrote more. :)
| Maria chapter 1 . 1/1/2004
Hi! It was really good, Id love you to continue it with a second chapter, she what happens with Ellen and such )
| Bunny1 chapter 2 . 12/10/2003
oh, VERY cool... got the characters down great!:)
| Chelsea Lennon chapter 2 . 9/20/2003
Hi, I'm Chelsea and I think your fanfiction is great! Please continue the story! I really want to see what happens next.
| Mary Rose chapter 2 . 6/30/2003
I do look forward to the rest.
| Rose chapter 1 . 5/21/2003
Good story. Can't wait to read more!
| Bunny1 chapter 1 . 4/21/2003
Very true to the actual show- would like to see more;)


text:
Another effort to rid the state of Alaska's multi-million dollar corporate jet through the Internet auction site eBay has failed.
Sound off on the important issues at
The state had wanted about $2.5 million for plane, but the top offer was just over $2 million. This was the second failed attempt to dump the controversial jet on eBay since it was put up for bid last month.
Department of Public Safety officials and Gov. Sarah Palin's office could not immediately be reached for comment on what steps the state would take next.
Former Gov. Frank Murkowski bought the 23-year-old Westwind II for nearly $2.7 million against the wishes of many political leaders. It became a high-profile campaign issue in his bid for a second term. Palin, who promised to sell the jet, trounced him in the primary.
The state has used eBay in the past to sell other assets, including the Bartlett, a ferry in the Alaska Marine Highway fleet, as well as other aircraft.
© 2018. All Rights Reserved. | Contact Us


text:
English Verse: Volume 2: The Seventeenth Century: Donne to Rochester (Penguin Classics)
The mid-17th century was a time of turmoil in England. The decades of civil war, revolution and restoration were dominated in the realm of poetry by Marvell, Donne, Milton and Dryden. This anthology also contains readings from Ben Johnson; Margaret Cavendish, Duchess of Devonshire; the mystic vision of Thomas Traherene; and the libertine wit of John Wilmot, Earl of Rochester.
Please visit Help Page for Questions
regarding ISBN / ISBN-10 / ISBN10, ISBN-13 / ISBN13, EAN / EAN-13, and Amazon
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Program | Contact
Copyright © 2003-2014 AllDiscountBooks.net All rights reserved.


text:
Have thinking about what a binding is, and discussing it with Henrik. So far, this is the definition I'm most comfortable with (with some concepts stolen from an earlier message by H): --8<-- A binding provides a means of encapsulating a SOAP message, with the following guarantees; * messages will be encapsulated completely, so that they are not fragmented at the SOAP layer. * messages will be passed ot the SOAP layer intact, without reordering, encoding or other transformations imposed by the binding. Binding definitions must satisfy these requirements. Some bindings impose restrictions upon the SOAP layer, such as - possible message exchange patterns - endpoint identification URIs Binding definitions must describe these restrictions, if present. Some bindings also provide additional services to the SOAP layer, such as - implied message correlation - caching - authentication, authorization and encryption mechanisms - state management - routing - quality of service These services are available, but their use is not required, and they may be supplanted by in-message mechanisms. Binding definitions should describe these services for use by SOAP applications. --8<-- A few things; * notice that I'm specifically avoiding the phrase 'protocol binding' -- the term 'protocol' implies some things that aren't necessarily true (for example, MIME or DIME can be bindings, but don't provide any protocol semantics, just encapsulation). I propose that we change all references appropriately. The variety of mechanisms that will shift SOAP messages around really precludes one from generically saying that all things underneath are protocols; it doesn't add any useful information, and misleads about the nature of SOAP's relationship with what carries it. * The mechanisms that underlying protocols provide (e.g., HTTP provides a MEP, implicit correlation, endpoint identification, auth, encryption through SSL, caching) should not be reflected in the message. * I am of the belief that it's folly to try to normalise or characterise transports to support making them transparently interchangeable (switching BEEP for UDP, for example) or invisible to the message (HTTP messages being magically composed to form arbitrary application MEPs, for example). While these are interesting and tempting problems to tackle, they're out of scope for this WG, and will take years, not months to complete, IMHO. * That having been said, it's a good thing to incorporate as much information as practical about what characteristics bindings have into their definitions, for the benefit of developers who need to be able to choose the optimal binding. This would be guidance only. * Such descriptions may find it beneficial to subclass bindings into 'encapsulation' and 'protocol' bindings, to aid in the identification of their capabilities. It also may be the case that guidance can be given as to the way that bindings can be usefully combined.Received on Thursday, 5 July 2001 02:05:54 UTC
This archive was generated by hypermail 2.3.1 : Tuesday, 6 January 2015 22:01:14 UTC


text:
Manage your mail on the Web at USPS.com
March 31, 2009 - By Anne Murray, Postmaster Ft Myers/Cape Coral, Postal Pointers
USPS.com never closes. It's open 24 hours a day, 7 days a week, 365 days a year. It is the easiest way to utilize the services of the U.S. Postal Service. You can access USPS....
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text:
Which of the pilgrims from Geoffrey Chaucer's General Prologue to the Canterbury Tales would you like to meet?
- print Print
- list Cite
Obviously no one can decide for you which of Geoffrey Chaucer's array of characters you would like to meet; however, a quick review of some of the characters from the General Prologue to the Canterbury Tales might help you make your decision.
Some characters are noble and honorable and do what they are supposed to do, and this trip is truly a holy pilgrimage for them. These characters include the Knight, the Squire, and the country parson. Another group is going but perhaps have other motivations and problems; this group includes the yeoman, the merchant, the Oxford cleric, the sergeant-at arms, the franklin, a cook, a sailor, a doctor, the wife of Bath, a plowman, a reeve, a miller, a manciple, and a
haberdasher and a carpenter,
An arras-maker, dyer, and weaver.
The religious characters who are not devout are an interesting bunch. While the Prioress is "so charitable and piteous / That she would weep if she but saw a mouse / Caught in a trap," she saves all her compassion for her animals. Nuns should feel this same compassion for humans, it seems to me. Monks are supposed to be dedicated to prayer, but this monk is dedicated to hunting, fine clothes, and gourmet foods (not much mention of any of that God stuff).
The friar, also a supposed man of God, is more interested in making money by offering easy forgiveness:
He was an easy man to give penance
When knowing he should gain a good pittance.
He is courteous when there is a chance for him to make some money, and
In towns he knew the taverns, every one,
And every good host and each barmaid too-
Better than begging lepers, these he knew.
The Summonor is a despicable character, according to this description by Chaucer, who says the Summoner
had a fiery-red, cherubic face,
For eczema he had; his eyes were narrow
As hot he was, and lecherous, as a sparrow;
With black and scabby brows and scanty beard;
He had a face that little children feared.
There was no mercury, sulphur, or litharge,
No borax, ceruse, tartar, could discharge,
Nor ointment that could cleanse enough, or bite,
To free him of his boils and pimples white,
Nor of the bosses resting on his cheeks.
Well loved he garlic, onions, aye and leeks,
And drinking of strong wine as red as blood.
Then would he talk and shout as madman would.
Just as despicable is the Pardoner; though he is a bit more pleasant to look at and listen to, he is concerned only with making money and uses his position with the church to do it:
His wallet lay before him in his lap,
Stuffed full of pardons brought from Rome all hot.
A voice he had that bleated like a goat.
No beard had he, nor ever should he have,
For smooth his face as he'd just had a shave;
I think he was a gelding or a mare. [ouch]
When I look at these characters, the more interesting and colorful characters are those who are supposed to care about others but only care about themselves, and of course Chaucer is making his point about the church and religion by his vivid and detailed characterizations in this work.
If I were able to meet one of them, I might choose the Pardoner so I could see his hypocrisy first-hand; however, I would probably rather choose the country parson, for he is a kind and gentle man who lives on the streets what he preaches from the pulpit.
But rich he was in holy thought and work.
He was a learned man also, a clerk,
Who Christ's own gospel truly sought to preach;
Devoutly his parishioners would he teach.


text:
Werder sign Pasanen
By Alex Livie
Last Updated: 01/01/70 1:00am
The Finnish defender was informed he had no future at Ajax under Ronald Koeman and had been on the lookout for a new club for the majority of the summer.
Having failed to secure a permanent deal with Portsmouth following his loan stint on the South Coast, Pasanen switched his attentions to mainland Europe.
German champions Werder Bremen came calling and he seemingly had little hesitation in agreeing terms.
"The transfer fee we got for Manuel Friedrich was a significant factor in realising the acquisition of Jensen and Pasanen," Werder's sporting director Klaus Allofs told the club's website after adding Pasanen to the capture of Daniel Jensen.
Werder beat off competition from sides in France and Italy to the capture of Pasanen, who has produced assured displays for Ajax in Europe and will be a solid addition to the Bremen squad.


text:
A rock-hard bodyguard gets a sassy, sweet treat.
Stuck in a boring insurance job, vivacious Mia Donovan has spent the last few years searching for her life's true path. She fills her time helping plan the wedding of her best friend to the CEO of the Sugar Rush Candy Company.
Mia has also been trying to attract the impossibly rigid Sugar Rush security chief Gavin Knight. But for well over a year, the unyielding Mr. Knight has ignored her, despite her short skirts, tight sweaters, and patently obvious flirting. And when he finally approaches her, it's only to assess the wedding plans for potential security risks.
A former soldier, Gavin has intercepted hostile anonymous letters threatening the high-profile wedding. Determined to keep everyone safe, he's forced to work with the maddeningly sexy Miss Donovan of the thousand-watt charm and irresistible body.
Irked by Gavin's many months of disregard, Mia takes her teasing flirtations to a whole new level. But her coquettish ways are no match for the edgy, lust-fueled dominant he conceals behind his impassive exterior. And when Gavin exerts his full control, Mia discovers he can protect everything except her heart.


text:
Attorney General John Rau cited games which were classified as MA15+ here, but received a higher rating elsewhere as a problem.
Speaking to ABC Online, the Attorney General said: "It is concerning to me, particularly as a parent, when I see that 13 games have been released in Australia as MA15+ whilst exactly the same game attracts up to an R18+ classification overseas."
Rau was referring to games such as Alien Rage, Killer is Dead, God Mode and The Walking Dead, and called for a revision of the classification system by Attorney General George Brandis, and further stating that if the standards 'aren't applied more rigorously', he would refer the matter to the South Australian Classification Council for review.
This is consistent with Rau's earlier push to re-classify many MA15+ games as R18+ once the age rating became available, although no such moves have yet been made.
For the full story, check out ABC Online.


text:
Singer Taylor Swift has visited young cancer patients at a hospital in New York.
The 24-year-old `You belong with me` hitmaker met a number of young ailing admirers, spoke to them and even posted selfies, reportedly.
Swift, who was only scheduled to be at the hospital for an hour, spent nearly five hours interacting with each patient.
The singer spent half an hour with Shelby Huff, suffering from post-transplant lymphoproliferative disease.
Huff`s mother shared a number of posts on Facebook recalling her daughter`s experience.


text: I'd actually title this BIG Brother but that's had a different meaning since 1984. :razz: I've seen this for many years as I've whizzed past on my way up to the Mt Baker Ski Area but never stopped to snap a photo. I noticed the frost on the smaller tree so I decided to stop and hike the 0.5 mile back to the location: I thought the frost might had some more interest but I now think it distracts and obscures some of the reasons why this little scene has peaked my interest for this whole time. I plan on re-shooting this once the snow melts (and perhaps gets a bit of sunlight). On the same day, but at a different location, I took some other shots of frost in a sheltered area: Thanks!


text:
Last night Allied Printing
Trades Council seated the repre
sentatives of Stereotypers' Union
No. 114. The vote was 17 to 8,
with 12 not -voting. The repre
sentatives of No. 4 retired and did
not vote.
No. 4 is the old union which
struck to support the union press
men when they were locked put,
first by the Hearst papers and
then by the other trust papers.
President Freel of the interna
tional stereotypers sided with the
publishers and revoked the char
ter of No. 4. He then i$sued a
charter to No. 114, which' was or
ganized by the publishers and was
made up of members of No. 4 who r
abandoned their union dnd went
to work in the struck shops while
their union was on strike.
The president of No., 114 is
James Sampson, foreman of the
stereotype foundry of the Hearst
The local Allied Printing
Trades Council heard the case on
its merits and refused to seat the
delegates from 114, some of the
delegates referring to' thm as a
fink union.
The matter went to the Board
of Governors, ma'de up of the in
ternational presidents and three
other officers of the typographical
international. ' A
Wohl of the photo-engravers,
Wasem of the bookbinders and
Berry of the pressmen favored
No. 4, and Frye of the stereotyp
ers, and Lynch, Hayes, Miller and
Smith of the printers fought, for J
No. 114. Frye, Lynch, Hayes,
Miller and Smith bolted and. held
a rump meeting.
The matter then went to John
'Mitchell as arbitrator. The merits
of the case'did not go before him.
He had to decide whether all
union members of local allied
printing trades council had to be
in good standing with their inter
national and whether the rump
convention was regular.
He decided that the rump
meeting was irregular, but that
every union in local tradescoun
cils had to be in good standing.
This? put No. 4 out of it because
Freel had revoked its charter and
had issued one to 114. So, al
though the local Allied Printing
Traces Council and the Chicago
Federation of Labor had heard
the. case on its merits and had de
cided to stand by No. 4r still Pres
ident FreeJ's action put No. 114 in
good standing. ' Sd the local coun
cil either had to recognize No. 114
or see the " publighefrs and their
friends arnong' the international
presidents organize new local
There was nothing for them to
do b'ut to recognize No. 114 .
Thfs has no- bearing on the
pressmen's union, which is still
locked out of all trust papers, and
has the backing of its interna
tional officers.
Vicar Begin jat the bottom
and work up, Patrick that'is the
only way. Parishioner It can't
be done in my business, sir; I'm a
xml | txt


text:
Plus Size Black Ribbed Choker Neck Jumper
Was €25.00
Now €15.00 (39% off)
We're all choked up. This black jumper featuring long sleeves, a ribbed fabric and choker neck will be your go to piece. Snap it up...
Regular fit
Approx length: 67cm/26.5" (Based on a UK size 8 sample)
Natalie wears a UK size 8 / EU size 36 / US size 4 and her height is 5'10"
Product number: V9772058
Hand Wash
You've already saved this to your wish list


text:
Tom Hammond looked at the clock Thursday and sighed.
"Boy, oh boy, we don't have enough time," Hammond, 78, told his students at the Bridge Center of St. Paul.
"That's for sure!" someone shouted out.
Hammond and his group of aging bridge enthusiasts laughed. The Bridge Center will open its doors Friday for them to play bridge from sunrise to sunset on the longest day of the year, to honor the strength, patience and endurance of those who have Alzheimer's disease and their caregivers.
The bridge players will be taking part in one of the Longest Day events being held across the country on the summer solstice. The events are intended to raise awareness and funds for the Alzheimer's Association.
"This is only the third year of the Longest Day event," said Mike Stephenson, spokesman for the Minnesota-North Dakota chapter of the Alzheimer's Association. "It's in a growth phase, and we're seeing more and more interest and excitement each year. This year, we have some teams in Minnesota doing some really interesting things."
The Longest Day activities include a bounce house at a workplace, various fitness activities and a social media experiment by the staff of the N. Bud Grossman Center for Memory Research and Care at the University of Minnesota.
At the Bridge Center of St. Paul — which is actually in North St. Paul — the day will start at 5:30 a.m. with a crepe breakfast made by Hammond, the bridge instructor.
"I want to do my part," Hammond said. "Alzheimer's is a horrible disease for both the sufferers and the survivors."
The crepes are Hammond's specialty — a comfort food made with love.
"I make crepes for my grandkids," he said. "Now I have two electric crepe makers, and the grandkids say my crepes taste even better now. When I made a flippant remark about how I could make crepes for this event, people got pretty excited. While I cook, I'm going to wear my apron with my nickname: 'Mr Wonderful.' "
The $6 card games will start after the breakfast and continue throughout the day and evening. The public is invited to attend. A game for beginners will begin at 2 p.m.
"It's a game of strategy similar to chess," said Kimberly Hayward, assistant manager of the club. "It never gets old; the possible combinations are in the billions."
The traditional bridge demographic is getting older, though.
"I'm one of the youngest," said Hayward, who is 46.
Several members said Thursday that they play to exercise their brains as well as socialize. Alzheimer's has touched them: One of their former directors has been diagnosed with it.
One bridge player fought back tears as she talked about how Alzheimer's has affected her life.
"I was a caregiver," said the woman, who declined to give her name. "My mother, who has passed away, had Alzheimer's. I took care of her for 10 years. I think my grandmother had it, too. This was a calm, quiet place where I could bring my mother so we could both get out of the house; she'd sit with me while I played. I still come. I want to keep my mind sharp. I'm terrified I will get Alzheimer's someday, too."
Molly Guthrey can be reached at 651-228-5505.
What: The Longest Day is a sunrise-to-sunset event to honor people who have Alzheimer's and their caregivers as well as to raise awareness and funds for the Alzheimer's Association
When: Friday, June 21
Organizer: Alzheimer's Association
Online: alz.org/mnnd/
Details: The public is invited to eat and play cards to fight Alzheimer's at the Bridge Center of St. Paul, 2603 Sixth Ave., North St. Paul. For times and questions, visit bridgecenterofstpaul.com or call 651-490-5430


text:
LET'S PLAN ON IT! A Guide to Providing Transportation Services in Rural Areas. For. Seniors and Persons with Disabilities
- Anissa Sylvia Scott
- 2 years ago
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1 LET'S PLAN ON IT! A Guide to Providing Transportation Services in Rural Areas For Seniors and Persons with Disabilities May
2 Foreword LET'S PLAN ON IT! is intended to help municipalities, service organizations, consumer groups and other interested parties develop a local public transportation system for use by seniors and persons with disabilities. Alberta Transportation has prepared this guide based on concepts already used in Alberta and elsewhere. The hope is that local stakeholders will use the contents to ensure good local transportation, through the pooling of resources and coordination of service wherever it makes sense. This document will be updated as additional information becomes available. If you are aware of any additional sources of information, or any errors in this document, please forward them to: John Gaye Policy Advisor, Barrier-Free Transportation Alberta Transportation 3rd fl Twin Atria Building, Avenue Edmonton, AB T6B 2X3 Phone: (780) Fax: (780) Note: The information in this document was gathered from various sources. No responsibility is assumed by Alberta Transportation for correctness or accuracy of the information contained in this document. 2
3 CONTENTS Foreward... 2 Chapter 1 Introduction Objective and Context Structure... 7 Chapter 2 Planning For Your Community s Accessible Transportation Needs Form a task Force Conduct Needs Assessment Establish Focus, Consensus, and Direction Design Alternative Courses of Action Assess Alternative Options Develop and Implement the Preferred Choice Evaluate and Improve the System(s) Implemented 16 Chapter 3 Analyzing Existing Transportation Services Inventory of Transportation Resources Analyzing Demand for Service Reviewing Options for Coordination Applying the Family of Accessible Services Approach Chapter 4 Making Basic Service Decisions
4 4.1 Basic System Structure Role of Private Sector Management Structure Funding and Pricing Level of Service Eligibility Operations and Management Implementation Strategy Implementation and Monitoring Chapter 5 Important Guidelines Obtaining Personnel and Volunteers Selecting Vehicles Maintaining Vehicles Routing and Scheduling Dispatching Monitoring and Measuring Performance Chapter 6 Administrative Needs Budgeting Accounting and Billing Procedures Funding Sources Record Keeping
5 6.5 Electronic Data Management Insurance Chapter 7 Other Considerations Selecting a Consultant Making the Best Use of Volunteers Avoiding the Pitfalls Appendix A How To Obtain Information Appendix B Bibliography Appendix C Glossary Of Transportation Terms Appendix D Consultant Proposal Evaluation Form
6 Chapter 1 Introduction Accessible transportation is a major challenge facing seniors and persons with disabilities, especially those residing in rural areas. With the number of seniors and persons with disabilities growing each year, the need for accessible transportation options is even greater. According to the Premier s Council on the Status of Persons with Disability, about 1 in 6 Albertans (approximately 500,000) have a disability. Current statistics from Alberta Seniors show that there are approximately 447,000 seniors in Alberta. This number is projected to increase to more than 920,000 by This means about one in five Albertans will be a senior by that time. 1.1 Objective and Context This guide is a collection of practical information and suggestions designed to assist smaller communities in planning, developing and implementing an accessible transportation system for seniors and persons with disabilities. Rural communities have a particularly difficult time providing local transportation, due to the high costs and large geographic area involved. Rural transportation systems are usually established to provide rides to and from work, various social services, entertainment and medical appointments. Generally speaking, communities may have a variety of mini-transportation systems within their own area, each having one or two vans, cars and sometimes buses to transport their clients. With such systems, there is the potential for labour, fuel and vehicles to 6
7 be wasted, for the system to be operated under capacity, and for service to be fragmented. Today, the benefits have become apparent of pooling these existing and valuable assets into a broader-based transportation system where service providers and consumers can make the best use of their system. Successful accessible transportation systems must be initiated and supported locally, and there must be effective communication between service providers, consumers, municipal administrators and elected officials. Keeping the general public informed of the new or revamped system will also help maintain the vital local support needed to succeed. 1.2 Structure This guide includes information on how to: Structure a new system; Evaluate existing systems to enable both service providers and users to get the most out of existing vehicles and limited funding available; and Obtain information on how to coordinate services and implement the "Family of Accessible Services" (see Appendix C: Glossary of Transportation Terms) approach in providing transportation services. 7
8 The guide is organized as follows: Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Provides an introduction; Describes seven basic steps which can be followed in planning a transportation system in your community; Lists factors to be considered in analyzing demand for service, reviewing options for coordination, and applying the Family of Accessible Services approach; Describes nine steps involved in making basic service decisions, including system structure, role of the private sector, implementation and monitoring; Lists important guidelines regarding personnel, volunteers, vehicles and performance measurement; Deals with administrative needs, such as budgeting, record keeping and insurance; and Provides advice on other considerations, such as avoiding common pitfalls. Appendix A: How to Obtain Information Appendix B: Bibliography Appendix C: Glossary of Terms used in this document Appendix D: D Sample Consultant Proposal Evaluation Form 8
9 Chapter 2 Planning For Your Community s Accessible Transportation Needs A successful rural transportation starts at the local level. It begins because an individual or small group thinks that there must be a better way to provide transportation services in their community. This chapter describes seven basic steps adapted from the Toolkit for Rural Community Coordinated Transportation Services (published by the U.S Transit Cooperative Research Program) that can be followed in planning the coordination of a transportation system in your community. If a system already exists, you may want to use these steps to review and rationalize the service you are providing. 2.1 Step 1: Form a Task Force The first step in the planning process for your community accessible transportation needs is to form a Task Force and decide to move forward. The drive to have an accessible transportation system in your community may be locally generated. Having an organizational structure is crucial for early progress and eventual success. A Task Force or Steering Committee is necessary from the onset to ensure the planning process goes on. This group, preferably a small and manageable size, will facilitate overseeing the planning process. 9
10 The Task Force/Steering Committee should be made up of representatives from the following groups: Agency and consumer representatives; Community transportation service providers, such as handi-bus associations/ operators, long-term care facilities, taxi operators, etc. Concerned community members who are able to evaluate options and contribute to decision-making; Local government officials, including elected officials; and Intercity bus service providers. The group must make a decision on who to involve in the planning and then set agendas and timetables. Leadership is equally important. Roles and responsibilities must be clarified. One way to do this is to develop a memorandum of understanding that provides a common statement by which all interested parties state their commitment and interest. During the initial meeting, the Task Force should take care of housekeeping items that will make its job easier in the long term, including: Appointing a chairman, secretary, and (if required) treasurer; Clearly identifying the role of each party; Deciding how often the Task Force should meet and the level of record keeping needed; Defining the geographic area to be included in the review; Estimating the need for specialized transportation services; Developing a project work plan (including the identification of tasks and timelines); and 10
11 Appointing a Task Force member or volunteer to undertake each task. The members of your Task Force should be able to roughly estimate the number of seniors and persons with disabilities in the area, based on their experience and roles in the community. Task Force members should also be able to decide whether basic transportation needs are currently being met. (For example, are persons able to get to medical appointments?) The success of your transportation system will require the full commitment of each member of the Task Force. Members will need to allow time to prepare for and attend meetings, and possibly workshops to discuss issues with various groups. 2.2 Step 2: Conduct Needs Assessment Through carrying out a needs assessment, you will be able to determine whether the potential need and support for accessible transportation exists in your community. Coordinating accessible transportation system requires an understanding of community resources and travel needs. It is important to establish a common base of information and knowledge about transportation in the community before moving forward with a plan of action. By talking to various community groups and agencies, municipal officials, seniors centres, nursing homes, and most importantly potential users, you will be able to decide whether to pursue the matter and move to the next step. To this end, the following activities are recommended for gathering and sharing information: Personal interviews (accessible transportation service providers, users and other stakeholders); 11
12 Telephone, mail, or Internet surveys; Regular Task Force meetings; Facilitated workshops; and Report to key participants and the community. The collection of information on the transportation needs of your community is key to enabling the Task Force to make informed decisions. The following information should be collected: Prior reports on the subject; Demographic data (i.e., information on the increased number of persons with disabilities and the aging population); Applicable municipal bylaws (such as a taxi bylaw); Information on all service providers in the area, such as handi-bus organizations, taxi companies, nursing homes, and intercity bus carriers (can usually be obtained from the local municipal office); and Federal, provincial and municipal acts, regulations, and policies regarding the transportation of seniors and persons with disabilities (can be obtained from the governments concerned; see Appendix A for ordering information). Each of these activities contributes to the understanding of transportation issues, problems, needs, and resources in the community. Each also offers opportunities for an increasingly broader group of interested parties to join the discussion. 12
13 2.3 Step 3: Establish Focus, Consensus, and Direction To be effective, the Task Force must have clear goals and objectives. The development of clear goals and objectives will assist your Task Force in planning efforts and enable the measurement of results. Following the needs assessment activities in Step 2, the Task Force must agree on the problem, develop a consensus, and set a direction. The following activities are necessary to establish focus, consensus, and direction: Conduct brainstorming sessions to: Discuss and refine the problem, needs, and issues Agree on the problem, needs, and issues Hold a series of workshops to: Solidify consensus on problems, needs, issues, and the need to move forward Set direction for putting the remaining steps in place 2.4 Step 4: Design Alternative Courses of Action In Step 4, the goal is to strategically develop accessible transportation options by evaluating alternative approaches. By this time, the Task Force and the broader group of participants involved should have a clear idea of problems, needs, potential solutions, and priorities. This is the place where alternative approaches are presented. The advantages and disadvantages of different approaches to addressing needs and solving problems can be considered and evaluated before a decision on a specific approach is made. 13
14 Alternative courses of action need to be addressed in the following areas: Interagency relationships, roles, and responsibilities; Organizational structure, management, and staffing; Service development, delivery, and pricing options; Maintenance, storage, fueling, and sharing of vehicles; Financial resources operating and capital and associated budgets; and Human resources staffing and training. For each alternative course of action, the following should be prepared: A description of the course of action, the tasks, and activities that coordination could or should involve; An indication of who is responsible for taking and completing action; The identity of the roles and responsibilities of all participants in the action; A list and discussion of the potential benefits and possible problems that may need to be overcome; Information on the level of activity required and the estimated costs and the likely sources of revenues (agency and program sources); A determination of the potential sources of funding to cover expected costs; and A description of how the course of action fulfills the mission, vision, goals, and objectives. Accessible transportation services can be organized in a variety of ways, depending on the strategic direction, vision, mission, goals and objectives that have been established. The specific strategy depends on the level of 14
15 transportation needs, the size and character of the market that will be served, special needs that may exist among customers to be served, the number and size of the agencies that commit to work together, and the local government. 2.5 Step 5: Assess Alternative Options The goal of this step is to assess the alternative options and select the best option to implement. In assessing options, it is important to focus on the benefits that will be attained from implementing a coordinated accessible transportation system. The benefits should be expressed in goals and objectives that are already established. Assessment activities should include the following: Assess options against goals and objectives; Look at strengths and weaknesses of those options; Assess options for organizational and operational reasonableness; and Get started! 2.6 Step 6: Develop and Implement the Preferred Choice During this stage, the Task Force is now ready to formulate action plans and implement them to achieve a coordinated accessible transportation service. The following is a checklist of important activities: Outline your broad strategy Review and update memoranda of understanding 15
16 Prepare action plans in key areas Establish a timetable with key milestones Communicate your strategy and plan Address organization, management, service delivery, and budgets These are the core areas of implementation. Be sure to prepare a timeline for implementation and set milestones for completion of activities and events. For change to occur and to be achieved successfully, the assessment of options must result in a local organization taking responsibility for leadership and organizing the discussion and debate that should result in improved local transportation services. Such a body is critical for the successful development of plans and actions to implement those plans. 2.7 Step 7: Evaluate and Improve the System(s) Implemented The goal at this stage is to review and evaluate the progress of the accessible transportation system that has been implemented. Don t wait too long to review and evaluate your accessible transportation services. To help you in the process, it is important to decide what is important to review, gather your information and review it carefully. Take corrective actions where required based on results from the review and communicate results and progress. Tell your story on a regular basis, monthly, quarterly, and annually in a variety of ways. 16
17 Chapter 3 Analyzing Existing Transportation Services Having a coordinated accessible transportation system requires an understanding of community resources and existing transportation services. It is important to establish a common base of information and knowledge about transportation in the community to be able to provide the needed services. This chapter deals with analyzing demand for service, reviewing options for coordination, and applying the Family of Accessible Services approach. 3.1 Inventory of Transportation Resources Looking at the inventory of transportation resources in the community is a good way to begin your analysis of existing transportation services. Once the geographic area to be reviewed has been determined, information should be obtained from all service providers within that area. These service providers will differ in size, level of service, clientele, etc., and may include: Public Non-Profit Local transportation systems; City or county systems with or without lift-equipped vehicles; Health organizations; Social service agencies; Community action agencies; 17
18 School boards; Housing authorities; Long-term care facilities; and Hospitals. Private Non-Profit Hospitals and nursing homes; Social service organizations; Community organizations; Associations for persons with disabilities; Seniors centres and action groups; and religious organizations. Private for-profit Taxi companies; Intercity bus carriers; and Non-emergency medical transportation companies. You will then need to collect information on service, administration, vehicles, drivers, costs, ridership and trips, as follows: Information on Service Characteristics Details on how each service provider operates its system are required: Type of service (i.e., door-to-door); How users access the system (e.g., demand-responsive system, fixed route); 18
19 Regular assistance provided on vehicles (e.g., assisting clients with coats, packages); Routes; Hours of operation; Eligibility; Attendant policy; and Fares. Information on Administrative Characteristics Personnel (hours; how many; roles; volunteer; paid); Administrative procedures; and Sources of funding and revenue. Information on Vehicles Types of vehicles and usage will differ with each service provider, depending on its particular circumstances. The following data should be gathered: Number of vehicles and whether they are owned or leased; Seating capacity of each vehicle; Age and condition of each vehicle; Whether vehicles are radio dispatched; Whether there is any special equipment; and Whether vehicles are used full time or if there is idle time. 19
20 Information on Drivers Number of paid drivers; Whether drivers are full-time or part-time, and whether they were hired for the purpose of driving seniors and persons with disabilities (many health-care facilities use their own employees to drive patients to appointments, etc.); Hours per week, per driver, Use of volunteer drivers; and Training provided. Information on Costs If the service is being provided as part of the care of seniors and persons with disabilities (as with a nursing home), it is unlikely that information on the "real" costs of transportation is available. In such cases, it is best to estimate costs, as it is difficult to determine whether coordination and regionalization of services would be more cost-effective than stand-alone systems if cost information is not available. You will therefore need: Staff costs; Operational expenses, such as fuel costs and vehicle maintenance; Administrative costs, such as telephone charges, space, storage and rental; and Information on what is being provided at no cost (e.g., free storage cost for vehicles). Information on Ridership and Trip Characteristics Information on ridership and trip characteristics is particularly important when determining whether there is "unmet" need in the community. Some service 20
21 providers, especially those serving only their specific client group, may not have data on trip times, volumes, etc. To get a clear picture, it is best to obtain an estimate or "best guess" for the following key aspects: Types and total number of clients; Eligibility criteria; Average trip duration; Where majority of trips taken (e.g., for medical appointments); Average number of riders (per day, week or month); Extent of "hands-on" assistance provided (i.e. assistance with seat belts, tie downs, loading and unloading); Number of requests for service that cannot be accommodated; and Degree of coordination between service providers (including between local services and intercity buses). 3.2 Analyzing Demand for Service The type of inventory described in the previous chapter provides an excellent idea of current needs in the community, and more importantly, of current service levels and "unmet" need. A simple method of determining whether the existing transportation system is effective and efficient is to ask: Are there idle vehicles or excess vehicle down time? Is there unused capacity on vehicles being operated? 21
22 Could agencies that currently purchase transportation services, or use volunteers to provide transportation for their clients, purchase transportation services from a coordinated system at a lesser cost? Could the local taxi operator fill some, or all, of the demand by means of accessible, multipurpose taxis, and thereby reduce the need for other service providers? Could intercity bus services, equipped with accessible vehicles, be utilized for trips into the nearest town or city, rather than tying up handi-buses, vans or taxis? If any of the above conditions, or unfulfilled possibilities, exist in your area, it is beneficial to give further consideration to coordinating services on a regional basis. 3.3 Reviewing Options for Coordination There are a number of options that could be considered, depending on your community's needs: Coordinate Administration Management of operations, by hiring or designating one person or group of persons to manage all services (including operation of vehicles); Training programs, such as driver training, client training and first aid; Information, referral and marketing functions, by setting up one office and one person to do this; 22
23 Fund raising and grants management, by having one office coordinate initiatives, complete grant applications, report to funding sources, and account for funding; and Billing and accounting, by having one office account for the funds and bill each user and participating agency. Coordinate Vehicle Maintenance and Purchasing Maintenance of vehicles (including purchase of parts), by contracting with an outside agency to take care of all participating service providers, or setting up a central maintenance facility and buying in volume; and Purchase of gas in bulk from a central supplier. Coordinate Capital Purchasing Purchasing of vehicles, radio equipment, office and computer equipment, etc. by having a number of service providers place one order; or One agency orders certain items and adds its order to that of another agency which regularly places large orders. Coordinate Vehicle Operations Centralizing routing and scheduling to time-share vehicles; Centralizing dispatching and scheduling for the same purpose; or consolidating vehicles and operating them as a fleet. Coordinate All Aspects of Transportation Services in One Geographic Area The inventory of services and potential needs assessment will assist your Task Force in deciding whether to pursue this approach, and at what level. While coordinating all services in one geographic area is likely to be the least costly and most effective alternative for providing services, it will take a significant 23
24 commitment by your Task Force and area service providers. It will also take some time to establish criteria and services. 3.4 Applying the Family of Accessible Services Approach The Family of Accessible Services approach can be best described as the integration of individual transportation services into the overall transportation system within a community. For example, in an urban area, service providers offering several types of service can work together to deliver: Specialized door-to-door service; Accessible taxi service; Community bus service; Accessible transit routes (using low-floor buses); and Intercity bus service for out-of-town trips. A barrier-free pedestrian environment is also important, as it allows users access to transportation facilities. This requires (amongst other things): Curb cuts; Sidewalks that permit the easy movement of mobility devices; Sidewalks with audible sounds; High contrast edges for visibility as well as a tactile surface for individuals using white canes; and Sewer grates that do not snag canes used by persons with sight impairments. 24
25 Alberta Transportation has published a Design Guidelines for Pedestrian Accessibility on its website. The document can be accessed at: esigng.pdf The Family of Accessible Services approach has some distinct advantages over individual systems, in that it can: Reduce the growing demand for door-to-door services; Ensure door-to-door service for those who need it; Enhance, above all, mobility for seniors and persons with disabilities. In rural areas, the range of services is typically not as wide, but options for increased flexibility include the use of: Accessible taxis or accessible school buses, for in-community or regional trips; Accessible intercity buses (such as those offered by Greyhound Lines of Canada and Red Arrow) for longer trips; and Local entrepreneurs operating handibus services. Local transportation services need to feed regional and long-distance services on a fully coordinated basis, if they are to constitute an effective option for seniors and persons with disabilities. In October 2011, Alberta Transportation implemented Bus Modernization, a new framework, to create an open market for intercity bus service that allows new entrants into the market. Since implementing this new framework, there has been an increase in the number of intercity bus operators. Through Bus Modernization, a number of intercity bus operators teamed up to form a ticketing portal of independent bus operators. More information on Bus Modernization can be accessed at 25
26 Chapter 4 Making Basic Service Decisions After analyzing existing systems and determining customer needs, the Task Force must make a number of basic service decisions before implementing the transportation system. This applies whether you are setting up a new system or coordinating an existing one. This chapter describes nine steps involved in making basic service decisions, on matters such as system structure, role of the private sector, implementation and monitoring. It is important to make these decisions with participation from all those who may have a vested interest in the transportation system, as well as interested members of the public. You should welcome everyone's input, but set a schedule of deadlines and stick to them in order to have decisions made and agreed to promptly. 4.1 Basic System Structure STEP 1 - Decide whether to regionalize services or maintain, or implement, a stand-alone system. Based on the analysis of existing services, client needs and potential funding sources, the Task Force should be able to make an informed decision as to whether to regionalize or maintain stand-alone systems within individual communities. Regional services are obviously more complex to operate, but can result in increased service to clients at a substantially lower cost. 26
27 4.2 Role of Private Sector STEP 2 - Consider the potential role of the private sector in delivering service. The private sector can be a good source for acquiring capital funding and expertise. Local businesses and organizations should be approached for sponsorship and funding of accessible transportation services. Smaller communities should consider accessible taxis operated by the private sector. Such services can provide 24-hour mobility, and therefore improve the quality of life for seniors and persons with disabilities. Things to consider: Could accessible taxis do the job, with those passengers requiring financial assistance benefiting from some form of chit system (i.e., a book of "tickets", issued to certain client groups by a municipality or agency, valid for transportation on a local system, either at no cost to the client or at reduced cost)? Would a combination of coordinated accessible taxi and handi-bus services be the answer? This is a crucial decision that must be made at the outset. 27
28 4.3 Management Structure STEP 3 - Define the management structure for your system. Defining roles and responsibilities is key to ensuring an effective and efficient system, whether it is based on handi-buses, accessible taxis, or some combination. Questions that should be answered are: Who will be responsible for setting long-term policy? Who will manage the system? (This is especially important where services are being coordinated.) Who will operate the system? (It could be local municipalities, a board, a private contractor hired by the board, an agency, volunteers, or local service agency.) 4.4 Funding and Pricing STEP 4 - Define the funding requirements and funding availability, and review options for client rates (subsidized or non-subsidized). Determining funding limitations will impact future decisions on service level and eligibility. While you may not be able to clearly define revenues and expenses, an estimate will enable you to make further decisions with some confidence. Researching systems provided in other rural Alberta communities will give you an idea of how they manage their funding requirements and set rates. 28
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text:
I found this on Rightmove, can't believe it's same place. There's no sign of the dark orange walls or the tatty blue couch or the battered washing machine or mucky blue carpet that I was convinced was held together with mould.
It was back in 1999 that I first left home. I had not done well at school, well I had done better than expected but wasn't expected to go far by my teachers. I went on to do two GNVQs at Bishop Auckland college, again having problems, this time with teachers holding me back. I was given the option to go on to further education and choices I remember were Lincoln, Edinburgh and Middlesbrough. Why these places I don't know. The first two were too far from home and when I went for the interview for this one he was the most enthusiastic teacher ever. So I took it.
As regards viewing houses, I can't remember if I did or not or whether it was last minute and was given this place. You see the hedge on the right? I ended up in that one night. Think it was one of the first night out past 1am. before I left home Carly and I were always back by midnight as her Mum used to come and collect us. When I moved here we were a stones throw from the town centre and a long pub crawl and of course Liquid nightclub where all drinks (think it was VKs at the time) were a £1 a time.
The reason I fell into the hedge was because I had way too much too drink, probably not enough to eat and was the first time I had been out all night, therefore I fell asleep in the nightclub, and my friends got told to 'wake me up or get me out' they had to get me out. one on each arm and into a taxi. We got back and someone couldn't get the key in the door. Still holding me up one of them said, can you stand while we help him. I apparently said yes and went sideways into the hedge.
I have always been a lightweight, apparently take after my brother. When I started going out with friends at college before I left home, My Mum had to tell my Dad I was drinking 'orange juice with a little bit of alcohol'. He even believed that when I had a first encounter with too much vodka and was throwing up all the way home and was found in the morning on the sofa with a bucket next to me. nice. 🙂
It wasn't until 3 years later when I came home from Middlesbrough and had gone out the night before, this time too much cider. My cousin had turned up to see my Dad and was taking the michael out of me. Without thinking I was telling him what had happened and how college was going and there stood my Dad with his jaw to the ground. 😀 it was my proudest moment. That along with previous to that I had tried to get the key in the door one night when drunk and couldn't. Next thing I knew the door flew open and I fell in. My Dad muttered something and I went to sleep on the sofa, again. Next morning Mum said 'Your Dad isn't very pleased with you, said you came in pissed as a newt trying to get through the letterbox' Sorry for the swearing. I never asked if he'd seen a drunk newt.
Anyway I'm off track, back to Middlesbrough. Some of it I regret, I didn't keep in touch with Carly or home enough. I took on too much working at the corner shop two hours every morning before college. Although I loved that job, I once had to give a description to the police of a few stolen teddy bears and an Easter egg. don't ask. I also served the guy who played Colin from Brittas empire once.
All the house-mates when to an all you can eat Chinese buffet where two of the lads had starved themselves so they could eat more, i ahd been working I think and had eaten, I went on to eat two starters, three main courses and two bowls of icecream getting either giddy or tipsy on the rum icecream. 🙂
I went out with a lovely lad who made me laugh.
apparently my catch phrase then was 'I can't be chewed' completely forgot about that. 🙂
I saw Chesney Hawkes play at the Uni and he nearly got lynched because everyone wanted to hear the one song he is famous for.
I had my first and last donor kebab. think it had chilli sauce on it.
We went to Tall Trees in Yarm, my brother and his friend came to. The club had cling film on the toilet seats and they revolved!!! Oh and before we going made a cocktail of 11 drinks I think it was and large chunks of fruit. got very messy I believe. 🙂
In 129, we had an old washing machine, that used to bounce across the room. If you were in the shower and the taps were turned on in turned into a small steaming hot trickle which hurt. There was a war on washing up at one point where I had enough of not getting to the sink so started to bleach some stuff and binned the rest, they soon decided to wash up then. The week we were leaving the landlord took out the living room window and replaced the sofa, then replaced the window.
I could go on and on but some stories I can't tell. I know I met a great bunch of people, nearly all I have lost contact with for one reason or another. I was on a graphics course where I ended up being the only female, but got distinctions in business and my dissertation and a merit for my designs. If anything it was a good learning curve and if I were to do it again I would certainly tell my young self to budget better and make sure you eat more before drinking. 🙂
I spent the summer of that year in Norwich where I met my good friend Rachel, before I came to Leeds and this is where I stayed and most of that you know by now. 🙂 I did however spend two weeks in Middlesbrough training for my job at Olan Mills and I must say it was a bit surreal to go back. Such fond memories yet such sad ones to.
Thank you for reading