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Frequently asked questions
This page contains some of the frequently asked questions about the Commonwealth Resource Management Framework, and the PGPA Act which is the cornerstone of the Framework. The questions are divided into the following categories:
- Features of the PGPA Act
- The PMRA agenda
- Accountable authorities, officials and governing entities
- Planning and performance
- Use and management of public resources
- Working with others
For further information on any of the FAQs or questions not answered below, please contact us at firstname.lastname@example.com.
1. Features of the PGPA Act
The PGPA Act establishes the framework for managing resources by the Commonwealth entities and companies.
The PGPA Act replaced the Financial Management and Accountability Act 1997 (FMA Act) and the Commonwealth Authorities and Companies Act 1997 (CAC Act) on 1 July 2014, consolidating the governance, performance and accountability requirements of the Commonwealth into a single piece of legislation.
The PGPA Act has 4 objects:
- To establish a coherent system of governance and accountability across Commonwealth entities by:
- establishing a uniform set of duties for accountable authorities
- establishing a uniform set of duties for all officials
- establishing a comprehensive and uniform reporting framework for all Commonwealth entities
- clarifying the Finance Minister's role in relation to the financial framework
- To establish a performance framework for all Commonwealth entities
- To require Commonwealth entities to:
- meet high standards of governance
- meet high standards of performance
- meet high standards of accountability
- provide meaningful information to the Parliament
- ensure that public resources are used and managed properly
- cooperate with others to achieve common objectives
- To require Commonwealth companies to meet high standards of accountability.
1.2 What legislative instruments support the PGPA Act, and where can I find them?
The PGPA Act sets out main principles and requirements for the Commonwealth Resource Management Framework. Rules and other legislative instruments establish the requirements and procedures necessary to give effect to the governance, performance and accountability matters covered by the Act.
For further information see PGPA Act legislation and associated instruments.
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2. The Public Management Reform Agenda (PMRA)
The Public Management Reform Agenda (PMRA) seeks to modernise the financial framework of the Australian Government so that it will support high quality resource management and performance now and into the future.
The PMRA commenced in December 2010 with the Commonwealth Financial Accountability Review (CFAR). Stage 1 concluded on 1 July 2014 with the establishment of a single resource management framework under the PGPA Act.
The PMRA is currently focussing on improving the quality of planning, performance information and evaluation within government to improve accountability to ministers, the Parliament and the public. It is also about continuing the focus on internal processes so that they can be more streamlined, risk based and better focused.
Key priority areas' for development include an enhanced performance measurement and reporting regime, and streamlining the financial reporting requirements for Commonwealth entities, which is compliant with the Australian Accounting Standards while still meeting the needs of the government and parliament, by removing duplicated information and other disclosures that do not add value.
For further information and ongoing news about the PMRA visit the PMRA website .
2.2 What is happening with differential regulation as part of the reform?
Please refer to the PMRA website for the latest information on what is happening with differential regulation.
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3. Accountable authorities, officials and internal controls
3.1 What or who is an accountable authority?
The accountable authority of a Commonwealth entity is:
- the person (e.g. Secretary or Chief Executive) or
- group of persons (e.g. the governing board)
that has responsibility for, and control over, the entity's operations. The accountable authority for:
- a Department is the Secretary
- a listed entity is the person or persons set out in the PGPA rule
- a corporate Commonwealth entity is the person(s) set out in the entity's enabling legislation or the PGPA rules, typically a board.
3.2 Where can I find information about the duties and powers of accountable authorities under the PGPA Act?
The general duties of in ss15 to 19 of the PGPA Act are explained in General duties of accountable authorities. These duties are to:
- govern the entity to:
- promote the proper use and management of public resources
- promote the achievement of the purposes of the entity
- promote the financial sustainability of the entity
- establish and maintain systems for risk oversight and control
- encourage cooperation and reduce the red tape burden on others
- keep the responsible minister & Finance Minister informed of certain things.
3.3 Can accountable authorities issue instructions to officials under the PGPA Act? What are accountable authority instructions (AAIs) and what effect do they have?
The PGPA Act enables accountable authorities to give instructions to officials in their entities relating to any matter of finance law (AAIs). AAIs are instruments made under section 20A of the PGPA Act. AAIs are part of the finance law that officials working in an entity are required to comply with. Accountable authorities can also give instructions to officials of other entities in relation to:
- the official approving the commitment of relevant money for which the accountable authority is responsible
- the official banking, or otherwise dealing with, relevant money for which the accountable authority is responsible
- the official debiting or crediting an appropriation for which the accountable authority is responsible
- any matter prescribed by the rules that relates to the official dealing with public resources for which the accountable authority is responsible.
Yes, Finance has developed Model AAIs for non-corporate Commonwealth entities to assist accountable authorities who may wish to issue instructions to officials.
Draft model AAIs for corporate Commonwealth entities are available on request from email@example.com.
3.5 Has the Finance Minister delegated powers in the PGPA Act to accountable authorities?
Yes, the Finance Minister delegated certain powers in the PGPA Act to accountable authorities of non‑corporate Commonwealth entities.
Section 110 of the PGPA Act enables those accountable authorities to sub-delegate these powers to officials.
3.6 Who is and isn't an official under the PGPA Act?
Officials are individuals who are in, or form part of, a Commonwealth entity, including:
- accountable authorities
- employees, officers or members of the entity (e.g. members of a commission or members of a Board)
- persons prescribed by an Act (e.g. statutory office holders) or the PGPA Rule (e.g. s9 of the PGPA Rule lists classes of persons who are officials, including from 1 July 2015, a contractor or employee of a contractor who is prescribed by the accountable authority).
Officials do not include:
- ministers and judges
- most consultants and independent contractors, unless prescribed by an Act or the PGPA Rule
- any persons excluded by an Act or the PGPA Rule.
3.7 Where can I find information about my duties as an official under the PGPA Act?
Sections 25 to 29 of the PGPA Act impose general duties on all officials to promote high standards of governance, performance and accountability. The duties include:
- a duty of care and diligence
- a duty to act honestly, in good faith and for proper purpose
- a duty not to misuse position or information
- a duty to disclose interests.
See General duties of officials for more information on these duties and how they are consistent with your employment duties (e.g. for public servants under the Public Service Act 1999 ).
3.8 What happened with allocated officials (FMA Regulations 4 and 5) arrangements established before 1 July 2015?
As a transitional measure in the move from the FMA Act to the PGPA Act:
- a person who was an allocated official before 1 July 2014 (in accordance with former FMA Regulation 4), will be taken to be an official under the PGPA Act until the arrangement that made the person an allocated official expires: s31 of Sched 2 of the PGPA (Consequential and Transitional Provisions) Act 2014. The duties of officials and other requirements under the PGPA Act will apply to that person for the duration of the arrangement and an allocated official can be delegated powers as appropriate.
- a person who became an allocated official between 1 July 2014 and 30 June 2015 under the transitional arrangements continued as officials for the duration of the arrangement or until 30 June 2015 (whichever is first): s6 of the PGPA(Consequential and Transitional Provisions) Rule 2014.
3.9 After 1 July 2015, can 'new' allocated officials be created?
No new allocated officials can be created after 1 July 2015. From 1 July 2015, to be made subject to the PGPA Act, an individual who is not part of a Commonwealth entity must be prescribed as an official in accordance with section 9(1) or Schedule1 of the PGPA Rule in order to subject to the PGPA Act or PGPA Rule. Refer to guidance on how to prescribe a person as an official of your entity.
3.10 What is meant by 'granting' an indemnity under section 60 of the PGPA Act?
Granting an indemnity involves entering an arrangement that contains the indemnity. Entering an arrangement that contains an indemnity would generally involve the exercise of two powers – the power to enter the arrangement, such as section 23(1) of the PGPA Act, and the power to grant an indemnity under section 60.
Some routine arrangements involve indemnities – examples include venue hire and equipment hire. From a practical perspective, accountable authorities may wish to consider delegating the power to enter these arrangements (eg section 23(1)) and section 60 powers to officials that enter these arrangements. These officials will be exercising both powers when they enter these arrangements. That is they will be entering the arrangement and granting the indemnity on behalf of the Commonwealth.
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4. Planning and performance
4.1 Why is a new performance framework being introduced?
The enhanced Commonwealth performance framework has been introduced to meet the requirement for a performance framework across Commonwealth entities under paragraph 5(b) of the PGPA Act 2013. This is the first time that the importance of performance has been explicitly recognised in Commonwealth legislation. While legislation, of itself, does not guarantee effective performance, the framework creates momentum for change and sets the standards that are to be met especially in relation to the quality of performance information, and performance monitoring, evaluation and reporting. This in turn assists in the production of Good-quality performance information that improves transparency and accountability and, as a result, the confidence of the Parliament and the public in government operations. For further guidance please see RMG-130 Overview of the enhanced Commonwealth performance framework.
4.2 What is the status of the performance framework?
The enhanced Commonwealth Performance framework is now in place. All Commonwealth entities are required to meet all the minimum requirements of the framework as specified by the PGPA Act 2013 and the associated PGPA Rule 2014. For further information on the enhanced Commonwealth performance framework please see Managing performance.
4.3 What are the main elements of the enhanced Commonwealth performance framework?
The main elements of the enhanced Commonwealth performance framework are:
1) flexible performance measurement and reporting. Within the enhanced Commonwealth performance framework entities are now free to utilise a broad range of performance measurement methodologies to best assess and present their entity's performance.
2) introduction of consistent planning and reporting mechanisms that establish a clear line of sight between planning and reporting. These requirements are:
a) Corporate plan – as required by Section 35 of the PGPA Act 2013 (or section 95 for Commonwealth Companies); and
b) Annual Performance statements – as required by Section 39 of the PGPA Act 2013.
3) a more comprehensive set of guidance materials to support implementation and ongoing development of the enhance Commonwealth performance framework. To access guidance please see Managing performance.
Corporate plans
4.4 What is the purpose of corporate plans?
Corporate plans are intended to be the primary planning documents of Commonwealth entities and companies, informed by the their internal planning processes, setting out the objectives and strategies they intend to pursue in achieving their purposes over at least four reporting periods. The purpose of requiring all Commonwealth entities and companies to produce a corporate plan is to ensure that robust planning processes are in place across the Commonwealth, and that the quality of performance information produced through this process meets the needs of both internal and external stakeholders. For further guidance on corporate plans please see RMG-132 Corporate plan for Commonwealth entities and RMG-133 Corporate plan for Commonwealth companies
4.5 Who has to do corporate plans?
All corporate and non-corporate Commonwealth entities and Commonwealth companies, as defined by the PGPA Act 2013, are required to prepare a corporate plan once annually. For a comprehensive list of all Commonwealth entities and companies please see the PGPA flip chart.
4.6 What about entities and companies that already have corporate plans, will there be any differences?
The PGPA Rule 2014 sections 16E and 27A stipulate the minimum matters to be included in the corporate plan and its publication requirements. All Commonwealth entities and companies are required to complete corporate plans annually.
While many existing corporate plans and publications produced by Commonwealth entities and companies will be sufficient to fulfil these requirements, entities and companies should review their existing plans to ensure compliance. Entities and companies may utilise any existing planning documents (i.e. business plans, strategic plans, etc) without the need to rename or reproduce the publication, as long as the existing publication meets the minimum requirements as set by the PGPA Rule 2014.
4.7 When will corporate plans be required?
All Commonwealth entities and companies will be required to prepare and publish corporate plans for the 2015-16 financial year and for each financial year after that (for entities that report on a financial year basis, please note that some entities may report on a calendar year basis). For most entities (unless otherwise required by enabling legislation) the plans will be required to be provided to the responsible Minister and the Minister for Finance, and published on the entity's website, by 31 August 2015 (or 28 February for entities that report on a calendar year basis). For further guidance on corporate plans please see RMG-132 Corporate plan for Commonwealth entities and RMG-133 Corporate plan for Commonwealth companies.
4.8 What is the process for providing corporate plans to the Minister for Finance?
The accountable authority of the entity will need to provide a copy of the Corporate Plan to their Minister and the Minister for Finance. This must be done before the corporate plan is published on an entity's website. For most entities this is 31 August (for others their enabling legislation may determine a different requirement). Hard copies are no longer required to be provided to the Minister for Finance, instead, entities should email a copy of their 2016-17 plans to firstname.lastname@example.com. As soon as the corporate plan has been sent to this email address it is deemed to have been given to the Finance Minister.
4.9 Do I need to republish my Corporate Plan if there is a change or variation made to the plan during the year?
If a corporate plan is varied after its publication on 31 August, the accountable authority must decide if the varied plan will be republished on the entity's website. Section 16E(6) of the PGPA Rule states that the requirement to publish a corporate plan applies only if the accountable authority considers that the variation to the corporate plan is significant.
A corporate plan should be updated to reflect any new purposes or key priorities for an entity. Material changes to the entity's operating environment or capability, or significant new activities or performance measures, may all warrant an update to a corporate plan during the reporting period for which it was prepared.
It should be noted that all entities and companies are required to prepare and publish (by 31 August) an updated 4 year corporate plan annually, whether or not there were any variations to the corporate plan prepared for the previous year.
4.10 Where can I find information on the minimum requirements of corporate plans?
The PGPA Rule 2014 section 16E determines the minimum matters to be included in the corporate plan and its publication requirements.
To support entities and companies in the preparation of their corporate plans the Department of Finance has also prepared Resource Management Guides:
4.11 What is the relationship between Portfolio Budget Statements and corporate plans?
The nature of the relationship between Portfolio Budget Statements (PBS) and its corporate plan is still to be finalised. Both documents will need to include non-financial performance information.
Finance is proposing to issue a Finance Secretary Direction Statement under Section 36(3) of the PGPA Act 2013. The Directions Statement will detail the minimum requirements governing the provision of performance information in PBSs and the nature of the relationship this information will need to have with the performance information contained in corporate plans.
The department of Finance will undertake further consultation in the second half of 2015 to flesh out the requirements and then finalise this process. It is intended that the arrangements concerning the PBS will be settled prior to the end of 2015.
4.12 Do entities still have to use Key Performance Indicators (KPIs) to measure and report on their performance?
The implementation of the enhanced Commonwealth performance framework now provides entities with the flexibility to choose different types of performance methodologies to measure and report on their performance. This allows for entities to select the most appropriate measurement methodology for their specific circumstances. For further information please see RMG-131 Developing good performance information
4.13 What are the 'reporting periods' of the corporate plan?
All commonwealth entities and companies are required to prepare a corporate plan that, unless otherwise prescribed by the entity's enabling legislation, covers at least four reporting periods (usually four financial years). The first of these four reporting periods, (or the first year that the plan covers) is known as 'the reporting period for which the plan is prepared under paragraph 35(1)(a) of the Act'. Performance reporting in annual performance statements is only required for that first reporting period of any given corporate plan. For further information please see RMG-132 Corporate plans for Commonwealth entities
Annual performance statements
4.14 What is the purpose of the annual performance statements?
Annual performance statements are one of two core elements in the enhanced Commonwealth performance framework. The corporate plan is developed at the beginning of the reporting cycle (the reporting year) and sets out an entity's strategies for achieving its purposes, its planned activities and how success will be measured. The annual performance statements are produced at the end of the reporting cycle (the reporting year) and provide an assessment of the extent to which an entity has succeeded in achieving its purposes. For further information of annual performance statements please see RMG-134 Annual performance statements for Commonwealth entities.
4.15 How do annual performance statements relate to corporate plans?
The annual performance statements should be a direct acquittal of the performance measures identified in an entity's corporate plan at the beginning of the plan's designated reporting period.
The annual performance statement and the corporate plan are the two main new elements of the enhanced Commonwealth performance framework. There is a close relationship between the two documents with the minimum requirements of annual performance statements linked to the content requirements of corporate plans (see PGPA Rule 2014 section 16E and 16F).
4.16 What is the annual performance statements 'reporting period'?
The annual performance statements for an entity are to be produced as soon as practicable after the end of each designated reporting period for the entity. For most entities a reporting period will be a financial year, unless otherwise prescribed in enabling legislation. The reporting period of the annual performance statement then, is that financial year most recently completed (i.e. immediately follows the completion of that reporting period's corporate plan).
4.17 When will the annual performance statements be required?
Section 39(1) of the PGPA Act 2013 requires that the accountability authority of an entity prepare annual performance statements as soon as practicable after the end of each reporting period for the entity.
The annual performance statements are also required to be included in entities' annual reports.
Under section 46 of the PGPA Act, the annual report must be given to the responsible Minister by the 15th day of the fourth month after the end of the reporting period for the entity, for subsequent tabling by the Minister in parliament. For further information of annual performance statements please see RMG-134 Annual performance statements for Commonwealth entities
4.18 Where can I find information on the minimum requirements of the annual performance statements?
The minimum requirements for annual performance statements are outlined in Section 39 of the PGPA Act 2013 and section 16F of the PGPA Rule 2014, and is supported by guidance issued by the Department of Finance.
The table in subsection 16F(2) of the PGPA Rule 2014 sets out the matters that must be included in the annual performance statements for Commonwealth entities.
RMG-134 Annual Performance Statements for Commonwealth entities provides guidance on preparing annual performance statements for entities in accordance with the PGPA Act and the PGPA Rule.
4.19 Will annual performance statements be audited?
There is no requirement for annual auditing of an entity's annual performance statements. However, annual performance statements can be scrutinised through the following means:
- Under section 40 of the PGPA Act 2013, the responsible Minister or the Minister for Finance may request the Auditor-General to audit the annual performance statements of an entity.
- The Australian National Audit Office can audit the annual performance statements at its own discretion, in accordance with Division 2 of Part 4 of the Auditor-General Act 1997.
4.20 Is the enhanced Commonwealth performance framework affected by the Regulator Performance Framework?
The Regulator Performance Framework (RPF) is administered by the Department of Prime Minister and Cabinet and requires all Commonwealth regulators to be assessed and report against six key performance indicators for regulator performance.
Entities may use the performance reporting requirements (e.g. the corporate plan and annual performance statements) of the enhanced Commonwealth performance framework to address the reporting requirements of the RPF. However, entities should be aware that the key performance indicators in the RPF address the administrative efficiency and effectiveness of a regulatory function, which constitutes just one aspect of the purposes of an entity. To fully address the minimum requirements of the PGPA Rule 2014 (i.e. addressing how the entity will achieve its purposes), a more comprehensive representation of the entity is required in the corporate plan and the related annual performance statements
Refer to the RPF site for further information and guidance on entities' responsibilities under the RPF.
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5. Use and management of public resources
5.1 What are public resources, relevant money and relevant property?
The PGPA Act applies to all public resources. Public resources are defined in section 8 of the PGPA Act to include:
- relevant money – money that is held as cash or in a bank account by the Commonwealth or a corporate Commonwealth entity
- relevant property – property (other than relevant money) that is owned or held by the Commonwealth or a corporate Commonwealth entity, this includes:
- real property
- other assets
- intellectual property
- appropriations – authority to draw money from the Consolidated Revenue Fund.
5.2 Where can I find more information on leasing, building or disposing of property?
The Commonwealth Property Management Framework establishes the principles for the efficient, effective, economical and ethical use of property resources and applies to property leased and owned by non-corporate Commonwealth entities.
5.3 What is a proposed commitment of relevant money?
Relevant money is committed when the Commonwealth or a corporate Commonwealth entity undertakes an activity that results in an obligation to pay relevant money.
A proposal for the commitment of relevant money can be general in nature (such as, a proposal relating to a group or class of proposed arrangements), or relate to an individual arrangement.
See spending relevant money for further information.
5.4 What does a delegate have to do to provide approval for a commitment of relevant money?
A delegate may approve a proposed commitment of relevant money orally or in writing. However, if an approval is provided orally, s18 of the PGPA Rule requires that the approval is recorded in writing as soon as practicable.
An electronic approval, such as an email, or within an information system (where a delegate 'presses a button') would satisfy the requirement if it creates a record which could be retrieved (see s12 of the Electronic Transactions Act 1999 ).
The approval could also be a signed brief or minute, a signed purchase order or purchase order request (see ss2B and 25A of the Acts Interpretation Act 1901 ) proportionate to the size and risk of the commitment. For example, low value and low risk items, such as hiring a taxi to get to an official meeting may not require a formal documented approval in addition to a record of the transaction.
See spending relevant money for further information.
5.5 What is a better practice example of 'as soon as practicable'?
'As soon as practicable' is intended to provide officials with a degree of flexibility. An official should make a record appropriate to the circumstances and nature of the commitment in a timely manner. The accountable authority should clarify in the entity's internal controls what is considered 'as soon as practicable' for the purposes of the entity's operations.
A better practice example of as soon as practicable could be when an official arrives back at the office after verbally approving the proposed commitment of relevant money while not in the office.
See spending relevant money for further information.
5.6 What could a delegate record for the approval of a commitment of relevant money?
A delegate could detail in the record of approval the terms of the approval including factual information, such as the parties involved and the costs of the proposed commitment. For high-risk commitments, the terms of the approval may also include, where appropriate:
- the key elements of the proposed commitment, such as the item, cost, parties, timeframes and any risks associated with the proposal
- any conditions on the approval, such as timing, or additional approvals
- any contingent liabilities, such as indemnities.
Depending on the nature of the approvals, accountable authorities should establish processes that require officials to record the terms and/or basis of particular approvals. Accountable authorities should require a higher degree of documentation by delegates for higher risk activities, such as significant and/or high value procurements.
See spending relevant money for further information.
5.7 How do I approve commitments of relevant money under s32B of the Financial Framework (Supplementary Powers) Act 1997?
A person exercising power under s32B of the Financial Framework (Supplementary Powers) Act 1997 (FFSP Act) to make an arrangement or grant of financial assistance that will involve Commonwealth expenditure does not need to (and cannot) be delegated power to approve a commitment of relevant money. This is because:
- There is no power contained in the FFSP Act (or regulations) to approve a commitment of relevant money relating to an arrangement or grant made under s32B.
- As a strict legal matter, it is doubtful that an accountable authority can delegate power under s23(3) PGPA Act in relation to arrangements or grants made under s32B.
- There is no legal requirement for a person who has been delegated power under s32B to have a separate and specific power to approve a commitment of relevant money.
However, a person exercising power under s32B will need to comply with the requirements of s18 of the PGPA Rule before they make an arrangement or grant that will involve Commonwealth expenditure. This is because:
- Where an arrangement or grant will involve Commonwealth expenditure, the person making the arrangement or grant will, as a practical matter, make a decision that money should be committed (or, in other words, approve a commitment of relevant money).
- Section 18 of the PGPA Rule is not limited to commitments of relevant money that are approved under s23(3) of the PGPA Act.
If your accountable authority has purported to delegate powers under s23(3) PGPA Act in relation to arrangements or grants under s32B of the FFSP Act, the delegation is unlikely to have any legal effect. However, this will not have any significant practical or legal consequences (although entities should review their delegations and update them at the next convenient time).
Accountable authorities who wish to include a separate approval step as part of their internal processes in relation to arrangements or grants made under s32B of the FFSP Act could direct a delegate (under s32D(4) of the FFSP Act) that they are only able to exercise the power to make an arrangement or grant under s32B in circumstances where they have obtained prior approval, from another specified person, for any commitment of money that will arise in relation to the arrangement or grant.
5.8 What is an "arrangement" for the purposes of section 23 of the PGPA Act?
Section 23 of the PGPA Act defines an arrangement to include a contract, agreement, deed or understanding. This definition is broad and covers contracts as well as any other instruments between private parties that create rights and obligations. Examples of the range of agreements captured by s23 include, memoranda of understanding (either between Commonwealth entities or between governments), standing offers and grant agreements.
For the purposes of s23(1) of the PGPA Act, an arrangement does not include the following:
- statutory entitlement payments such as a social security benefit
- engaging employees under legislation, such as the Public Service Act 1999
- appointing persons to a statutory office.
A delegation under s23(1) is not required for these types of commitments.
See spending relevant money for further information.
5.9 What does "administer an arrangement" mean for the purposes of section 23 of the PGPA Act?
A person who undertakes decision-making functions in relation to an arrangement, would be administering the arrangement. This person should have a delegation or an authorisation of the power in s23(1). For example, a contract manager might make decisions that a milestone has been reached by the contractor and that payment is to be made to the contractor for reaching the milestone. A person performing processing tasks in relation to an arrangement, without making any decisions about the arrangement, is not administering the arrangement for the purposes of s23(1).
See spending relevant money for further information.
5.10 Do I need a delegation as having a suitably robust regime in place to enter an other CRF money arrangement (s105 of the PGPA Act and s29 of the PGPA Rule)?
The power to enter arrangements under the PGPA Act is given directly to the accountable authority of a non-corporate Commonwealth entity at s23(1) of the PGPA Act. Entering arrangements for the ordinary functions of the entity involving the use or management of other CRF money is within the scope of s23(1).
If you are not the accountable authority of a non-corporate Commonwealth entity you will need a delegation from the accountable authority under s23(1).
See spending relevant money for further information.
5.11 Are all arrangements made with persons outside the Commonwealth other CRF money arrangements?
No, only arrangements that involve a person outside of the Commonwealth who is using or managing (including receipt of, custody of, or expenditure of) money for and on behalf of the Commonwealth, i.e. as an agent of the Commonwealth.
5.12 If a person outside of the Commonwealth is using or managing money in a way that could be characterised as other CRF money arrangement, is an other CRF money arrangement the only way to manage the arrangement?
No, arrangements to allocate as officials persons who are outside the Commonwealth and performing a 'financial task' for an entity are still in place — for a limited period. It is recommended that you discuss their use with Finance.
5.13 Are there any restrictions on the persons with whom I may enter an other CRF money arrangement with?
No, but officials considering entering an other CRF money arrangement must require that the person outside the Commonwealth is willing and able to meet the mandatory requirements that an arrangement for other CRF money must contain – as set out in s29 of the PGPA Rule. If these requirements cannot be met, an arrangement for the use or management of other CRF money cannot be made with that person.
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6. Working with others
6.1 How does the PGPA Act improve cooperation with other jurisdictions and sectors?
Cooperation with others is a fundamental principle of the PGPA Act. The following provisions in the PGPA Act go directly to cooperation and partnering:
- the objects of the PGPA Act include: to require the Commonwealth and Commonwealth entities to work cooperatively with others to achieve common objectives, where practicable: s5
- the duty on an accountable authority to encourage cooperation, where practicable: s17
- the duty on an accountable authority to consider the burdens imposed on others: s18
- the ability for bodies corporate to be established using a similar process to that used to establish research and development corporations (RDCs) (s87), to provide a similar foundation for developing templates for Commonwealth-State partnerships and for joint ventures with other sectors, including the not-for-profit sector.
See Working with others for further information and resources.
6.2 Where can I find more about establishing inter-jurisdictional entities?
The National Collaboration Framework (NCF) was created to assist Commonwealth entities, State/Territory and local jurisdictions to work collaboratively to achieve government objectives. The NCF can be used for intra or cross-jurisdictional project which would typically use a memorandum of understanding. It provides a tiered approach for entities to follow when seeking to collaborate and reduces costs, time and risk associated with program or project development and delivery.
Last updated: 09 February 2017


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20th Century Fox has just announced 'Be the First to Witness The End,' one-night only screening events taking place in 37 markets across the world for the upcoming "War for the Planet of the Apes".
The free screenings will happen on June 19th, a full month before the opening of the film at the end of July. Said free tickets are only available while supplies last.
To coincide with the announcement, a first clip from the movie has also been released and introduces the new young human character Nova played by Amiah Miller.

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Rip Van WInkle WIne & Cheese
Numerous wineries attended, as the event went from four or five wineries last year to eight this year.
Participating wineries included:
Pazadar Winery
Hazlitt Winery
Brookview Station
Hudson-Chatham Winery
Cereghino Smith Winery
Warwick Valley Winery
Cascade Mountain
Live music was performed by "Lex Grey's Cabaret."
It was a warm and gorgeous day. Many big ships sailed past the historic mansion. A good time was had by all! Congrats to event organizers!
And thanks to D from Coach Farm who was a ubiquitous all round helper, especially as we were trying to help sell Coach Farm cheeses.


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Check out the latest projects here:Project Logs
I have this hazy memory that the instrumental in Deliverance was between a guitar and a banjo, but definitely could be mistaken.
Baggy Trousers ... Still a bit of a crap song without the bassline though.
great video and it sounds good. Having watched from the start the video seems quicker Now just a small video with you playing foggy mountain. Next project a dulcimer maybe or a zither Pete
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Personal Banking
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K, Wilmington DE
October 28, 2014 08:48:20 AM
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In reply to K, Wilmington DE
Thank you for coming to TD Helps with your question, K! We'll be happy to help you out today.
Here's what you'll need to send an international wire: the full name, address (including City), State/Province, Country and account number of the person/business you are sending money to (for Euro Zone countries – IBAN – International Banking Account Number). Also, the full name and address, including City, State/Province and Country of the financial institution receiving the funds, plus of course, the amount and currency of the transfer as well as the SWIFT code.
We invite you to click here: http://bit.ly/1oowsYN for more details on sending international wires. Please visit: http://bit.ly/TDStores to find a TD Bank near you as you would need to visit a Store location to send the wire. Keep in mind that wire transfer fees may apply, for our fee schedule follow this link: http://bit.ly/1cTejgt. We would also recommend checking with the other financial institution to ensure no other additional information is required as well as to obtain information regarding any additional fees for their services. And please note that we do not process or disburse funds from wire transfers received designated Pay Upon Proper Identification (PUPID) and return them to the sender.
We hope this is useful to you and let us know if you any questions!
Elizabeth D, Mount Laurel
October 28, 2014 08:52:22 AM


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[:en]As the weather played a nasty joke on us, we've decided to move further to the South. On Friday we arrived in Zurich, lured by the beautiful and warm weather forecast, welcomed by rain and our good old friend Rene. We hoped to have at least 3 or 4 days of sun before hitting the road further. We ended up in Konstanz sooner than we thought though! ;)
Unfortunately, according to the updated weather forecast the entire weekend was supposed to drown in raindrops. On Saturday morning we woke up with heavy hearts which not even a cat or a sunny attitude of our friend Rene could warm up.
It stopped raining around noon and we knew that it was now or never. We took our bubble gear with us and left to entertain the brave people who enjoy walking in the cold.
Not too many times we get surprised by outcomes of our work, but that was The Day! Not only the sun appeared during bubbling, but there was a lot of children appreciating this unexpected rainless time. We've had a lot of fun!
Our great bubbly day was kindly accompanied by beautiful views. When the sky cleared we were able to see snowy peeks of Swiss mountains above the lake which was surrounded by flowers, impatiently blooming for the spring.
After two hours of bubbling we went home happy and hungry. Nick cooked some kick-ass Chinese dinner! And we finally got a vignette for Swiss highways for the entire year. Score!
On Sunday we retrieved to Konstanz to take a running start before going more to the South. Yes, that's right, we're planning on visiting warm France again, probably on Friday. For now we're staying with our friend Eric the Viking, waiting for a few rays of sunshine and playing tennis in the meantime.
We found a great tennis court here, surprisingly cheap and with good lighting. We filled two evenings of our stay here with balls and rackets. ^^
As it was still too cold for Fire Shows, once again we took out our soap bubbles survival kit. Despite quite chilly wind kids seems to be able to enjoy themselves – and so did we. They even wanted to actively participate in emptying the box with foam and leftovers of the mixture, just to blow some bubbles of their own, with their own hands. :)
When Nick was entertaining kids I played hooky and went to take some pictures at the bay. Bodensee is definitely something worth exploring, I hope to set sails there one day!
On Thursday we started packing up and preparing for Montpellier. The preparation required going to a store and getting a lot of dishwashing liquid Fairy (for bubbles).
On our way out from the supermarket we were witnesses of a very touching picture. Dogs patiently waiting for their owner. There is something sweet and sad in it, isn't it?


text:
Model Church in Wales School CarmarthenYsgol Wirfoddol Eglwysig Y Model
School jumpers and cardigans need to be labelled.
Please bring a raincoat everyday.
Both classes have PE on a Monday.
All clothes need to be labelled - shorts, coloured house t-shirt and trainers.
Reading books and reading records need to be brought to school daily. If your child does 'sight words' each morning, words in packs need to be remembered.
Throughout the year children will have homework to do as and when the teachers feel it is necessary. Plenty of time will be given for its completion.
Snack Time
Children are encouraged to bring in a piece of fruit for morning snack time. Please inform your child's class teacher if they are not to have milk.
All children are encouraged to bring in a water bottle.
Dinner money
All dinner money and trip money needs to be in a sealed envelope that is clearly labelled with your child's name. Envelopes are to be put into dinner money boxes.
Autumn Term - People Who Help Us
Spring Term - Naughty, Nice and Noisy
Summer Term - Zoo Animals
We'd love to hear from you. Call us, email us or complete our contact form.


text:
House Dems to give up pay raise
The economy hit home in the House on Tuesday, with Speaker Nancy Pelosi telling Democrats in a closed-door meeting that members will forgo their cost-of-living increases for the coming year.
A House Democratic leadership aide said the decision would force senators to forgo their raises as well.
Story Continued Below
House Majority Leader Steny H. Hoyer (D-Md.) — a man of relatively modest means who usually advocates for congressional pay raises — told reporters that it would "not be appropriate" for members of Congress to accept a salary increase this year.
The leadership's move comes on the heels of President Barack Obama's decision to freeze the salaries of top White House aides. And paradoxically, it may be popular with members; already, 107 House members have signed on to co-sponsor bills that would block the 2010 raise.
Party leaders discussed the possibility of skipping the annual salary increase earlier this year, but Tuesday's announcement marks their first official embrace of those requests.
Pelosi told House Minority Leader John A. Boehner (R-Ohio) about the decision before announcing it to her members, and his spokesman said Tuesday night that he is in favor of it.
"We all know that American families are hurting, and we support forgoing a congressional pay raise," said Boehner spokesman Michael Steel. "It is the reasonable thing to do."
See Also
Members of Congress will earn an annual salary of $174,000 in 2009. Party leaders make more. House Speaker Nancy Pelosi (D-Calif.) will get $223,500 this year, while Hoyer, Boehner, Senate Majority Leader Harry Reid (D-Nev.) and Minority Leader Mitch McConnell (R-Ky.) will earn $193,400 each.
Congress established an automatic pay raise in 1989 as part of the annual spending process. The dollar amount is dictated by the Employment Cost Index, which is computed by the Bureau of Labor Statistics.
This isn't the first time that Congress has bowed to economic pressure and forgone the automatic raise. And it isn't the only step Pelosi is taking. On Tuesday, she told House Democrats that she has asked committee chairmen to hold hearings on how federal funds are being spent — one of Obama's priorities.
"We'll be looking at everything from entitlements to defense spending, student loans to every dollar that the federal government spends," she told reporters afterward.
Members did not receive pay raises in 2007 because a partisan standoff prevented Republicans from completing their annual spending bills that year.
The issue has been a touchy one for years. While many voters view lawmakers as out of touch and overpaid, many members aren't particularly wealthy, especially those who have been in Congress for years. Most maintain dual residences — one in Washington and one back home — and many have given up more lucrative careers in the private sector.
In the past, older members usually won the intergenerational skirmishes when younger, more reform-minded members tried to block them.
During their previous stint in the minority, Republicans used the issue to put pressure on Democrats until then-Majority Leader Richard Gephardt (D-Mo.) suspended the annual pay raise. That suspension stood until 1998 and made another brief appearance in 1999.
Hoyer helped negotiate a compromise that reinstated the annual cost-of-living increase, and the two sides have had an informal truce on the issue ever since.
Since the COLA was reinstated in 2000, pay has risen from $141,300 to the current level of $174,000.


text: People are always asking us, "how does acupuncture work?" So we thought we'd put together a little summary. But the truth is, there's so much new research out there that it's hard to narrow it down to a quick blog post. If you're interested in learning more, you can check out the sources listed below, ask your acupuncturist, or look at some of our other posts here.


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Andrew Adamson ("Shrek," "The Chronicles of Narnia: Prince Caspian") is directing and James Cameron is producing a family-oriented 3D feature film using footage from Cirque du Soleil's various different themed shows in Las Vegas reports Deadline.
The plan is to launch a series of family features that incorporate Cirque du Soleil sequences into a narrative storyline, created by Adamson, where the lead character has been transported to a magical world.
Adamson is currently in New Zealand shooting said narrative bridging sequences while he and Cameron were already involved in capturing some Cirque du Soleil footage using 3D cameras.
The project is reportedly around one-third complete and several distributors are currently interested in climbing onboard. Cirque du Soleil itself is the primary financier and will produce alongside Cameron, Cary Granat, Ed Jones and Aron Warner.


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Sunday 11th June to Thursday 15th June 2017
We untied the ropes at a not too early time for us (9am) – some would say a way-too-early time for a Sunday, but day looked to be quite nice – not all of the wind from previous days had left us yet, but we had a purpose to move.
On through Wakefield where we had spent a couple of days back in August 2012 with friends Mike and Stella, but this time it was a straight through cruise – flood locks were open so no need to have to pull over at all – a lovely gent from the moorings just before Wakefield helped us though Fall Ings Lock (seems to sound like Falling Lock).
After that there was a regular procession of locks until we finally called it a day at Crigglestone – the nice weather that we set out with had become more cloudy and windier – giving rise to thoughts about rain. There was a mooring near to the pub there, so we took it and ventured down to see what it was like – neither of us felt like a drink so we opted for the coffee and cake option instead; the menu items seemed a bit higher in price than we would have thought and what seemed to be on the plate, so it was lunch back on the boat afterwards.
Diane was ready for the men's final in
and I was happy to let her whilst I got on with some work that would come in
handy for Tuesday (public holiday in on Monday). Australia
The following day we were off earlyish and we were quite lucky to find some lock-mates in the form of nb Inheritance and travellers Boo (aka Elizabeth) and Peter (residents of that popular city by the name of Hull – everyone seems to come from there these days).
|Peter and Boo - a lovely couple
We were very pleased to be able to share the coming locks with them – they being about 59' meant that we occasionally had to jiggle boats around to get both in at one time – sometimes it didn't work but we worked our way through them – deciding not to veer off at the Dewsbury arm we headed for Mirfield and moored up there – to take advantage of the Lidl store on the canal.
Right by where we had moored, there was a new Lidl being built – what we didn't realise immediately was that they would be working from 5pm to midnight – the compromise to closing the canal-side road during the day.
I slept quite soundly, but apparently whatever noise there was affected Diane's ability to get to sleep – in the morning I was quite well slept and Diane was just a little underdone, but she was a little excited as we would be heading into new waters once we passed Cooper Bridge Junction.
We have been and continued to be on and off the river as it darted in and out of the canal, sometimes a flood lock would be open and then we would have a lock to rise through, but consistently along the way there were these relatively bright orange barrels chained along the water - I think that they were trying to tell us something -
|Not to the left; to the right.
|Are you sure we can't go that way?
|They do look nice to moor up to...
|...OK, not so nice here.
New water was a strange expression when we got through Kirklees Low Lock – for some reason, unknown to all of us, the pound above the lock was well down – I would guess by about 1.5 metres, but still deep enough in the centre to allow passage.
We were able to let a little water down to give more leeway for the two boats and after getting through the top lock it was smooth cruising with a full pound.
No more problems until we hit Brighouse; mooring below the lock on the floating pontoon, we soon found out that there was a severe problem.
All the way along the Calder and Hebble, Diane has been a dismal failure at using the spike to operate the top gate paddles - she was that way 5 years ago and nothing much has changed in the interim period - except that she can now drive the boat like an expert - so naturally the job fell to the crew (oh that would be me!).
|Struggling to move the blasted spike
|Finally moved it - do I really have to do this ?
|Just too much of a struggle
|Captain has deemed that the crew has to take over
|It is not too hard at all...
The hydraulic gate paddle were not working and the ratchet (the spike model) on the other gate paddle was damaged and the paddle could not be raised.
CaRT were notified but apparently they were all in a meeting until 1:30pm (it being just after 11am when we arrived) – nothing to do but wait.
After some time we all noted that the water level in the lock was rising – slowly but going up – so we thought that we may get it full to allow the two waiting boats to go down and then we could enter and come up – very slowly.
Well after an hour and a half, we brutalised the lock gate into submission and got it open – the two boats went in, we lowered them and locked them out – we brought our two boats into the lock, ready for the time-frame, when suddenly the CaRT guy turned up.
Quickly getting a large G-clamp from his van (something which Peter had identified as what we needed), clamped the broken wooden gate paddle support and promptly raised the gate paddle and in next to no time we were through the lock – then one more lock (only 30 metres away) and we had a water tap to fill the tank, we emptied the cassette and we could then moor up right at the back of Sainsbury.
A longer day than it should have been but at times like these you get to know the people around you and can have a bit of a laugh about everything – there's nothing else that you can do.
|Boo demonstrating chairs that were being made on a boat stranded at Brighouse Lock
Check out Toby's website www.tobychairs.com
We had a chance to have a walk around Brighouse – having never been here before – it is quite a nice town, but not a lot that would drag us to moor up again – it would not be first or last on the list of places for a re-visit. We found a chippy for Diane and the markets would be on the following day, so we would have a look at these – many of the usual shops and establishments were all there.
We both felt a bit tired from our exertions throughout the day and decided that a relaxing end to the day was worthwhile – I managed to nod off to sleep – my nanna nap time.
Next day, we had brilliant sunshine, again, and after a trip to Tesco and a walk through the market (where we bought a couple of things) it was time to head off.
Peter and Boo, had headed off earlier – we had not made any plans about on-going travelling together, but after a couple of locks we had caught them up and continued with them for the day – hitting the three locks at Salterhebble at lunch time – they pulled over for a lunch break (they were heading further along the way), but our destination was right here, and so we completed the last two locks solo and headed into the arm to find a mooring spot.
|The Guillotine Lock at Salterhebble
|At least it was electrically operated
|Those crazy kids
What we found was a relatively empty arm – I had been walking from the top lock whilst Diane brought the boat in – she took it up to the winding hole and after turning it around we moored up on the off-side, right outside the Premier Inn – the sign said "Mooring allowed with permission" – nothing ventured, nothing gained – so Diane went in and it was all OK – with the £10 donation to the Great Ormond Street Hospital – a few minutes of giving some information and the money and we were set.
So we could say that we spent the night at the Premier Inn, and after a short wander around, Diane decided to have a bath (on board) – Premier Inn (with bath).
It was a quiet night here; Diane still less than pleased with my ability to get to sleep quickly and soundly – the bruising has not yet shown up but it will appear.
Deciding to spend a rest day here, we caught the bus up the hill (11% rise) into Halifax – the major town here – first point of call, as usual, was the Visitor Information Centre; Diane then decided to embark on my least favourite pastime – shopping for clothes – fortunately it was a short exercise and I survived (just!).
Initial impressions as we came through the town on the bus was of a town that had been quite successful in the past and was now re-inventing itself.
Our first area to stroll through was the Minster, dating back about 900 years and reputedly to have the bones of John the Baptist buried beneath – a story that shows in the Coat or Arms for
. Halifax
We then carried on to visit the undercover markets – quite large in size – plenty of stalls could have tempted us, except that we were on our fasting day (for the 5:2 diet).
Next it was the Town Hall – why is it that people (politicians) always find loads of money to build and adorn great monuments to their activities (or in some cases, lack of activity) – however, it was a very attractive building, both inside and out.
We also met one of the councillors and had a quite interesting chat with him – judging by his remarks, he is of a like mind with us regarding the focus of some of them.
Are we getting old or not, but we were getting quite tired again – we caught the bus up the hill and would be going back that way and we had not really walked that far at all.
Maybe it was just an off day with our fitness, but the boat looked good when we got back.
We did decide that we would push to other side of the arm and thereby save another night at the Premier Inn – not enough water for her indoors to have another bath.
|Despite any problems we may have had with a low pound; problems with the spike;
a problem with one lock, the scenery is simply lovely
21 Miles, 28 Locks
YTD: 567 miles (912 km), 275 Locks, 15 Tunnels, 9 Lift Bridges, 19 Swing Bridges
Total: 5199 Miles (8367 km), 3426 Locks, 139 Tunnels, 75
Lift Bridges, 191 Swing Bridges


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***Warning: this is an adult book, and for the eyes of mature readers***
Monday, January 9, 2017
Review: Highland Vixen by Mary Wine
***Warning: this is an adult book, and for the eyes of mature readers***
24 comments:
I've read a different series set in medieval England by her and loved it. I really need to try her highlanders. This pair does sound like they have some fireworks happening.ReplyDeleteReplies
Ooooo, I need to try some of her medieval England novels then! I love that setting. I think you'd enjoy this series, Sophia!Delete
I haven't read anything by this author before but it sounds wonderful! I love a good historical romance so thanks for putting this on my radar! Great review!ReplyDeleteReplies
The first book is SO good, Keertana! Thank you. ^_^Delete
Scottish highland romances (or anything really, love Scotland!) are where it's at. My favourite is definitely When a Scot Ties the Knot, but this series sounds like it has serious potential to become a favourite. Definitely going to check out the first book soon!ReplyDeleteReplies
Right?! This author has this series, and Tessa Dare (as you mentioned!) and Lynsay Sands have good ones. I highly recommend the first book in this series, Danya!Delete
I didn't love this one as much as the first, but I loved the chemistry between Marcus & Helen! They were so great! I do agree about the steamy scenes. I got annoyed by how long it took for them to get it on. LOL! I'm curious to see who the next book will be about too!ReplyDeleteReplies
Oh same! I was hoping that certain elements in book one wouldn't show up in this book... but they did. The lack of getting-it-on definitely got on my nerves. ;) I'm hoping book three will feature Katherine!Delete
I haven't read this series yet but it sounds great! I love the romance and tension the author built up!! Great review! I love that your complaint is more steamy scenes sooner that means the chemistry is great!!!ReplyDeleteReplies
Definitely try book one, if you get the chance! I liked it more than this one, but both are good. More steamy scenes is always a must, for me! ;DDelete
Ohh, I love the sound of this couple! Back and forth and banter are the absolute best in a romance novel! Though it does sound like the romance held off a bit, especially with the steamier scenes. I feel like there's generally at least a couple steamy scenes by the 50-60% mark so it's surprising you had to wait until 75%. Still, I'm glad you enjoyed this one as much as you did!ReplyDelete
Great review!
Ashtyn @ Wonderland's Reader!Replies
Right?! I'm a huge fan of banter. I wish the characters had more sexy times, but it seems not to be this author's style. The first book had the same "problem".Delete
Thank you, Ashtyn! =)
I had a blast with this one as well, I think I liked book one a bit more, but boy the tension in this one was fantastic!! I am glad you enjoyed it too.ReplyDeleteReplies
Same! Book one was a little better in my opinion as well. Hopefully book three is the BEST!Delete
This book seems really interesting. Scot romances can be super captivating. Lovely review as usual - and glad you liked this book!ReplyDelete
~ PendragonsReplies
I love Scottish/Highlander romances! Thank you, ladies. ^_^Delete
This sounds so good! I love this type of dynamic. And I'm one those people who don't mind if it takes awhile for the couple to actually get steamy.ReplyDeleteReplies
Oooo, Christy, you might really like this one then! I was taken aback by the slow progression of the romance, but at the same time, I loved it. ;)Delete
Ahh book one is on my blogger shame pile. I'm hoping to finally read it next month. This one sounds real good! Ah on the steamy bits, though. lol I was just arguing with my current read over that. lolReplyDeleteReplies
LOL! I hope you enjoy it, Anna! This series is really sweet, steamy, and hilarious. Well, it needs a little more steam. ;) I can't wait to see your review!Delete
I don't think I've read a Scottish novel.... I think.. I feel like I have now that I mentioned it. Anyways, this actually sounds pretty good and interesting! I love that there's sexual tension but I'd be going crazy for them to get it on!ReplyDelete
Genesis @ Latte Nights ReviewsReplies
Ahhh, you are missing out! Tessa Dare has a really good one (When a Scot Ties the Knot), and then there is this series... Lynsay Sands has some good Highland romances as well. *shoves all the Scottish/Highland romances at Gen*Delete
YAY for getting the story that you wanted :D And yay for loving it a bunch. <3 Gorgeous review Alyssa :) Love how much you love all of these romance authors. <3ReplyDeleteReplies
It was awesome! I liked the first book a smidgen more, but this one did not disappoint.Delete
Romance is the BEST! Less drama than YA. ;)
I love comments! I will always try and reply to your comments, as well as leave some comment love on your blog! :)
Also, this an award and tag free blog. While I am flattered that you would think of me, I really do not have the time to follow up. Thank you!


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The Last Piece Falls into Place for the Domestic RHI
|A hot prospect?
Image courtesy Viridian Solar
What's Changed?
5. Cylinder standing losses
The Effect of the Changes
The announcement of the RHI deeming calculation for solar heating is the final piece in the jigsaw. Finally, solar installers can get out there and start presenting the financial benefits of the domestic RHI to potential customers. In fact with a £600 upfront grant available for installations before the start of the scheme, there's every reason to install solar now.


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The traditional and popular Ducasse of Ath festival takes you back to the Middle Ages. Since the 15th century, the famous giants of Ath have been going on parade during the festival, the most famous of which is Goliath, the king of the festival.
A proud warrior, with a lance at his side and a mace in his hand, Goliath is 4 metres tall and weighs 126 kg.


text:
Ready to Go
My church is currently being challenged to read the entire New Testament of the bible in eight weeks. That's a lot of reading, and calls for a heavy commitment each day and each week. I am in a couple of different bible studies at my church and we are going through these readings as our curriculum for these eight weeks. I just finished up my reading today for week four. It sure has been a challenge, but it has also been an amazing experience to read so much of the bible in rapid succession. It allows me to make connections between the books of the bible that I hadn't made before and helps to provide a clearer view of the bigger picture that the New Testament paints.
One of the things that I was really struck with from week two – but also into these past two weeks as well – was how ready and willing the apostles were to actively pursue the will of God and carry out his work in any and every circumstance. As we read through the book of Acts, Luke explains what the early church was like and details out much of Paul's missionary journeys and parts of his imprisonments. While Paul was a prisoner being transported to Rome, the ship he was on got caught in a nasty storm, and everyone on board ended up shipwrecked on an island where they did not intend to land. However, even as a shipwrecked prisoner, Paul kept focused on doing God's work:
"There was an estate nearby that belonged to Publius, the chief official of the island. He welcomed us to his home and showed us generous hospitality for three days. His father was sick in bed, suffering from fever and dysentery. Paul went in to see him and, after prayer, placed his hands on him and healed him. When this had happened, the rest of the sick on the island came and were cured." – Acts 28:87-9
Not only there, but Paul continued to preach, even while a prisoner under house arrest in Rome:
"For two whole years Paul stayed there in his own rented house and welcomed all who came to see him. He proclaimed the kingdom of God and taught about the Lord Jesus Christ—with all boldness and without hindrance!" – Acts 28:30
It came up during one of our discussions how Paul did not waste any time wondering or complaining about his circumstances. He simply sets to work, wherever life may take him. How often do I try to analyze my situation, try to figure out what God must be trying to teach me through my trials, or even complain and grumble about inconveniences that I encounter? How much more productive would it be for me to stop worrying about the "why" – and instead focus on how I can serve God in my present circumstance?
We are called to be active in our faith and to use whatever we do have for God's glory. This week's reading including the "Armor of God" passage from Ephesians, and this line really hit me:
"Stand firm then, with the belt of truth buckled around your waist, with the breastplate of righteousness in place, and with your feet fitted with the readiness that comes from the gospel of peace." – Ephesians 6:14-15
Our shoes are supposed to be laced up, so that we are ready to go. Wherever God calls us or wherever life may unexpectedly take us, we should be ready to do the work of God.
"For we are God's handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do." – Ephesians 2:10
So this is my challenge to myself: to always keep my eyes focused on Jesus so that I will be ready to do his will, even when when circumstances leave me feeling shipwrecked.
Hi there! My name is Dana and I live in West Michigan with my husband, Tom and our dog Copernicus. I created this space as a place to share the things I learn along this journey I call life. I work in marketing and I'm a sort of Jane of All Trades, interested in all things nature, gardening, cooking, exploring and learning new things. This blog is a conglomeration of my interests, hobbies, life and life lessons. Thanks for stopping by!


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I was working through a problem that was showing that for a field $F$, $F[x]$-modules correspond to pairs $(V,T)$ of vector spaces over $F$ and linear transformations on that vector space.
The last part of the question asks to find a finitely generated $F[x]$-module which is not projective.
The only examples I really know of modules which are not projective are ones like $\mathbb{Z}/2\mathbb{Z}$ as a $\mathbb{Z}$-module, where I understand it not to be projective because it doesn't have enough homomorphisms going out to $\mathbb{Z}$: every module homomorphism leaving $\mathbb{Z}/2\mathbb{Z}$ has to satisfy $$0=f(0)=f(2\cdot z)=2\cdot f(z)$$ and $2\cdot f(z)$ implies f(z)=0 in $\mathbb{Z}$. This is a problem since $\mathbb{Z}$ does project onto modules which $\mathbb{Z}/2\mathbb{Z}$ has nontrivial homomorphisms into (e.g.: itself).
I've been trying to think along similar lines for this case of finitely generated $F[x]$ modules, using the above correspondence with pairs $(V,T)$. I've been trying to think of a finite dimensional vector space $V$ and a linear transformation $T_V$ on it, and another vector space $W$ with transformation $T_W$ such that there aren't many $F[x]$-module homomorphisms $(V,T_V)\to (W,T_W)$.
I know such an $F[x]$-module homomorphism has to satisfy, among other things, that $f(T_V \cdot v)=T_W \cdot f(v)$. Using the correspondence with vector spaces and transformations, I've been trying to think of matrices $T_V$ and $T_W$ which only satisfy $f T_V = T_W f$ for very restricted choices of $f$, hoping for an analogous situation to the $\mathbb{Z}/2\mathbb{Z}$ example. I'm not so sure that's a good idea though since I don't know really understand how important it is to that example that there's a nontrivial element ($2$) that annihilates all of the elements.
So, does it make sense to be trying to think of examples this way for this case? Can this be done for arbitrary $F$ or should I be looking at a specific field to get an example? Does anyone have any examples? (I'd prefer to be able to generate my own, but since my current repository of non-projective modules is very sparse, I'd still appreciate any contributions.)


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A dream fulfilled
You just never know for sure. That, for me, is one of the compelling things about landscape photography. You just never know when you head out if today will be the day when the chasing of the light pays off. Many times it doesn't quite. It nearly gets there, but the light just fails to deliver at the last moment. The day can seem so promising when you head out; but, when it comes to deliver, the light goes and you're left with nothing much to show for your troubles.
But sometimes, the light and the location all come together in a perfect convergence (right place at the right time, in common parlance), and the efforts are rewarded. (Fortunately, these happy circumstances happen just enough times to keep us going back for more).
And then sometimes, just sometimes, you are rewarded not just with a shot that puts a smile on your face, but with the shot of a life time. The kind of shot that you just know when you're taking it is going to be something a bit special.
My aurora shots of 30 October 2013 were an occasion like this. I had first come to realise that you could even hope to capture a shot like this in Ireland around Easter 2012. And since then, like many, I had hoped some day that I would be fortunate enough to capture the Northern Lights.
And so began a year long quest. My first serious attempt was in October 2012 at a weekend in Whitepark Bay Youth Hostel. I'd heard an aurora watch was in force and went out on a bitterly cold, clear night, only to capture the faintest of green smudges on the horizon. Not much to look at, but a tantalising glimpse of the aurora nonetheless. And enough to give me a taste for it!
So I kept my eye on the forecast over the coming months. Forecasting the aurora appears to be a very difficult thing. There is very little certainty about whether or not it will make an appearance. So, although a few times I was tempted to venture northwards, the prospects of an hour's drive north only to discover that there was nothing more than another faint green smudge were never enough to tempt me to the coast.
But October 2013 saw us up north for a week. And the aurora sites were hinting that there might be something of a show during the week. The forecast was typical Northern Irish showers - so, even if there was a display, would the weather co-operate and give us a view? Nevertheless, I lived in hope. I was in the right place. But would it be the right time?
On the Tuesday night there was a bit of chatter on aurora watch. So out I ventured to one of my favourite night time locations at Dunluce Castle. It was cloudy, but with just the odd gap towards the horizon, I set up and shot anyway. But I got nothing much. Perhaps just the faintest hint of green, but that was about it. Maybe this week would be another that promised but didn't deliver.
On the Wednesday night, we were sitting in McDonald's in Coleraine, after enjoying Thor in the last afternoon showing in the cinema. While the kids finished their meals, I checked the aurora website again. Some folks were posting shots of green skies in Scotland. Quite nonchalantly, I asked my wife if she fancied heading out to Dunluce on the way home, just to see if anything was on view. 'Okay,' she replied, equally nonchalantly. It turns out it was far more significant a conversation than either of us could have realised at the time.
We arrived at the Castle at around 9.00pm. got wrapped up warm and headed to a vantage point. I could already tell that tonight was better than last night. The sky was clearer, jusst a band of cloud low along the horizon, and I could just pick out the faint green glow above it (my wife couldn't see anything with the naked eye). One 20 second exposure later, and she could see it alright. This was already much better than the shot I'd got last October, and I was very happy with our decision. But, even at that stage, we still had no idea just what lay in store.
For after we'd been there for about 15 minutes, all of a sudden the light show went into overdrive. What started as a barely visible green glow, suddenly and dramatically sprung into life. Shafts of light sprung upwards from behind the clouds, as if someone had turned on a series of powerful WW2 spotlights behind the cloud bank. The colours intensified, the lights danced around the sky, and we were treated to the most awe inspiring and stunning light shows I have ever seen.
I was like a child in a candy store, brimming with excitement almost unable to believe the display before us. So I shot away, photo after photo, desperate to capture this moment, while being drawn so deeply into it at the same time.
At one point, an air liner passed overhead. I wonder if the captain told the passengers to glance out of the right hand side of the plane to enjoy the view.
By 9.30, the display had begun to fade and, although the faint green band remained for most of the rest of the night, the light spikes were done after 15 minutes of the most spectacular show.
It took a year of watching and waiting. And if we hadn't have made it for that 15 minute window, I'd be left sitting looking at others' shots of this show, wishing that the next time it could be me.
But, this time at least, I was in the right place at the right time. And, for those of you still chasing a shot like this, keep persevering. You just never know - next time it might be your turn...


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Brussels (Belgium) – In a not surprising, yet still puzzling, ruling this morning, the European Commission made good on its promise to fine Microsoft for what it described as the company's failure to "supply complete and accurate interface information which would allow non-Microsoft work group servers to achieve full interoperability with Windows PCs and servers." The fine amounted to €1.5 million per day since the warning period of 15 December 2005, or about $356.6 million.
It is not the €2 million per day maximum penalty that had been threatened; that penalty would apparently have been imposed if Microsoft had failed to produce the second of two components the EC required, which was a version of Windows XP without Windows Media Player. Microsoft did deliver Windows XP N, to astoundingly low sales, throughout Europe. But rather than slash the fine in half, the EC decided to reduce it by only a quarter. The reason, the EC explained in an official statement this morning, is because the longer Microsoft waited to produce reliable documentation, the less effective the documentation would have been in explaining the problem. "Of the two elements of non-compliance identified in the Article 24(1) Decision," the EC statement reads, "complete and accurate interoperability information is a prerequisite for interoperable work group server operating systems to be developed. Microsoft's non-compliance in this regard has eliminated the effectiveness of the remedy."
"It is more than 18 months since an Order from the President of the Court of First Instance required Microsoft to comply with the Decision without delay," stated EC Commissioner for Competition Policy Neelie Kroes in a press conference this morning. "The European Commission cannot allow such illegal conduct to continue indefinitely."
In a decision reached late last March with the independent trustee appointed by the EC to monitor Microsoft's compliance, Dr. Neil Barrett, Microsoft agreed to provide a set of interoperability documentation in seven stages. The first six stages have already been completed, with the final stage due for delivery next week. Since the agreement was reached, the EC scheduled a hearing to determine and set the final penalties for non-compliance, for the week before the final deadline.
"The real issue here is not about compliance, it is about clarity," said Microsoft general counsel Brad Smith in an official response this morning. "Having received a clear definition of the documentation requirements this April, we already have met nearly all those requirements in just three months. We have dedicated massive resources to deliver high-quality documentation according to the aggressive schedule set by the Trustee and the Commission. We have delivered each of the first six milestones on time and have over 300 employees working around the clock to meet the seventh and final delivery date for this project, scheduled for July 24. It is hard to understand why the Commission is imposing this enormous fine when the process is finally working well and the agreed-upon finish line is just days away."
The EC's explanation involves something of a technicality: Currently, Microsoft charges royalties for companies wishing to review its communications protocols. Previously, Microsoft stated that it would review its royalty structure once it had completed the seventh and final stage of its documentation rewrite process next week. In the EC's statement this morning, the Competition Policy panel concluded it could not reach a reasonable conclusion about how the relative effectiveness of any of Microsoft's documentation for potential licensees, until the company had decided how much to charge for that documentation.
Specifically: "A final assessment on the degree of innovation, if any, that is contained in the interoperability information, and hence the reasonableness of the royalties that Microsoft charges, can only be made once the technical documentation embodying that interoperability information is complete and accurate," the EC statement reads.
Despite that statement, Commissioner Kroes said this morning that her panel had already reached the conclusion that the documentation it had received was ineffective. "The Commission has looked carefully at numerous reports by the Monitoring Trustee," she said. "It has looked in depth at Microsoft's documentation. It has considered very carefully the replies by Microsoft and its experts to the objections raised by the Commission. Having carefully weighed all of the evidence, only one conclusion was possible: From 16 December last year to 20 June of this year…Microsoft did not even come close to providing complete and accurate specifications."
In a response statement this morning, Ken Wasch, president of the Software and Information Industry Association, wrote, "From the beginning, the requirements facing Microsoft were clear. Implementing this remedy is important to the software industry. We hope that, with this essential step, the interoperability documentation will be forthcoming promptly and effectively."
"When you consider Microsoft's massive efforts to comply with this ruling," states Microsoft's Brad Smith, "and the fact that more than a dozen companies are already using similar documentation provided in the U.S. to ship actual products, we do not believe this fine is justified. In the meantime, we will continue to work with the Trustee on the final steps in the work plan established by the Commission in April."
In her press conference this morning, Commissioner Kroes threatened to impose further fines of up to €3 million per day, starting 31 July, for any further failure her panel perceives to provide explanatory documentation. Indications from an early morning press conference from Microsoft are that the company is planning another round of appeals.


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As digital marketers, we're frequently reminded magic formulas don't really exist. Still, our experimentation and experiences often lead to insights about "what's next." Hopefully, the following insights and sample tools mentioned in this article will inspire your consideration (and actions) for 2012.
What Happened in 2011
For most brands, perhaps the most predominant focus with Facebook marketing in 2011 was growing the fan base. We saw a variety of custom Facebook applications (tabs) paired with Facebook ad buys – where requiring a Like (the becoming of a fan for that page) was the first or even final call to action.
As a result, some of the most common questions emerging were:
- What's the value of a Facebook fan?
- How many Facebook fans shouldwe have?
- Now that we have these fans, what should we do with them?
- What can we be doing with Facebook outside of Facebook?
And honestly, many have even asked, "why are we doing this again?"
It's The Data, Stupid
If you're saying, "oh no, not another discussion on analytics or the latest changes in Facebook Insights," fear not. This discussion goes beyond tracking simple key performance indicators (KPIs) within some marketing dashboard that spits out monthly reporting with +/- percentages.
On the contrary, it goes straight to the core of how companies can use a new breed of tools leveraging Facebook data to dramatically improve advertising results, content creation and overall business strategies. For the sake of brevity, we'll take a quick look at two tools in particular: CalmSea and InfiniGraph.
CalmSea is a technology platform that enables you to create a conversion-based offer that can be accessed via a website, email, tweet, mobile device or Facebook page. As an example, let's consider a coupon.
Normally, the basic data you would expect to collect with an online coupon might consist of clicks, shares and redemptions. Of course, you may also collect some demographics – or even additional data, depending on form-related entries required of the user in order to get the coupon.
The trick with CalmSea lies within an extra click that prompts your Facebook authorization in exchange for access to the coupon (or other offer). This authorization includes access to 3-4 of your Facebook permissions, which provides the CalmSea platform with multiple data points specific to your social graph (likes, interests, demographics, friends, etc.).
All of this activity can take place on any web page, including your ability to share the coupon with others on Facebook without actually ever going to your Facebook page.
When I spoke to Vivek Subramanian, VP of Products for CalmSea, he said they are seeing upwards of a 70 percent acceptance rate on the permissions authorization for branded apps (which could include coupons, sweepstakes, private sales, group buys and more).
The Power of The Data
CalmSea takes the Facebook user interactions and news feeds around the given offer – then combines that data with purchase/conversion analytics (could be Google Analytics) to aggregate and display insights on segments of users/customers with the highest levels of:
- Engagement
- Profitability
- Influence
This kind of data goes beyond Facebook Insights, in that it enables you to build predictive models based on distinct attributes that best describe current and potential customers with respect to the three items listed above.
In the figure above, you can get a slight feel for CalmSea's dashboard, which demonstrates, among other items, the ability to view social insights compared to purchase data insights on users who have authorized the offer.
Depending on your role in the company (media buyer, content creator, channel partner/affiliate manager, etc.) this kind of data ideally improves how and where you spend your time and money.
The initial offer you develop with a platform like CalmSea will likely have a consistent conversion rate with similar offers you may have conducted in the past. It's the offers that follow, leveraging the data collected from your first use of the platform, that stand to produce significantly improved results.
The InfiniGraph platform aggregates Facebook and Twitter data for the purpose of identifying relevant (real-time) affinities, content and interests that are trending around a particular brand, product or industry. There are two key considerations with respect to how this platform's output produces actionable value:
- Improved performance on your Facebook ads: Gives you insights to new interests/keywords you should be targeting as part of your selection process within Facebook's ad platform.
- Insights to assist with content creation and curation:Gives you a clear picture and delivery mechanism for content that is trending via a content "Trend Score" that algorithmically combines likes, comments, clicks, retweets, and shares.
InfiniGraph's approach to identifying content that's trending on Facebook, in particular, provides a level opportunity that is certainly missed by many brands wishing to dive deeper into content strategy (check out the Digital Path to Social Media Success to view the four kinds of content you could be addressing).
To describe how this works, imagine a series of Facebook status updates that are posted about subject matter relevant to your fans (on your Facebook page or another Facebook page your fans follow).
In the sample from InfiGraph above, you can see the dates these status updates were posted, in addition to the enormous amounts of engagement they received. Here's the problem: Think of how many fans of this page would also be interested in this content, but simply didn't see it. Now think of how quickly those status updates will slide down the page and disappear.
As Chase McMichael, President of InfiniGraph, told me, "Humans can't keep up with trending content, nor can they see how content trends across multiple Facebook pages containing fans with similar interest."
McMichael alludes to "crowdsourcing" of the human voice around collective interests and actions. Not only can this aid in the repurposing of content otherwise lost, but as McMichael so eloquently puts it: "you can know where to double-down from a media buying perspective. Who needs comScore when you have a resource that is guiding you where to advertise based on what a large audience is in essence telling you?"
Although the summaries on these platforms don't do them justice, my hope is you'll be inspired to dig deeper regarding the possibilities they offer. It will be interesting to see how Facebook will continue enabling access to data, but I think it's a safe prediction that advanced marketers will leverage it to the hilt.
On a final note, I'll bid you a farewell to 2011 with my favorite quote of the year:
"Data will become the new soil in which our ideas will grow, and data whisperers will become the new messiahs." – Jonathan Mildenhall, VP of Global Advertising Strategy at Coca-Cola
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For pricing and availability: email email@example.com
Inquiries about a certain piece? We would be happy to discuss your selection with you. Feel free to call us at tel # 650.323.1923
How to order: Email your shipping address and the name of the piece(s) you would like to purchase to email@example.com We accept credit card payments through PayPal. Once we receive your order, an order confirmation plus a PayPal payment link will be emailed to you.
Delivery: Delivery times range from two days to two weeks. Some pieces may be in our gallery and ready to be shipped immediately, while others may be handmade to order.
We accept Visa and MasterCard - Payment is received through PayPal.
California residents pay 8.75 % sales tax.
$20.00 All orders are insured and shipped by USPS Priority Mail.
Return/Exchange Policy
All sales are final. You may exchange a piece for credit toward another purchase under the following guidelines: 1) Davide Bigazzi Studio & Gallery must be contacted to request a return for credit BEFORE the item is shipped back. 2) The item must be returned in its original condition within 14 days from the date of purchase.
We reserve the right to refuse any return that is not in resale condition. Credit will be extended for one year from the date of the original purchase. Shipping is non-refundable.
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Gently brush textured & oxidized sterling silver with a soft brush and soapy water. All other surfaces, including 18 karat gold, may be polished with a jewelry polishing cloth. Liquid dips and polishing creams are not recommended.
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Each piece is handcrafted and unique, and therefore may vary slightly in form and texture. The cuff bracelets are hand forged which makes them light weight, comfortable, and adjustable to most wrist sizes.


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Most people have healthy babies.
We just dance to a different rhythm around here but the beat is sweet nonetheless.
I keep getting texts from friends... "What's it like having two?"
I reply "Great! I am loving it." which is mostly true. I am over the moon in love with two boys who stretch me to every single limit, test what I am made of (which is thankfully not sugar & spice) and are teaching me a thing or two about love, patience, and why wine was invented.
Want the total truth? Here is a rundown of our day in all it's milk-stained glory.
I hardly bother getting dressed because the process of taking boobs out and putting them back in is neverending and monotonous. I shower about every other day and sleep about every other hour through the night, which actually isn't so bad. The alarm goes off at 6:30 because I need a full hour and a half to coax a stubborn Eldon into getting dressed for school. In between shouting matches that went like this this particular morning:
"I am going to turn the TV off until you put your shoes on!"
"Well, I'M gonna turn your HEART off if you do that! I'm NOT going to school! I'm SICK! Do you want me to go get all my friends sick?!?!?!"
(he's not sick....)
I try to make myself just barely presentable enough that his teachers don't feel the need for a welfare visit and well...if he talks like that at school, I should probably just invite them over for beer.
There are four hours to kill while he is at school, which goes by pretty quickly between errands, laundry, nursing, and a baby that only sleeps in arms or a carrier.
Sidenote: If ever there comes a time that I mention any type of "baby fever" or casually spout off something ridiculous like "three wouldn't be so bad," I want you to lean over and just whisper the word "laundry" in my ear to put an end to all of that crazy talk.
If you really love me, you will do it. If you are a real friend, seriously...remember this.
Laundry. How the hell? I just....seriously.
So, where were we? Oh, 12:45. Yep, it's only lunchtime, which for me consists of a few spoonfuls of peanut butter, whatever else I can grab on the go, and a heaping pile of guilt that if I am going to make nutritious milk for Max, I should be eating better.
We will fastforward through the afternoon which is pretty much uneventful. We do crafts, read books, build with legos, and argue about the 30 minute TV limit about every 5 minutes. I make phone calls, schedule more appointments, and fill out more paperwork. I dodge doctors and if it's last Wednesday, I end up having to call them anyway and drag BOTH kids all the way into Seattle for an appointment to fix some unraveling stitches in a place where stitches should never be. What is more fun that stitches in your you-know-what? Having to sit down and drive for an hour afterwards.
TMI? It's life.
So other than waddling through the evening, there is usually a knock down, drag out fight over dinner and then bath time for Eldon. I sit on the toilet and nurse the baby while Eldon plays in the water. To clarify, the lid is closed and I am just using it as a chair...usually. I have become an expert on preparing meals, peeing, and cleaning up with a baby attached to my boob.
I pull him out of the bath and his pajamas out of the dryer because princess Eldon insists on warm clothes when he gets out of the bath.
I drag him upstairs and he, Max, and I all crowd onto his twin bed for books and good dreams before the wicked finally rests and we creep back downstairs for a moment of quiet before bed.
In the midst of it all, there are diapers, lots of poop, and about equal amounts of nursing. There is a baby who challenges my mama instincts and requires more calls to the Pediatrician than I had anticipated. How blue is too blue? What do I do if he passes out? Can we go to Montana for Easter?
There are snuggles, lots of kisses, first smiles and the reward of watching Eldon blossom into a big brother. There is Spring, sunshine, and hopscotch.
There is this chaos that is so perfectly mine. Ours.
We are falling into a schedule and adjusting to our new roles. As promised, we are about as graceful as Chris Farley and I have definitely been a better mom at times.
Where we lack in finesse, we overcompensate with love and laughter.
Going into this, I thought I would harbor resentment towards my ex when it got tough. These are some seriously tinted rose colored shades though, and even when it's wild, all I can see is the beauty. For his sake, I only wish that he could be here to witness it firsthand.
I am so proud of these boys and so in love with this new life.


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Excellent customer service includes treating your customers with respect and helping them solve their problems efficiently. Customer service tactics may differ based on industry. The ideal experience is smooth, pleasant and memorable for the customer.
To provide excellent customer service, a company must have representatives that are knowledgeable about the products and their services. They must know the product well enough to answer even the most specific questions from customers. With this as a basis, companies can begin to offer superior customer service.
In addition, companies must listen to their customers and understand what the issues are. This will help them build a relationship with their customers, as well as determine how they can fix the issues. As part of this, companies must treat their customers with respect while interacting with them in a friendly, professional manner.
Many websites have dedicated sections for customers to submit feedback and issues, complete with multiple contact methods including an email address, a phone number and a physical mailing address. Providing customers with a convenient way to communicate their concerns is an important part of providing excellent customer service.