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What an Iron Man! Robert Downey Jr takes care of heavy lifting after grocery shopping with wife Susan and baby daughter Avri
He has made his mark in recent years playing comic book character Tony Stark, who is otherwise known as The Iron Man.
And it looked like Robert Downey Jr was taking care of the heavy lifting in real life on Wednesday, when he visited the Farmers Market in Malibu.
The actor, 50, went for a bright ensemble, wearing a purple T-shirt, orange reflective sunglasses and a matching cap.
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Taking after his character: Robert Downey Jr was doing the heavy lifting while out at the Farmers Market in Malibu on Wednesday
His trainers were also of a vibrant tangerine hue.
Eve the gentleman he carried the shopping bags for the pair.
However his wife of 10 years, Susan, was doing some heavy lifting of her own carrying the couple's 10-month-old daughter Avri.
Flexing his muscles: The Iron Man star picked up some groceries, while his wife Susan was left literally holding the baby
She was wearing a casual outfit of orange shorts and a white patterned loose shirt.
The pair, who have a three-year-old son called Exton, celebrated their 10th wedding anniversary last month have had quite the decade.
It has seen Robert, go from comeback kid to international movie star.
Elementary my dear Watson: The Sherlock Holmes star called wife Susan a 'perfect 10' when they celebrated their 10th wedding anniversary
In addition, the pair also started the Team Downey production company together in 2010, which released its first film The Judge in 2014 to mixed reviews.
The pair met when they worked together on the 2003 Halle Berry supernatural horror vehicle Gothika, which the actor quipped on Inside The Actor's Studio was most memorable to him because he was 'romancing the producer.'
Susan got in a gag of her own on the same show when she said first impression of the actor was he was 'weird.'
Dogged Robert persuaded the then Miss Levin to join him for a date despite suffering two knockbacks, and they got engaged in November that year when he proposed the night before her birthday.
Producing partner: Robert met Susan on the set of Gothika in 2003 and they married two years later
It was almost two years later when they got married on August 2005 in a Jewish ceremony in New York.
Since they got wed he has became the world's top actor, and he has credited his wife for all of his success, including helping him stay sober after addictions to drink and drugs derailed his career in the past.
The Sherlock Holmes favourite previously said: 'The old saying is true, behind every good man there's an incredible woman.
'I owe a huge amount, if not all, of my success to Susan. We make a great team, and all that luck I spoke about, that's Susan.'
Team Downey: The couple have two children of their own as well as Robert's grown-up son Indio, pictured, from his first marriage
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domain: celebrity


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Born to be King, and third in line to the throne as the 43rd British monarch, it will be quite a while before newly born; HRH Prince of Cambridge George Alexander Louis takes the throne as King of England—Charles and William still have much to do!
This week WWD shared a precious baby story that featured baby gifts sketched by designers, I picked out my fave. Check out the punk Prince illustration by Dsquared2—an adorable t-shirt, with ‘God Save Granny’ (well really it would be Great Granny), Christian Lacroix designed the perfect regal perambulator (aka: pram), every mother needs a royal carriage, and considering 2013 is the Year of the Snake, Josie Natori’s little onesie, shows a dragon, but lets go with a snake for good luck. Add the Union Jack quilted cover designed by Nicole Miller, and this royal baby will be stylin’ in his pram. How adorable!
Royal fever piques in England, with a 41-gun salute this morning, 62 shots fired from a cannon at the Tower of London, and Trafalgar Square will shine blue for the next seven days.
Who needs reality shows, just watch the lives of The Cambridge’s unfold through every media outlet across the world? As a total Royalist, I am excited to see Princess Diana’s grandson grow up, he will be one very loved little happy chappy…hip, hip, hooray. Congratulations to the Duke and Duchess of Cambridge. Ahh!

domain: artistic


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Finding low cost homeowners insurance quotes for Bradley, does not have to be difficult. Our website is designed to help consumers like you to compare multiple providers. Enter your Zip Code in the form above and get a quick look at the top-recommended options for your area.
Home Insurance Quotes That Will Give You Excellent RatesVery few people that get Bradley homeowners insurance actually end up finding the best rates available. They will typically go with what their current insurance provider has for them, usually bundling that in order to get a discount. However, you can find several different West Virginia companies that will charge far less than what your existing insurance policy actually offers. In fact, they may even give you more coverage for less money, but you have to obtain home insurance quotes on the web that can lead you to these exceptional deals.
How Do You Get These Quotes?
You can obtain these quotes very quickly by going on the Internet and submitting your information to several businesses through forms that are provided. It may take you a few hours to submit them all, but you will end up with a multitude of different quotes from the companies that they directly work with. Some of them will be major carriers, whereas others may not be companies that you have ever heard of before. You can verify the authenticity of these businesses if you would like to, the more times than not, the business that is allowing you to submit your personal information will have already done that research.
How Much Can You Save?
Long Will It Take To Go Into Effect?
The speed at which the policy will go into effect is usually quite fast. If you are coming up on your next payment with your current insurance provider, it will likely start on the same day so that you do not lose any coverage. Also remember that discounts can also be achieved by paying your premiums annually instead of making monthly payments. These are just a few other things to consider if you are looking for a way to save money on your Bradley, West Virginia homeowner insurance policy.This type of insurance is absolutely essential for people that own homes, and similar insurance is necessary when you have rentals. Just make sure that you are getting the best deal possible, something that can only be determined by getting multiple quotes from different insurance providers. It will actually be very worth your while to spend this extra time, and you are not necessarily betraying the trust of your current insurance provider because you will likely keep all of your other policies. It’s just nice to know that you have options, ones that will help you save money on the insurance that protects your home.
More West Virginia Cities Nearby:
There are two main issues that you can ensure are accomplished to help lower your insurance policies expenses. Initial of all, have a protection program set up. It can minimize your insurance policy premiums by several proportion points. Nonetheless, don't forget to get in touch with your agency and supply proof of the new set up just before anticipating to see a modify. In addition, smoke alarms can help save you on premiums. This strategy can minimize your annual value up to ten %.
homeowner's insurance policies promises, get some fix estimates from trustworthy nearby businesses. This will give you some ammo towards the insurance policy organization when they tell you how significantly something will price to fix or replace. Also, crisis repairs that you make to hold the hurt from obtaining worse will be coated, as prolonged as you hold receipts.
Prior to setting up a pool or purchasing a trampoline, be sure to check with your insurance firm to see what influence this will have on your rates. Some companies will cost as considerably as ten% far more to insure a home with a pool, trampoline or other probably harmful products on the home.
You can preserve countless numbers of bucks and a long time of payments by producing your house payment on a bi-weekly foundation, instead of monthly. Question your home loan holder about environment you up on this payment plan. Considering that there are fifty two months in a 12 months, you will end up creating an added few of payments without having breaking the lender or your price range.
Install a protection program to aid reduce your home
homeowner's insurance supplier. As a result, they will demand you more income for that minimal score of yours.
homeowner's insurance. Not only do the insurance policies firms see you as considerably less threat and drop your premiums, but would-be crooks will see your system as a deterrent and pick to find somebody else to rob.
homeowner's insurance policy claim, be sure almost everything is effectively documented. This can be from using photos and films of every little thing in and about your home, and then storing copies of these in a secure area or even at a relative's home. Getting this stock compiled as such will aid shorten the statements procedure.
Know your coverage constraints if you personal products that insurers think about higher-risk, this sort of as swimming pools or backyard trampolines. Your insurance provider may not pay liability promises for accidents involving this sort of tools or you may possibly be essential to acquire extra insurance coverage to protect any accidents or damages that arise simply because of them.
Put in a security system in your house that is monitored by a central monitoring station, and you will conserve about 5 % on your home insurance coverage. You will likely have to provide evidence to your house insurance business to get the low cost, but that is as effortless as sending them a copy of your checking bill.
homeowner's insurance coverage is a "certain replacement price" 1. This shields the investment you have manufactured in your home, simply because if your home is wrecked in a all-natural catastrophe, it will be reconstructed, regardless of the cost. Creating a home will increase in price each 12 months. This type of policy offers you a economic cushion and absorbs the increasing home-developing fees, so you don't have to.

domain: finance


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Wascana Rehabilitation Centre Extended Care/Veterans Program
The Extended Care/Veterans Program, located at the Wascana Rehabilitation Centre, provides specialized supportive and long term care services to 259 residents on seven units. Veterans' Affairs Canada funds 54 beds and access to these beds is determined by Veterans Affairs.
The Extended Care Program at the Wascana Rehabilitation Centre is designed to meet the needs of individuals, 18 years of age and older, who require complex medical, nursing and intervention therapies due to disability as well as chronic disease. Some examples of the specialized care offered include ventilated and tracheotomy care as well as gastrostomy feeds.
Individuals cannot select the Extended Care/Veterans Program as a facility of choice. Services provided at this site are designed to meet the needs of clients with the most complex care needs.
Resident fees for long term care (permanent placement) are established by Saskatchewan Health and based on income.
For information regarding fees associated with the Veterans Program at the Wascana Rehabilitation Centre, please contact Veterans Affairs Canada.

domain: medical


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The Gates of Zion
|Book Title:||The Gates of Zion|
|Author:||Veronica Foldes Frame|
|Date Published:||April 1, 2006|
|Publisher:||Tyndale House Publishers, Inc|
The Gates of Zion is one in an ongoing series of Bodie Thoene’s “Zion Chronicles.”
Who writes historical novels these days? Are they sensationalists, who figure history needs more hype to sell or are they purveyors of politics, who disguise propaganda with a clever plot?
While any number of hidden agendas might be present, there is another possibility. An historic novel might just be the work of a person who cares enough to say what they think but is honest enough to do so in a format which does not claim the same authority as a textbook or biography. This seems to be the case in Bodie Thoene’s The Gates of Zion, the first of a series of historical novels in which the birth pangs of Israel are depicted.
Thoene’s bias is obvious. She is unabashedly pro-Israel. Some might think Bodie Thoene a stranger to Judaism because she claims Jesus as her Messiah, but her father is Jewish and her heart is inextricably tied to the Jewish nation and the people of Israel. The book’s less historic, more “novel” aspects of adventure and romance play second fiddle to the author’s passionate portrayal of the Jewish struggle to survive. The story opens with a brief dramatic prologue set in Qumran, 68 C.E.?Ç”the Dead Sea Scrolls are being hidden.
The writer then catapults us almost two millennia to November of 1947, and the words of Ben Gurion about the Promised Land. What follows is a web of plots including the discovery of the Dead Sea Scrolls and events leading to the establishment of Israel’s statehood. In the midst of it all, Thoene introduces us to heroes and villains whom we alternately admire and fear for the remainder of the book.
The heroines are Ellie, a non-Jewish American photographer and Rachel, a European Jewish “survivor” of Nazi Germany who doesn’t really seem to have survived at all. Ellie finds purpose in helping the Hagganah prepare to defend the city of Jerusalem after the Partition Act. Rachel hopes to be reunited with her grandfather in Jerusalem or with the dead of the concentration camps, for the stigma of her survival is, in her eyes, unforgivable.
Among the heroes are an Israeli archaeologist/Hagganah member, Moshe, and an American flight pilot, David. Moshe would be happy to be left to the study of ancient pottery and scrolls, but his purpose and commitment dictate a different kind of life. David is the seemingly reckless, self-centered character who cares more than he seems to, first for Ellie, and then for the people with whom she has involved herself.
The risks these four take for one another and for the newly emerging state of Israel make for an action-packed novel. Thoene does not take the reader through the actual birth of the state of Israel, but she describes some of the labor pains. She focuses mainly on Jerusalem, and the responses to the Partition Act by the British, Arabs, and Jews. Then too, Thoene provides welcome relief from the seriousness of her subject matter with humor which emerges unexpectedly.
Throughout, the author paints a very sympathetic portrait of the Hagganah and exposes some of the cruelty and deception of Arab terrorism. To her credit, she manages to do so without communicating a slant found in some such literature the reader is never made to feel “the only good Arab is a dead Arab.” Also, her belief in Jesus does surface from time to time, but in a way which is neither sanctimonious and out of place nor so “subtle” as to be considered sneaky.
Those who are interested in Israel and who enjoy sub-plots of adventure and romance should consider adding The Gates of Zion to their list of books to read.
Bodie Thoene has been writing novels and screenplays for years. (She authored the best-selling novel The Fall Guy which became a popular TV series.) The Gates of Zion was written after in-depth interviews with people who lived through many of the events described.
Newsletter Editor, Missionary
Ruth Rosen, daughter of Jews for Jesus founder Moishe Rosen, is a staff writer and editor with Jews for Jesus. Her parents raised her with a sense of Jewishness as well as "Jesusness." Ruth has a degree in biblical studies from Biola College in Southern California and has been part of our full-time staff since 1979. She's toured with Jewish gospel drama teams and participated in many outreaches. She writes and edits quite a few of our evangelistic resources, including many broadside tracts. One of her favorites is, "Who Needs Politics." Ruth also helps other Jewish believers in Jesus tell their stories. That includes her father, whose biography she authored in what she says was "one of the most challenging and rewarding experiences of my life." For details, or to order your copy of Called to Controversy the Unlikely Story of Moishe Rosen and the Founding of Jews for Jesus, visit our online store. Ruth also writes shorter "faith journey" stories in books like Jewish Doctors Meet the Great Physician as well as in booklets like From Generation to Generation: A Jewish Family Finds Their Way Home. She edits the Jews for Jesus Newsletter for Christians who want to pray for our ministry and our missionaries. In her spare time, Ruth enjoys writing fiction and playing with her dog, Annie whom she rescued. Ruth says, "Some people say that rescue dogs have issues, and that is probably true. If dogs could talk, they'd probably say that people have issues, and that is probably even more true. I'm glad that God is in the business of rescuing people, (and dogs) despite—or maybe because of—all our issues." You can follow Ruth Rosen on facebook or as RuthARosen on twitter.

domain: library


Tenant Lease and Quota
To let the tenant work with the cloud repository and cloud host, the SP must create a tenant account. When the SP configures a tenant account, the SP assigns quota and, optionally, lease settings for the tenant. Lease and quota settings help the SP control how tenants consume storage resources on the cloud repository.
Veeam Cloud Connect Backup
For Veeam Cloud Connect Backup, quota is the amount of space assigned to one tenant on one cloud repository. It is a chunk of storage resources that the tenant can consume for storing backups on the cloud repository. The SP can assign quotas on different cloud repositories to one tenant.
To allow tenants to use all backup scenarios available in Veeam Backup & Replication, the SP should consider assigning the sufficient storage quota to the tenant. For example, for the compact full backup file operation, the storage quota must have enough space to store a file of the full backup size in addition to the existing backup chain. To create active full and synthetic full backups, additional space for creating full backup files on the cloud repository is required as well.
Veeam Backup & Replication tracks quota consumption and updates information about the amount of free and used space within the tenant quota on the cloud repository. This information is updated automatically when the following actions are performed in Veeam Backup & Replication:
- A VM backup job, Veeam Agent backup job or backup copy job targeted at the cloud repository runs on the tenant Veeam backup server.
- The tenant performs a file copy operation with a file stored on the cloud repository using the Files view in Veeam Backup & Replication.
- Veeam Agent performs a backup job targeted at the cloud repository.
Veeam Backup & Replication does not track operations with files stored on the cloud repository that are performed from outside of the product. Information on quota usage cannot be updated by rescanning the cloud repository after such changes.
A tenant can share their quota with subtenants — tenant-side users who back up data stored on physical devices. To learn more, see Subtenant Quota.
Veeam Cloud Connect Replication
For Veeam Cloud Connect Replication, quota is the amount of CPU, RAM and storage space in the SP virtualization environment provided to one tenant through a hardware plan. It is a chunk of compute and storage resources that the tenant can consume for creating and processing VM replicas on the cloud host. The SP can assign quotas on different cloud hosts to one tenant by subscribing a tenant to several hardware plans.
Storage quota size is specified in GB or TB (GB is considered as 2^30 bytes, and TB is considered as 2^40 bytes). CPU and RAM limits are specified in GHz and GB.
A quota can be valid for indefinite time or can be restricted in time. To limit the quota lifetime, the SP must set a lease for the tenant.
Lease is a period of time for which the tenant has access to tenant quotas on the cloud repository and cloud host. The lease settings help the SP restrict for how long tenants should be able to work with cloud resources.
Lease settings apply to all quotas assigned to the tenant. The SP can specify the lease period for the tenant or create a tenant account without a lease.
- If lease settings are specified, the tenant has access to backup and replication resources in the cloud until the lease period expires. When the lease period expires, the tenant cannot perform backup, backup copy and replication tasks, restore and copy VM data from the cloud repository or cloud host.
- If lease settings are not specified, the tenant can work with cloud resources for an indefinite period of time.


TOSHIBA SATELLITE P205D DRIVERS
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This product specification is variable and subject to change prior to product launch. Toshiba Satellite PD-S compatible upgrades These upgrades are guaranteed toshiba satellite p205d when you order from Crucial.
Toshiba is not present in the smartphone sector.
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It’s used to store data for programs sequences of instructions on a temporary basis. Or your money back. Add to my manuals Add.
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Although the memory can be installed one module at a time, the best performance comes from using matched pairs of modules. That’s okay though because you can add your own review and we’ll feature it here. With so many variations in memory, toshiba satellite p205d important to understand just exactly what will work — and what won’t — in your toshiba satellite p205d. Additionally, certain optical media recorded on your optical drive may not playback or operate properly on other PCs or optical media players.
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Pioneer DJ has announced the release of the new XDJ-XZ-W all-in-one DJ System. The latest version for rekordbox and Serato DJ Pro features a pristine white...
Check out their favorite tracks and listen to the audio from the latest stream of First Play below.
1. Eve – Tambourine – DJ Que Rico Blow Your Whistle Remix
2. CeCe Peniston – Finally – Giovi MMXXI Remix
3. Wiz Khalifa – We Dem Boyz – Rogerson Remix
4. David Guetta ft. Kid Cudi – Memories – Hyalyte & Mxtt Hxll Remix
5. Tim Berg – Seek Bromance – FIGHT CLVB Remix
1. Gypsy Kings – Vamos A Bailar – Kwest Remix
2. Sage The Gemini – Gas Pedal – Tall Boys Hey Mr. DJ Edit
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4. Vice – Darling Baby
5. Los Corraleros De Majagual – La Burrita – Coh-hul Remix
Tune into First Play every Friday at 2PM PT on DJcityTV’s Twitch channel.


text:
So please ask questions!
Listen to their stories – they came from lands far away and have stories to share that need to be remembered and recorded…If you have stories to share, I would love to hear… leave a comment, or email PHPC at email@example.com and I will get in touch with you to hear YOUR story…
The author: Kate Morejohn
For more details about the children’s book “Maria and the Lost Calf”, please visit:
By Diniz (Dennis) Borges Special to the Tulare Voice
The Portuguese-American community in Tulare is changing. Our immigration began in the 19th century and had two strong waves in the 20th century: from 1902 to 1921 and again from 1959 to 1978.
As the community integrates, and rightly so, into America’s mainstream, and as the younger generations become more American and less Portuguese, our associations and cultural organizations also must adapt and transform.
So as we celebrate the numerous events of 2013, we must also put forth a reflected and ambitious plan for 2014 and beyond.
Ask anyone in Tulare about the activities of the Portuguese-American and you will get a similar response: Festas. These traditional events have been part of the religious and cultural idiosyncrasies of our community since we came from the Azores islands.
This year, one of the most remarkable events was indeed the Portuguese Holy Ghost Celebration (Festa do Divino Espírito Santo). Held in Tulare for more than 100 years, most of the celebrations have been under the auspices of the TDES hall.
This year’s event was an exceptional celebration put forth by a large committee lead by Manuel and Alda Lawrence, both emigrants from the Azores, who came to America at a very young age. Through their vision, leadership and community unity, they were able to conjugate an amalgam of activists and groups, constructing a weeklong event that celebrated a 700 year old tradition.
They were able to congregate folks of all age groups from students to senior citizens. The Lawrences certainly took an important and much needed step in making the Festa (as it is popularly known) a celebration that involved the entire community. Kudos to the Lawrences for their significant contribution and leadership.
Our next step must be in the direction of making sure the Festa is part of our mainstream social and cultural calendar, with more visibility and totally opened to all the ethnic and racial groups that compose our truly unique human mosaic.
Tulare’s Portuguese-American community had an array of events in 2013, mostly social and gastronomical, celebrating some cyclical traditions brought over from the Azores islands. Amongst them were:
- Matança do Porco (Killing of the Pig) at Tulare-Angrense Athletic Club in March.
- S. Martinho (celebrating the new wine) by the Portuguese Cultural and Evangelization Center in October.
- Danças do Carnaval (Mardi Gras) in February, a vaudeville type of performance that involves groups from various parts the state, at both TDES and TAAC halls.
- Epiphany celebration by the students at the Portuguese Language school Vitorino Nemésio at St. Aloysius Catholic Church.
- The yearly celebration of popular culture and philharmonic band presentation in August, promoted by the Tulare Portuguese Philharmonics Band.
- The Portuguese-American County Breakfast, Tastes and Sounds of the Azores, Azorean-American Cultural Week (in October); Portuguese Immigrant Week (March); Portuguese-American Heritage Days (April), Portuguese Education Day (Oct. 22) and the MVPA Awards promoted by the Society of Portuguese-American Students (SOPAS) with the collaboration of other Portuguese-American organizations such as: CPEC, TAAC and TDES.
The year was also manifested by cultural events put forth by the Tulare-Angra Sister City Foundation, including a performance by two Azorean poets and singers, co-sponsored by SOPAS, promoting the richness of the Portuguese poetry; and a book presentation co-sponsored by the Tulare Historical Museum.
The book, a first in the Portuguese-American community, was entitled: “California’s Portuguese Politicians: a Century of Legislative service.” It was researched and written by Dr. Alvin Graves, who worked for many years at the local Wells Fargo Bank, and features the individual and collective stories of several Portuguese-Americans who have served at the state and national level, in our state and national legislative bodies.
One of those featured, Tulare resident and Congressman Devin Nunes, was the keynote speaker at the book launching.
This very elegant, hard covered book, was published by the Portuguese Heritage Publications of California, the primary publishing house of the history of the Portuguese in this state and one of the foremost Portuguese-American publishers in the country. It was certainly an honor for our community to host the first and official launching in our city.
The Tulare-Angra Sister City Foundation also hosted, with the collaboration of other organizations, the visit of Dr. Paulo Teves, director of Azorean communities, and the Sanjoaninas Committee.
This yearly visit promotes the June SanJoaninas (St. John’s) celebration, the largest celebration Angra do Heroismo, Tulare’s Sister City on Terceira Island, holds.
As the Portuguese-American community continues its metamorphosis into the American mainstream, it must look into its celebrations and cultural events – some of them seeing fewer and fewer participants each year – and reflect seriously not only on which need to be maintained, but also on what needs to be worked and reworked in order to fit the acculturation process our community undergoing. This is a healthy and natural process in a community that 35 years ago ceased to have significant immigration.
In 2014, we in the Portuguese-American community must look into our soul and collectively reflect on how we are going to preserve and promote, within our families and with our neighbors and friends from other ethnic groups in Tulare, our traditions, our culture and our ties to the islands that we, or our forefathers, left in the middle of the North Atlantic.
Diniz (Dennis) Borges is a Portuguese language instructor at Tulare Union High School and College of the Sequoias. He is also president of the North American Portuguese Teacher’s Association and the secretary of the National Organization of Portuguese-Americans
|From whale hunting in the nineteenth century, to whale protecting in the twentieth century and whale watching in the twenty first century the Azores islands and surrounding marine habitat have become a whale’s peaceful paradise. To get the flavor of the islands and appreciate these beautiful and peaceful animals, watch this video.
To learn about whaling in California by the Portuguese shore whalers from the 1850’s to early 1900’s, the majority of whom came from the Azores islands, please read our publication The Portuguese Shore Whalers of California, 1854-1904. By today’s standards, whaling is a cruel and heartless industry, pitting men and their equipment against these wonderful mammals of the sea. Yet whaling once played an important part in improving people’s standard of living in many areas of the world.

domain: sociology


Name of Company / Institution: Intertek Testing Services Philippines, Inc.
Address: 2307 Intertek Building Chino Roces Ave. Ext., Makati City
Company Brief Description:
Intertek is a leading Total Quality Assurance provider to industries worldwide. Through our network of more than 1,000 laboratories and offices and over 42,000 people in more than 100 countries, the Group is re-defining the industry with our Total Quality Assurance proposition. We go beyond physical quality control to provide total peace of mind through our innovative and bespoke Assurance, Testing, Inspection and Certification solutions for our customers’ operations and supply chains. Intertek Total Quality Assurance expertise, delivered consistently, with precision, pace and passion, enabling our customers to power ahead safely.
Total Quality. Assured.
Job Title: Laboratory Analysts / Chemists (Makati and Alabang)
1. Prepares samples for laboratory tests to derive quality level using prescribed standards and specifications.
2. Prepares chemical reagents and standard solutions in accordance with prescribed test methods.
3. Conducts laboratory tests and produces accurate test results in accordance with prescribed test methods.
4. Performs analysis evaluation and/or assessment of results during and after the tests in accordance with prescribed standards.
5. Responsible for proper use of instruments and test equipment and reports defective machinery whenever necessary.
6. Coordinates with superior as to appropriate application and number of tests for various samples; computes for quality levels of chemical test results prior to conclusion.
7. Ensures systematic workflow by regular and proper timing of laboratory tests in order of priority.
8. Submits request of laboratory supplies to replenish stocks and ensure timely delivery to avoid delay in test performance.
9. Maintains confidentiality of test procedures, test results and clients.
10. Performs regular inventory of glasswares, equipment, chemical reagents and other supplies for monitoring.
11. Performs other functions as may be assigned.
Fresh graduates are welcome to apply
Preferably familiar with different product safety standards of different countries (US, Europe, etc.)
Expanded GLP and ISO 17025
With good analytical skills and with experience in chemical instrumentation
Knowledgeable in troubleshooting some basic laboratory equipment
With excellent time management skills
Contact Person / Details:
Rainier R. Egos


text:
This week “Man of Steel” opened in theaters around the world. It is the 2013 version of the “Superman” story that I will always equate with Christopher Reeves. I have heard some encouraging things about it and I’ve heard some discouraging things about it, but what interests me most – is that the movie was made and that people want to see it.
In 2012, the two highest grossing films of the year were Avengers and Dark Night Rises – both superhero movies. The Amazing Spiderman was number seven. This year’s blockbusters will include Iron Man 3, The Wolverine and Thor in addition to Man of Steel. Surely they will be some of the most popular – if not the absolutely most popular movies of the year.
Superheroes have been with us for many years. From the batman and superman tv shows of our youth to the batman and spiderman movies of our early adulthood to the onslaught of superhero movies that we now see every year – superheroes have been with us our entire lives.
And what do they give us? They give us marvel, wonder, awe and a magical sense of possibility. They give us what the fairy tales give us and tall tales give us – the idea that there is greatness among us (and maybe within us too).
I have been working on a superhero story for the past few years which has manifested as an audio book called “How to Be Super”. It is a story about a seemingly ordinary husband, father and elementary school teacher (me) who learns that he has the “mark” of a superhero. The moment he decides to rediscover lost superpowers from his youth, his eyes are opened to community of curious local folk who teach him How To Be Super. It is a funny story filled with insights and wisdom that I have learned over the years as a teacher and storyteller.
The audio book contains the full story which includes the basic steps of How to Be Super
1) Open Your Eyes
2) Believe it
3) Do Something Brave
4) Tell No One
But it does not give much direction on how to deepen the experience and use them fully. Over the next few weeks, I’d like to offer that in the form of a prose workshop. I’ll explain the steps in more detail with examples and invite you to try them.
Being Super is basically being yourself with a particular respect for your imagination. Your imagination will show you things that logic and rational thought cannot. You will remember parts of yourself that you thought were only the dreams of a child – and they will show you the path to becoming a real superhero. See you next week!

domain: entertainment


text:
People across the U.S. rallied into the night Tuesday, cheering, hugging and crying tears of relief after a jury found former Minneapolis police officer Derek Chauvin guilty in the murder of George Floyd.
Driving the news: After Chauvin was found guilty of second-degree murder, third-degree murder and second-degree manslaughter, Floyd family lawyer Ben Crump tweeted, “GUILTY! Painfully earned justice has finally arrived for George Floyd’s family. … Justice for Black America is justice for all of America!”
Here are some reactions what we saw across the country.
Before the Verdict
In Houston, where George Floyd grew up, television coverage of the trial drew viewers. Godofredo A. Vásquez/Houston Chronicle, via Associated Press
n Minneapolis, demonstrators gathered outside the Hennepin Country Government Center, where the trial was held. Amr Alfiky/The New York Times Hearing the News
Former Minneapolis police Officer Derek Chauvin (center) is taken into custody as his attorney, Eric Nelson looks on, after the verdicts were read at Chauvin’s trial for the 2020 death of George Floyd on Tuesday at the Hennepin County Courthouse in Minneapolis, Minn. Court TV / AP
Adi Armour cries while watching the verdict being read in Milwaukee. Angela Peterson/Milwaukee Journal Sentinel/Imagn Content Services
In Houston, Dennis Glenn and Greg Brown, alumni of Jack Yates High School, Mr. Floyd’s alma mater, comforted Ceci Munoz in front of the school.Annie Mulligan for The New York Times Officials Speak
In Washington, Vice President Kamala Harris and President Bidenaddressed the nation from the White House. Doug Mills/The New York Times
In Minneapolis, Philonise Floyd, a brother of George Floyd, wiped a tear. Aaron Nesheim for The New York Times
In Minneapolis, Benjamin Crump, a lawyer for the Floyd family, held the hand of Donald Williams, who witnessed the episode last May. Aaron Nesheim for The New York Times Streets Filled With Relief and Joy
Money is tossed in the air as people celebrate the verdict at George Floyd Square in Minneapolis.Octavio Jones/Reuters
A band performs at George Floyd Square in Minneapolis. Victor J. Blue/The New York Times/Redux
A crowd gathers at George Floyd Square after a guilty verdict was announced at Chauvin’s trial in Minneapolis. Julio Cortez/AP
People embrace outside the Hennepin County Government Center in Minneapolis.Carlos Barria/Reuters
London Williams bursts into tears after hearing the verdict in Washington, DC.Jacquelyn Martin/AP
People raise their fists at the Barclays Center in Brooklyn, New York.Jeenah Moon/Reuters
Fireworks are set off at George Floyd Square in Minneapolis. Stephen Maturen/Getty Images
People embrace in front of a mural of George Floyd in Atlanta.Elijah Nouvelage/AFP/Getty Images
In New York, people consoled each other outside Barclays Center in Brooklyn.
In Minneapolis, demonstrators held picket signs with Mr. Floyd’s face outside the Hennepin County Government Center. Joshua Rashaad McFadden for The New York Times
In New York, demonstrators knelt in solidarity with Mr. Floyd in the glow of Times Square. Simbarashe Cha for The New York Times

domain: news


text:
During the past three decades, Botswana has acquired a reputation for sound development management and good governance. That reputation has been derived primarily from the behavior and performance of the country's public servants. Some analysts have argued, for example, that the positive performance of the public service in Botswana, compared to other African countries, is the direct result of the fact that the public sector is mostly staffed by competent men and women motivated to fulfill their duties honestly and effectively. (1)
Moreover, the country's public affairs have been managed in a transparent manner by a public service that can be regarded as being apolitical, and one where public servants are held accountable. Public servants in Botswana play an important role as partners in the management of the public sector and national affairs. It is the bureaucracy and not the political leadership, contrary to conventional thinking, that has been the dominant factor in the country's policy-making and implementation. (2) The most recent data (2000) indicate that there are 121,035 employees in the Botswana public sector with a distribution of 85,690 (71 percent) working for the central government; 18,847 (15 percent) working for local government; and 16,498 (14 percent) employed by parastatals. (3)
Consistent with the record and reputation of the public service, compared to other African countries, Botswana has also been able to react rapidly to any real or perceived deficiencies in the management of its development policy so as to maintain the necessary administrative capacity for economic development and progress. (4) This article discusses and analyzes employee perceptions of leadership and performance management in the Botswana public service in light of the foregoing discussion on the nature and functioning of the country's public servants. It is based on a sample survey of, and focus group discussions with, employees in two major central government institutions that were conducted in 1999. For technical and other practical reasons, these two institutions will not be identified here. They will, instead, be referred to as Institution A and Institution B. They were chosen for their separate and distinct public reputations. Institution A tends to be highly regarded as an efficient government agency while Institution B is seen as under-performing.
The methods used to collect the opinions of the employees were a questionnaire and focus group discussions. A total of 110 questionnaires were administered to junior management and general staff members of the two institutions, comprising 8 percent of the total number of employees in these institutions. The questionnaire was a fairly comprehensive and detailed instrument covering the various areas indicated in the next section.
Focus group discussions immediately followed the completion of the questionnaire. These were designed to supplement the rich information contained in the questionnaire responses. These focus group discussions developed into lively and very frank discussions about a range of relevant issues, and provided impactful insights into the views of the public servants regarding leadership and performance management. They also offered a thorough impression of the organizational culture of the two institutions.
Findings and Discussion
Leadership and Organizational Planning
Employee perceptions about leadership and organizational planning revealed a mixed bag across the two institutions. In Institution A, the quality of leadership and organizational planning was rated very high. This institution has demonstrated its recognition of the need for change and re-engineering by commissioning external reviews of its operations and recommendations for improving performance and efficiency Furthermore, it has been engaged in some degree of strategic planning and has been attempting to link its strategic planning activities to its operational policies at all levels of the organization. In support of those goals, Institution A has also developed a vision statement, organizational objectives, and support activities with an emphasis on further improving the quality of its service delivery. Identifying the need to restructure and reposition the institution is an indicator of good leadership committed to developing and implementing policies to fulfill the mission of the institution.
In Institution B, leadership and organizational planning was, not surprisingly, regarded as very weak. Close to one-half (47 percent) of the interviewees in that institution rated leadership qualities as just satisfactory while another 28 percent gave a rating of poor. This suggests that administrative and leadership capacity is currently inadequate, and there is considerable room for improvement of organizational effectiveness. This includes strategic planning, which now seems to be haphazard at best. Also, there are no concrete operational policies that are passed on to all staff from a unit, divisional, departmental, and organizational perspective. Perhaps this stems from the fact that there are no strategic objectives at the micro-level (unit, division, department) that feed into the objectives at the macro-level (organization). This state of affairs, in turn, leads to the staff misunderstanding organizational policies and goals, and the role of their units/departments/divisions in achieving them.
Leadership and the Organizational Environment
The nature of any organizational environment has much to do with, among other things, employee motivation and job satisfaction. In Institution A, all of the employees said that they were consulted frequently by their superiors and their ideas were sought. One-third of the respondents indicated that they are always consulted, and the other two-thirds indicated that they are consulted most of the time.
With respect to job satisfaction, approximately 49 percent of the respondents from Institution A expressed dissatisfaction with their current job in the organization. The reasons for this dissatisfaction are many and varied. However, the primary issues highlighted were under-staffing which resulted in work overload; a lack of challenging work at times; placement in posts without regard to ability and past performance; and lack of opportunities for promotion. While all of these reasons are significant, it is the issue of promotions, or lack thereof, that was most prevalent.
The system of promotion in the Botswana public service has been very rigid. For a staff member to qualify for promotion under normal circumstances, a minimum period of service at the immediately preceding level was a necessary condition, and seniority became paramount in the process. Consequently, promotions based on merit have been hindered. Although efforts have been made in recent years to break out of this system, most staff continue to remain skeptical about the process. Not surprisingly, in the focus group discussions, the majority of the employees expressed dissatisfaction with the promotion process. The main issues they cited were lack of properly planned career paths; non-availability of posts in the organizational establishment; the non-transparency of the promotion process; the lengthy promotion process; and promotions based on seniority rather than performance.
With regard to the physical environment in Institution A, a majority (61 percent) of the respondents expressed the view that they were satisfied with the layout and cleanliness of their work environment. However, the rest were dissatisfied for a number of reasons including the views that some offices were too crowded for effective cleaning; inappropriate geographical location of some offices in the industrial areas; lack of cleaning manpower and machinery; the lack of motivation and proper supervision of the cleaners; and office buildings are too old and not well maintained. Although only one-third of the employees were dissatisfied here, working in poor quality offices, as well as bad facilities, affects the self-esteem of staff and therefore impacts negatively on morale, communication, and customer service.
In Institution B, 87 percent of the respondents said that they were not consulted by their superiors nor given opportunities to participate in decision-making processes in the organization. As a matter of fact, the focus group discussions at this organization revealed a wide belief that senior managers are reluctant to consult junior staff members for the erroneous reason that the latter may have nothing to contribute to the decision-making process. This is quite a bone of contention and a source of de-motivation for these junior staffers. Consequently, it is not surprising to find that there is also considerable job dissatisfaction within the organization.
Fifty-six percent of the respondents in this institution are dissatisfied with their jobs. The specific reasons given for this dissatisfaction include inadequate financial and other rewards for their performance; poor communication between senior management and themselves; an inaccessible and remote senior management; job descriptions that are rarely adhered to or followed; lack of guidance and supervision from senior management; heavy workloads; and a senior management that is resistant to change. One result of this state of affairs, as expressed in the focus group discussions, is that employees strongly desire a more inclusive and participative management throughout the entire organization.
As was found to be the case in Institution A, the promotion process was also heavily criticized in Institution B. In addition to the issues cited by the employees in Institution A, the employees in Institution B also listed that promotions are awarded on subjective criteria; the organization's slow expansion rate created a lack of posts; senior management showed a lack of interest in the welfare of staff; and senior management opposed the upgrading of some posts. Basically, what seems to be coming through very loud and clear is that there is no direct link between promotion and performance. As a result, the current promotion system does not reward high performers, which frustrates all staff members.
The physical environment was also of some concern to the respondents from Institution B. Approximately 57 percent of these employees were unhappy with their office surroundings. They indicated that the cleanliness of their work environment was of an unacceptable standard and posed a "health hazard" with some dirty toilets and a dirty kitchen. Some office areas were also regarded as overcrowded and in need of repair.
Performance Management and Training
The Botswana government intends to roll out a performance management system (PMS) by 2004-05 to cover the entire public service. (5) This was deemed necessary as part of the ongoing process to improve the quality of services being delivered by the public sector. In that regard, a series of questions were included in the questionnaire to determine the current nature and extent of PMS knowledge among the employees, as well as the status of training plans within their organizations.
In Institution A, 63 percent of the respondents indicated that they were not familiar with the concept or practice of performance management. However, despite their widespread lack of knowledge about PMS, they expressed overwhelming support for the use of PMS in their organization. In fact, 82 percent of them agreed that PMS should be implemented in their organization based on what little they now know about its potential to improve efficiency and service delivery.
On the issue of staff training, the respondents expressed considerable dissatisfaction. Approximately 56 percent of them indicated that they had no knowledge of staff training plans in their organization. Of the rest who did know about training plans, a majority considered them to be inadequate. Some of the reasons provided for their dissatisfaction in this area included: (1) a lack of staff input into the formulation of training plans; (2) training needs assessments not being undertaken; (3) a lack of job-related short-term training courses; (4) a shortage of training slots; and (5) a lack of transparency in the training selection process.
These views seem to highlight perceived inadequacies in the training system in Institution A, which, in turn, can be attributed to a lack of a focused and structured approach to plan and prioritize training needs. From employee perceptions, it would appear that the training system and capacity of Institution A is not only inadequate, but that opportunities for formalized on-the-job training are neglected. Interestingly enough, the majority (69 percent) of the respondents believe that they can benefit from further training and thus have plans to obtain such training with or without the assistance of their organization.
This incomplete staff knowledge and understanding of PMS and the surprising perceptions regarding training are in contradiction to the highly respected quality of the leadership in Institution A, which ensures that staff members are consulted on the major issues that affect them.
In Institution B, 60 percent of the interviewees said that they were unfamiliar with both the concept and practice of performance management. Nonetheless, as was the case with Institution A, a solid majority (87 percent) also expressed support for the use of PMS in the organization if proper structures are put in place for its implementation and application to all levels of staff.
Similar trends were recorded on the issue of staff training in Institution B as discussed for Institution A. Fifty-seven percent of the respondents said that they had no knowledge of staff training plans in the organization, and 74 percent said that such plans were inadequate. The focus group discussions also revealed that only a few staff members had benefited from training despite the fact that staff members are polled via questionnaires about their training interests, and selection for courses is done by a training committee. Some of the additional reasons cited for dissatisfaction with the staff training approach in Institution B included staff members being selected and sent on training courses without their prior knowledge or consultation; a lack of objectivity in the selection of candidates for training courses; and the charge that most of the training courses are not relevant to the work of the organization. As with Institution A, a significant majority (92 percent) of the respondents indicated their intent to pursue further training whether or not they are assisted by their organization.
As shall be seen shortly, this is an area where the perceptions of the respondents in both institutions show some convergence. But before describing those perceptions, it would be useful to first point out that there currently exists an activity-centered organizational culture, common to the Botswana public service, which makes it difficult to generate objective and quantitative data about the performance of any of the country's government institutions.
This lack of a system of measurable outputs has implications for performance management since it (performance management) is characterized by measurable targets, among other things. The current system of measuring performance at the staff level is limited to an annual performance appraisal. However, this performance appraisal system has been soundly criticized by the respondents from both Institution A and B as being highly subjective due to the absence of objective and measurable targets; lacking in professionalism; and being a foregone conclusion since most staff members get salary increments irrespective of their level of performance.
Consequently, this measurement system of individual staff performance does not comport with the need for a reliable and valid system of measurement, or with the requirement for the continuous improvement of the measurement system. Undoubtedly, the performance measurement system in Institutions A and B, as it is in the public service generally, is not related to output or targets. Since these targets do not functionally exist in the various departments or divisions, there can be no alignment of measurements with appropriate indicators of performance in the two organizations.
One tool that is being used to encourage employees to qualitatively assess their individual and group performances is that of Work Improvement Teams (WITS). WITS were introduced into the Botswana public service in 1993. They are adapted from the work improvement group concept as implemented in Singapore, but their origins are linked to the Japanese framework of quality control circles. All public officers in Botswana are required to be members of WITS, and their WITS should complete at least two projects per year. (6)
WITS are defined as groups of public servants from the same work unit, irrespective of divisional status, who meet regularly to identify, examine, analyze, and solve problems pertaining to work in their department or work unit; identify and examine improvement opportunities and propose and implement improvement measures; help to adapt the work unit and, hence, the department to changing circumstances; discuss and conduct studies on how to improve their working environment, efficiency, effectiveness, quality of service, knowledge and skill, teamwork, work performance, use of resources, work goals, objectives and targets, systems, methods and procedures, and so on; develop problem-solving skills; and ensure job satisfaction. (7)
The underlying framework of the WITS strategy is influenced by, among other things, the need to increase productivity and performance in the public service by: striving for an emphasis on people who are challenged, encouraged, developed, and given the power to act and to use their judgment with the confidence that they can tackle virtually any challenge without fear of failure; participative leadership and teamwork, rather than coercive and authoritarian leadership, with a vision of an ideal organization with a defined purpose and goals which are articulated to foster commitment and collaboration; an innovative work style that seeks to solve problems creatively and independently rather than depending on control from an outside authority; a strong client orientation rather than orientation toward serving a bureaucracy; and a mindset that seeks optimum performance and drives employees to seek improvement in the performance of their organizations even in a changing environment. (8)
In both Institutions A and Institution B, more than three-fourths of the respondents indicated their familiarity with and participation in WITS activities. Similarly, a majority (more than two-thirds) in Institution A considered their participation in WITS to be useful in assessing and improving their job performance and productivity. However, in Institution B, a similar magnitude of more than two-thirds did not regard WITS as being useful in assessing and improving their productivity for the following reasons: (1) a lack of commitment to WITS by senior management; (2) the findings and recommendations from WITS projects are never adhered to and ideas generated by WITS are never implemented; (3) in instances where projects are adopted, there is no monitoring of the implementation and recommendations from these projects; (4) WITS are perceived to have been imposed from the top and there is, seemingly, no flexibility in the choice; (5) some minor problems which could easily be solved by management are referred to WITS; and (6) some of the WITS projects approved are not relevant to the specific work situation.
Clearly, the difference in the attitudes of the employees of the two organizations, vis-a-vis the benefits of WITS, has a great deal to do with the commitment and disposition of the senior management toward improving organizational capability and performance. In Institution A, senior management is definitely more attuned to the notion of pursing excellence in leadership and improving organizational performance, as previously demonstrated.
Policy Implementation and Management
As noted earlier, the national policy process in Botswana--from development to implementation and monitoring--is the domain of the public service. It is probably a unique situation from a global perspective, where the elected politicians have very little say in the day-to-day running of their country. As one would expect, the respondents from Institution A generally regard policy formulation and implementation as operating fairly well in their organization while in Institution B, the respondents have the opposite view.
In Institution A, there is a much more open, participative, and consultative process with respect to policy implementation and management. In Institution B, on the other hand, there is an ad hoc and seemingly confused state of managing the policy process. This, in turn, not only hinders communication and feedback between the lower and higher levels of the organizational hierarchy, but also leads to poor functional relationships and, inevitably, poor service delivery.
An Analytical Commentary
The foregoing findings and discussion clearly indicate that there are considerable differences in the quality of leadership and performance management in the Botswana public service, as perceived by the employees in the two institutions in this study. Institution A commands a leadership that is oriented toward quality service delivery and marshals its human resources in a skillful and participative manner to achieve its goals and objectives. On the other hand, Institution B seems unwilling or incapable of coming to grips with the type of inclusive and participatory leadership style that would lend itself to better performance management and an improvement in the quality of its service delivery.
Indeed, the findings of this study are consistent with aspects of the responses from the 1996 study by Jones, Blunt, and Sharma which indicated that the effective manager (leader) is perceived as one who consults subordinates, treats them considerately, promotes their self-development, supports and helps them, and provides them with clear direction. (9) What obtains in Institution B is what was found in one Botswana Ministry to be "an organizational culture where authority is exercised in a rather paternal way and where deference to authority figures--managers--is high." (10)
Past and current research findings have, however, convincingly demonstrated that positive work outcomes (improved job performance) tend to be associated with, among other things, individuals who are committed to their organizations and their careers, as well as organizations that are committed to those individuals through job involvement. This indicates a relationship of employee-organizational congruence where employees accept organizational imperatives and contribute to organizational goals. (11) Unfortunately, this state of affairs is both lacking and not yet recognized as useful by the senior managers in Institution B.
Given the leadership and performance management shortcomings in Institution B, as seen from the point of view of the employees themselves, one can conclude that all is not well in the Botswana public service and, in fact, the public service's bold reputation for efficiency may be a thing of the past. At the very least, there are elements of the public service that are characterized by weak administrative leadership; inept or non-existent strategic planning; unmotivated staff; a general lack of communication, interaction, and feedback between the various levels of staff; and archaic management practices quite unsuited to the introduction of PMS.
Along with the implications for the introduction and sustainability of the envisaged PMS, these shortcomings will also be of some concern to the national interest due to the influence and impact of globalization. First, with respect to the proposed introduction of PMS by 2004-05, all of the public service institutions in Botswana would first need to move toward an organizational culture that accepts the complex process of defining, in measurable terms, intended outputs/outcomes. When such a framework is in place, consideration can then be given to the design and introduction of new reward systems, for example, based on measured performance against quantitative criteria. Moreover, for the PMS to be successfully applied in the Botswana public service, there must also be a firm understanding that performance management is not performance appraisal. Based on reactions in the focus group discussions, there seems to be a notion among some staff members that performance management can be equated to performance appraisal. However, appraising performance is but one part of a performance management system.
Performance management is an ongoing communication process, undertaken in partnership, between employees and their immediate supervisors that involves establishing clear expectations and understandings about the essential job functions each employee is expected to undertake; how each employee's job contributes to the goals of the organization; how each employee and supervisor will work together to sustain, improve, or build on existing employee and organizational performance; how job performance will be measured; and identifying barriers to performance and removing them. (12) In essence, performance management is a system. It has a number of parts, all of which need to be included if the PMS is going to add value to an organization, its managers, and staff.
For the Botswana public service, the introduction of PMS is being touted as an essential part of productivity reforms. (13) In fact, in introducing PMS in the Botswana public service, the original draft speech of the President of Botswana, His Excellency, Mr. Festus Mogae, had stated the rationale as including, among other things, the fact that from the mid-1980s signs of complacency and outright neglect of duties began to creep into the public service and productivity visibly declined, leading to the establishment of the Botswana National Productivity Center (BNPC) in 1993 to promote productivity throughout the economy.
The President's original draft speech further reasoned that a culture of indifference and outright laziness had crept into the public service, leading to a situation where the government is accused of insensitivity to the needs, aspirations, and problems of the nation. He also contended that there is a general waste of resources and inefficiency in managing those resources in ministries and departments; there is an inadequate or complete lack of strategic management by ministry and department managers; ministries are not driven by any vision and/or mission; there are no strategic plans, key goals and objectives; and there is very little information on performance and achievement of strategic obligations. As a result, there is a general lack of confidence in the public service by the nation, compounded by unending public disquiet about the government as an ineffective and inefficient service provider and "taxpayers getting more and more convinced that they are getting a raw deal out of the taxes they pay." (14)
Consequently, the primary objective of the PMS in the Botswana public service is the improvement of individual and organizational performance in a systematic and sustainable way. It is also intended to ensure customer satisfaction through regular interaction with the organizations, and provide a planning and change management framework that will be linked to budget and funding processes. This, in turn, would enable the government to enhance its capacity to manage at a higher level of productivity and service delivery accomplishment. (15)
The benefits of PMS to the Botswana public service are envisaged as: (1) facilitating the use of IT and other performance improvement initiatives; (2) addressing what customers or the public want in terms of service; (3) facilitating team-building and team work; (4) facilitating identification of the actual as opposed to the desired performance, including training needs in the process; (5) improving communication between management and employees, including enabling the joint derivation of output and plans of action; and (6) clearly specifying the standards and/or requirements for ministries and departments resulting in a shared vision, communicated strategy, common values, and universal focus on output. (16)
In the context of globalization, the Botswana public service, like all other public services around the world, would also need to renew or re-engineer itself to both function in a globalized setting and create a conducive environment for the private sector to benefit from globalization by competing favorably in the international market place. Globalization is indifferent to national borders, and nations have lost most of the sovereignty they once had as goods, capital, and people move freely in an interdependent mode. (17) Moreover, national policies (including economic, social, cultural, and technological areas) that were previously under the jurisdiction of states and people within a country, have increasingly come under the influence of international organizations and processes and in some instances, large private corporations. (18)
Against that scenario, the Botswana public service needs to adapt a global mindset with a transformed leadership that pursues the capacity to turn threats or stumbling blocks into opportunities; to motivate people to excel, not just to survive; and to accelerate innovations in the workplace. Undoubtedly, globalization demands new thinking as the certainty of laws and predictable relations no longer exist and more has to be done with less resources and time to react. (19) For Botswana, developing and managing public service personnel who can think, lead, and act from a global perspective, and who possess a global mindset, must become a priority. Continuous change of the mindset of these public service officers, in line with global trends and private sector realities, is therefore of paramount importance. (20)
As this work demonstrates, despite Botswana's reputation for generally sound and efficient public service management, some public service institutions are now performing rather poorly. Indeed, according to one view expressed in an original draft speech for the country's current President, but which was later omitted: "The years following our attainment of independence [in 1966] were characterized by a general dedication, zeal, and enthusiasm by public officers in the execution of their duties." (21) However, by the mid-1980s, complacency, laziness and, at times, outright neglect of duties and responsibilities began to permeate the public service. (22) Leadership skills have declined and performance management has become problematic.
Nonetheless, Botswana still maintains the requisite capacity to determine and implement the necessary reforms such as performance management systems to rapidly improve the quality of its public service delivery. As a matter of fact, Botswana must be commended for being one African country that has, over the years, voluntarily introduced measures to reform its public service. Most other African countries have embarked on such reform measures primarily as a result of conditionalities associated with donor assistance packages. Given the influence and impact of globalization, Botswana now needs to intensify its public service reform efforts. Good leadership needs to be brought back in.
(1) See, for example, G. Somolekae (1993) "Bureaucracy and Democracy in Botswana: What Type of a Relationship," In S.J. Stedman (ed.), Botswana: The Political Economy of Democratic Development. Boulder, CO: Lynne Rienner; and B. Tsie (1996) "The Political Context of Botswana's Development Performance," Journal of Southern African Studies 22(4): 599-616.
(2) K.R. Hope, Snr. (2002) From Crisis to Renewal: Development Policy and Management in Africa.) Leiden: Brill Academic Publishers; and G. Somolekae (1998) "A Brief History of the Botswana Public Service," In K.R Hope, Snr. and G. Somolekae (eds.), Public Administration and Policy in Botswana. Kenwyn, South Africa: Juta Publishers.
(3) Bank of Botswana (2001) Annual Report and Economic Review 2000. Gaborone, Botswana: Bank of Botswana.
(4) K.R. Hope, Snr. (1995a) "Managing Development Policy in Botswana: Implementing Reforms for Rapid Change," Public Administration and Development 15(1): 41-52; K.R. Hope, Snr. (1995b) "Managing the Public Sector in Botswana: Some Emerging Constraints and the Administrative Reform Responses," International Journal of Public Sector Management 8(6): 51-62; K.R. Hope, Snr. (1999) "Human Resource Management in Botswana: Approaches to Enhancing Productivity in the Public Sector," International Journal of Human Resource Management 10(1): 108-121; and A.A. Goldsmith (1999) "Africa's Overgrown State Reconsidered: Bureaucracy and Economic Growth," Word Politics 51(4): 520-546.
(5) Directorate of Public Service Management (DPSM) (1999) "Botswana Public Service Productivity Reforms," The Public Service Management Journal 1(2): 46-47.
(6) Hope (1999).
(7) K.R. Hope, Snr. (1998) "Improving Productivity in the Public Sector," In K.R. Hope, Snr. and G. Somolekae (eds.), Public Administration and Policy in Botswana. Kenwyn, South Africa: Juta Publishers.
(9) M.L. Jones, P. Blunt, and K. Sharma (1996) "Managerial Perceptions of Leadership and Management in an African Public Service Organization," Public Administration and Development 16(5): 455-467.
(11) M. Somers and D. Birnbaum (2000) "Exploring the Relationship Between Commitment Profiles and Work Attitudes, Employee Withdrawal, and Job Performance," Public Personnel Management 29(3): 353-365.
(12) R. Bacal (1999) Performance Management. New York: McGraw-Hill.
(13) DPSM (1999).
(14) F. Mogae (1999) "Original Draft of Address to the Nation on the Occasion of the Launch of the Performance Management System." Gaborone, Botswana: Office of the President, Republic of Botswana.
(15) DPSM (1999).
(17) A. Giddens (2000) Runaway World: How Globalization is Reshaping Our Lives. New York: Routledge.
(18) M. Khor (2000) Globalization and the South: Some Critical Issues. Geneva: UNCTAD.
(19) P.S. Kim (1999) "Globalization of Human Resource Management: A Cross-Cultural Perspective for the Public Sector," Public Personnel Management 28(2): 227-243.
(20) M. Mangori (2000) "The Impact of Globalization on Productivity and Quality Initiatives: The Botswana Perspective on Performance Management in the Civil Service," Mimeo. Gaborone, Botswana: Botswana National Productivity Center.
(21) Mogae (1999).
Kempe Ronald Hope, Sr.
P.O. Box 3005
Addis Ababa, Ethiopia
Kempe Ronald Hope, Sr. is the Senior Policy Advisor in the Cabinet Office of the Executive Secretary, United Nations Economic Commission for Africa (UNECA). The views he expresses here are private and not necessarily those of the UNECA. This article was written while he was Professor of Development Studies and Director of the Center of Specialization in Public Administration and Management (CESPAM) at the University of Botswana.…


Embassies and consulate offices for Germany, Italy, Sweden, Poland and Hungary all reported a surge in interest in the days immediately after the Brexit referendum.
The German embassy in London was getting about 200 calls and emails a day immediately after the vote, a tenfold increase on normal levels, a spokesperson said. The pace has slowed a bit but about 100 people a day are still contacting the embassy.
The Italian embassy in the U.K. said it received about 500 calls after the referendum from people inquiring about Italian citizenship applications.
"We usually get 10 a year," a spokesperson told CNNMoney.
The embassies of Sweeden, Poland and Hungary are also expecting a surge in enquiries.
This surge in applications would definitely put "significant pressure on the system."


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In Edgar Allan Poe: Complete Tales and Poems, fans may indulge in all of Poe's most imaginative short-stories, including The Fall of the House of Usher, The Murders in Rue Morgue, The Tell-Tale Heart, Ligeia, and Ms. In a Bottle. His complete early and miscellaneous poetic masterpieces are here also, including The Raven, Ulalume, Annabel Lee, Tamerlane, as well as select reviews and narratives.
Welcome to Adventures In Audio.
Home of the Short Storiess Podcast
The Latest Episode
A terrible supreme being spreads chaos throughout the land. Destruction and death are everywhere. About 14 minutes
Read by Robert Crandall
The moon is a friend for the lonesome to talk to. Carl Sandburg
Feel free to leave a comment or or send me an e-mail to firstname.lastname@example.org


Improving Safety on Our Transportation System
Read the plan (PDF, 3 MB)
Approximately two people die every day and another 165 people are injured in highway crashes on the commonwealth's roads.
While the number of deaths and serious injuries on Virginia’s highways and streets have dropped significantly over the last decade, recent trends show national and statewide increases in traffic related deaths and severe injuries.
The Virginia Strategic Highway Safety Plan (SHSP) is needed more than ever to deliver data-driven solutions to address highway safety needs head on.
The sole purpose of the SHSP is to provide a comprehensive plan to significantly reduce, and eventually eliminate, deaths and severe injuries on all public roads in Virginia.
Implementation of the plan is supported by the Virginia Department of Transportation's (VDOT) Highway Safety Improvement Program (HSIP) and the Department of Motor Vehicle’s (DMV) Highway Safety Plan (HSP) in addition to the efforts of a number of other state and local agency safety partners across Virginia.
The current 2012 - 16 SHSP plan is being updated with a new five-year plan.
The new 2017-2021 is expected to be completed and available in May 2017.
The 2017-2021 SHSP will provide strategies to reduce the number of fatalities and serious injuries with a focus on:
- Young drivers
- Occupant protection
- Impaired drivers (drunk, drugged, distracted, drowsy)
- Roadway departures
The 2017-2021 SHSP also recognizes three special areas:
- Safety data improvements
- Connected and autonomous vehicles
- Emergency medical services
A hallmark and strength of the SHSP is active input, support, and participation from agencies and organizations involved in traffic safety.
In November and December 2016, more than two hundred stakeholders came together across Virginia to participate in eight regional meetings and provide input into the strategies that should be included in the new 2017 - 21 Plan.
The goals of the regional meetings were to 1) provide information on the data-driven emphasis areas and revisions to the SHSP strategies and actions; 2) solicit comments on the revised plan content; 3) share the results of regional safety data analysis that provided specifics on traffic problems in the region; and 4) discuss regional priorities and strategies to lower fatalities and serious injuries. Meeting summaries, regional safety data analysis, and the master road show presentation are now available.
Fredericksburg: District safety data analysis
Help with reading the District Safety Data Analysis Charts may be found here.
If you are interested in o helping implement the SHSP in your area, please contact Stephen Read at Stephen.Read@vdot.virginia.gov.
Committee members work tirelessly to implement Virginia’s SHSP, but to continue moving Toward Zero Deaths (see http://www.towardzerodeaths.org/) and meet interim performance objectives, all transportation and safety stakeholders need to play an active role in implementing the updated SHSP.
Commonwealth agencies represented on the steering committee, along with federal agency partners, include:
The steering committee also includes representatives to obtain local perspectives from the Virginia Association of Chiefs of Police and the Hampton Roads Transportation Planning Organization.
Click here to review DMV’s safety programs, safety grants, resources, traffic crash data and the HSP, which includes user behavior education and enforcement actions and treatments.
Click here to view information on Virginia’s HSIP which implements infrastructure (engineering) actions and treatments.
Click here to learn more about strategic highway safety plans.


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Apr 29, 2010
The BlackBerry� Enterprise Server is designed to be a secure, centralized link between an organization's wireless network, communications software, applications, and BlackBerry devices. The BlackBerry Enterprise Server integrates with your organization's existing infrastructure, which can include messaging and collaboration software, calendar and contact information, wireless Internet and intranet access, and custom applications, to provide BlackBerry device users with mobile access to your
The BlackBerry Enterprise Server supports AES and Triple DES encryption to protect and ensure the integrity of wireless data that is transmitted between the BlackBerry Enterprise Server components and BlackBerry devices. You can select from over 450 IT policy rules that you can configure to control the features of the BlackBerry devices that are used in your organization's environment.
The BlackBerry Enterprise Server supports several components and configurations to meet your organization's requirements. The BlackBerry Collaboration Service integrates with supported third-party instant messaging servers to permit users to access your organization's instant messaging system from their BlackBerry devices using the instant messaging client. The BlackBerry MDS Integration Service supports custom application development and distribution.
You can configure the BlackBerry Enterprise Server and the components to support high availability to enhance the consistency and reliability of your organization's environment. You can manage the BlackBerry Enterprise Server, BlackBerry devices, and user accounts using the BlackBerry Administration Service, a web application that is accessible from any computer that can hosts the BlackBerry Administration Service.

domain: design


text: In 2017, the decree issued by Ms Lorenzin Secretary of health increased the number of compulsory vaccinations, divided public opinion and the main political forces. Two coalitions faced each other. The first one, in favour of compulsory vaccinations, was led by institutional actors and supported by the majority of the scientific community. The rival coalition was composed of many associations and informal groups in favour of «vaccine freedom».The groups supporting mandatory vaccination relied mainly on their technical resources, while the no-vaccine movement made greater use of political resources. The institutional actors played a major role in framing the problem and drafting the decree. The opponents to the Lorenzin decree started mobilizing during the parliamentary debate, but they became more combative after the conversion law was passed.


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Seats.io is a set of tools that allows online ticketing platforms to add reserved seating capabilities to their offering.
In short, you can:
simply design floor plans of any shape and size
embed them in your ticketing pages, so that ticket buyers can select their seats on a beautiful, interactive and mobile-friendly seat map.
manage availability in realtime, using the seats.io API.
Note: Our tools are meant to be integrated into an existing ticketing platform: Seats.io itself does not offer any ticketing or payment capabilities.


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There are just so many people K Michelle has fallen out with. Sooo many people. From all of her cast mates on “Love and Hip Hop,” to her ex, to Elle Varner and just about anybody else. K Michelle has a problem with just about everybody. Generational beefs, including one with Lil Kim.
The two got into on it on Twitter about a month ago when Beyoncé’s “Flawless” remix came out and K Michelle agreed that Nicki was the Queen of Rap. Of course Lil Kim’s fans came for her, calling her disrespectful and Lil Kim agreed with them.
But apparently, they have more issues.
Which is kind of sad, considering K Michelle is a well-documented fan of Lil Kim and even alleged that the two had gotten so close Lil Kim almost made her the godmother of her child.
Well, Lil Kim stopped by the Breakfast Club to clear all of that up. Here’s what she had to say about K Michelle.
That chick is a bag of pecans. Like, a trail mix. You know when you eating a trail mix and the nuts that you like, you eat and the ones that you can’t stand, you put back in the bag. She’s the bag of nuts that you put back. Like a black jelly bean. She is so nuts, you are liable to see her skipping. Who skips?
Why would I ever make her my child’s godmother? I’ve only met this woman one time, one time in person! We talked on the phone after that because she’s a fan of mine. I appreciate that. Anybody shows me love, I’m going to show them major love back.
We never had a conversation about her being my child’s godmother. I don’t know you. Why would I do that?
The chick is sour because she’s a huge fan of mine. Everybody knows that. She’s been bitter and sour because you guys had 105 Power last year. I performed with Kendrick. I was supposed to perform with K. Michelle but the sprinter got lost. It just never happened and she was sh*tty, sour, pissed.
There you have it. K Michelle’s mad. Lil Kim is over it.
You can watch Lil Kim’s full interview, where she speaks mostly about Nicki Minaj, in the video below.


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Mother & son, Max (6) and Maisie (8) have come to us after their owner fell ill in 2022, a family friend came to take them and has very sadly had to bring them into us this week as they return to their home country.
They enjoy walks and walk well on lead, Max’s reactivity means that some really busy areas such as parks are not suited to them but around the kennels here they thoroughly enjoy a walk.
Maisie likes other dogs, children and cuddles. Max does not like any of these things! We are keen to rehome them together as Max has never known life without his mother.
If you would like to register your interest in adopting a PADS dog please complete an adoption application. You can complete online here or download, complete and return the adoption application form by email or post to:
Adoption Applications, PADS, Forteviot Kennels, Forteviot, Perth, PH2 9BSDOWNLOAD THE ADOPTION APPLICATION FORM

domain: pet


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Best Wallpaper Ideas website. All about Wallpaper.
Ballerina Coloring Pages For Adults. Ballet dancer beautiful ballet dancer silhouette with abstract and lovely patterns in background. Free printable ballerina coloring pages.
Anyhow i hope you enjoy these ballerina coloring pages. There s also the cute strawberry shortcake getting ready to perform her ballet dance. The beautiful costumes graceful steps and the overall appeal excites many little girls of becoming a ballerina.
The beautiful costumes graceful steps and the overall appeal excites many little girls of becoming a ballerina.
Ballerina coloring pages will not be rejected by your kids and adults. Some of the images feature a preschool little girl doing ballet. Discover all our printable coloring pages for adults to print or download for free. We have various ballerina coloring pages that you can use as an instruction manual on the various ballet positions your kid could take some time to complete coloring this picture.

domain: hobby


I have connected a OBD2 adapter (Bluetooth ELM327) to my 2010 Mazda Axela (1990cc) and I've noticed that when my phone is connected to the adapter, the Mazda RVM alert lights on the side mirrors come on. (There was no other vehicles or obstacles around and the vehicle was stationary.)
When the phone is disconnected or the adapter is disconnected from the car, they go off after a few seconds.
Is this normal and expected?
I heard certain chinese knockoffs of ELM327 adapters can cause electrical issues with vehicles. So I want to know if it is safe to use the adapter with the car regularly for diagnostics and other things like dashboards on the phone .etc. using OBD2 data.


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- High quality optics with gorgeous Hi-def quality
- 100 % good quality components tested and used thoroughly
- Wonderful durability and design designed to final
- Roofing-prism binocular with 8x magnification and 21-Millimeter goal size
- Multicoated optics ensure outstanding gentle brightness and transmission
- Centre concentrate process makes it simple to hone your perspective
- Nonslip rubberized armour soaks up surprise, 21-Ft . near concentrating extended distance
- 378-Toes discipline of perspective at 1000-Back yards, weighs in at 7-Oz, minimal life warrantee
The PowerView® collection supplies the greatest type of Bushnell-good quality, inexpensive binoculars. Irrespective of what your own personal purpose, you'll discover various magnifications, sizes and styles, and entirely-covered optics for dazzling, vibrant pictures.
Bushnell PowerView lightweight binoculars merge modern design and styling with standard Bushnell durability and quality. They are super easy to use and cost-effective and have common-objective roof top prisms. Their black colored rubberized armoring guarantees they could maintain lively use. Bushnell's PowerView portable binoculars add a having scenario along with a the neck and throat band for comfort and convenience out and about.
- Totally-protected optics for any better look at
- No-move rubberized armour takes up jolt although supplying a company traction
- Modern style
- Retract-lower eyecups and heart concentrate method
- Lens Covering: Totally
- Prism Program: Roofing
- Prism Window: BK-7
- Not drinking water/fog resistant
- Will not get accustomed to tripod
Write a review
Bushnell Waterproof - Fog proof Binoculars are best choice for marine, ocean exploration and you won't have to worry about getting wet with your favorite Binoculars because Bushnell Waterproof / Fog proof Binoculars are completely water / fog resistant. Have fun and enjoy exploring the sea ! ! !
Bushnell Binoculars are reputed as worlds' number one premium Binoculars from last 65+ years. Bushnell Binoculars are best choice for outdoor enthusiast all the time. Unmistakably Bushnell technology gives the Bushnell Binoculars unbelievable view through the Bushnell Binocular's scopes.


Southwest Louisiana Weather
Current weather conditions, forecast, radar, and the latest information from the National Weather Service in Lake Charles can all be found below.
Southwest Louisiana Weather Radar Loop
The City of Sulphur has asked residents to conserve water due to scheduled maintenance at the Verdine Water Plant.
Beauregard Electric customers near Sulphur should expect to be without power for most of the day October 16 due to a planned outage for repairs.
This Hurricane Delta update contains information for Calcasieu Parish residents about curfew, food distribution, businesses that are open, FEMA, power and cable service, schools, and the free Blue Roof program.


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Newsweek has done it again. It’s getting a lot of attention today for a cover photo that seems to have bypassed the editing process.
This week, Rep. Michele Bachmann is front and center with a wide-eyed, crazed expression and the headline “Queen of Rage.” Of course, her supporters have jumped to her defense with accusations of bias from the left. And the image, naturally, raises questions about sexism.
But Business Insider has it right when it says the cover distracts from important issues more than anything. And we wonder whether Newsweek’s cover image shenanigans aren’t going to do more harm than good to the magazine. Tina Brown is trying to raise the magazine’s profile, but she and the editorial team shouldn’t actively damage its credibility in the process.

domain: politics


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It's not just a workout. It's a bonding experience.
KBuddah combines no-excuse, customized training with compassion and life coaching. KBuddah is about the process. When you focus on the process, the results will come. If you trust the process, your results will be more than you imagined , with surprises along the way. Change your mindset!

domain: psychology


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Options & Models for our Solidbody Bass and Acoustic customs
The Szlag Custom Solid Body line of Instruments are currently available in three models.
Szlag Holiday Custom 4-string Bass - MSRP $4700. Direct price $3300.
Szlag Holiday Custom 5-string Bass - MSRP $5100. Direct price $3600.
Szlag Holiday Custom 6-string Bass - MSRP $5570. Direct price $3900.
All instruments are extremely comfortable, balanced, very light weight and resonant.
All solid body instruments are manufactured with a Mahogany neck, Mahogany body back and a carved hardwood body top. AAA figured hardwoods such as Tiger Maple, Koa and Walnut are included at the standard price, extremely figured and rare hardwoods are optional and may incur an additional charge.
Aguilar professional grade pickups and electronics are included and most other pickups and electronic packages are available as an option, to the artist. Also included in every build are Hipshot Ultralight tuners and bridge in aircraft aluminum. Black hardware is optional by request. Specifications, options and features may be subject to change in the future, without notice.
The Szlag Custom Acoustic Guitars are available in two model levels, and preference options may be added to each build.
These instruments combine classic styling, body shapes that have been proven over the past century as well as the most modern breakthroughs in acoustic guitar manufacturing. We are employing torrefied Adirondack spruce tops and braces on some custom builds, to achieve that "seasoned and played in" tone in every hand crafted instrument we complete. The playability, natural tone, ergonomics and stunning woods are showcased with what we feel are the best techniques in guitar manufacturing.
Like the finest made acoustic guitars from the 1940's and 50's, the hand build process is slow and precise and we are using old school nitro-cellulose lacquer to finish these fine players instruments.
We will facilitate additional body shapes and size requests for a custom customer build order as well.
Highly figured rare exotic wood selections are offered when they become available.
Szlag Advance Model 901 acoustic 000 Custom - MSRP $5142. Direct price $3600.
Szlag Advance Model 901 acoustic Dreadnought Custom - MSRP $5142. Direct price $3600.
Szlag Advance Model 902 acoustic Deluxe 000 Custom - MSRP $5572. Direct price $3900.
Szlag Advance Model 902 acoustic Deluxe Dreadnought Custom - MSRP $5572. Direct price $3900.
K&K professional internal acoustic pickups are included at no additional charge, as per request.


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Bush business furniture series table desk our computer desks include if youre looking for a stylish design to complement your office. Portable office tables rolling desk table puter rollingghantapic computer on wheels adjustable furniture. We are a premier office furniture store in eden prairie table modern will be our go to source for from now, shop our great assortment of office furniture at shipping on orders over and store pickup desks bookcases chairs. Shop for computer tables in office products on, shop online for computer desks and office furniture at find the best desk your. Browse our range of desks online at ikea shop and in store today for some great products.
Staples Office Desk And Funky Long Tables Office Furniture Ideas
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Make It By Hand Papercraft: Enchanted KirigamiPatricia Moffett (illustrator)
- In stock online
Kirigami is a variation of origami. Create wonderful 3D sculptures of fairies, birds of paradise, and moonlight hares in 20 designs,all based on an enchanted theme. Colour and display them for beautiful decorations.
Publisher: Carlton Books Ltd
Number of pages: 40
Dimensions: 289 x 251 mm