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Forums to gather info for strategic plan underway
Mac Payton, Staff writer
In a series of forums, the members of the Strategic Planning Committee are listening to members of the university community to help to form the university's strategic plan for the coming years.
University President Geoffrey Mearns said that he hopes these open forums will generate all kinds of ideas and let the committee know what the students, faculty and staff want to see in the university's future.
Faculty, staff and students all contributed several of these ideas.
One thing that both groups said the administration needs to be conscious of moving into the future is the cost of NKU.
Sam Zachary, dean of the College of Arts and Sciences, said that while it's always good to improve the campus, the faculty and staff have a "moral obligation" to not do so at the expense of the students.
In a student forum on Wednesday, a many students said the main reason they chose to attend NKU is because of the affordability.
Students also spoke with Mearns about the difficulty of keeping a job while being a full time student. A majority of students present at the forum said that, in addition to being full-time students, they work over 20 hours a week.
Beyond the pricing of NKU, members of the university community also spoke about ways to improve NKU and make it better.
President Mearns came up with the idea of software that would tell students registering for classes what classes they should take, based off of what classes they've liked and their major requirements.
Mearns compared this software to Amazon, where it tells you what you'd like based off of your recent purchases, but said the software is only in the brainstorming phase right now.
Students said one of the biggest issues facing the university is how the broader community sees NKU, and, particularly, how students' parents see NKU.
One student spoke about how it's all based off of how we view our school, and that if we love the school, our parents will love the school as well. Students then said that our perception in the broader community is based off of how much school pride we as students have.
Allen Hornung, junior and SGA vice president, said one simple way to fix this is to change the look of the campus.
He spoke about the University of Louisville, and how everything is painted red on campus and even the sidewalk every couple of feet has mention of the university.
He criticized the plaza renovation that happened at the end of last school year and the beginning of this year, saying that it "could have been so much more." He said that it looks good, but he doesn't get the feeling that he's on a college campus like he does at U of L. "I don't see black and gold anywhere, he said.
The next forum for students will take place next Feb. 26, from 4:45-6 p.m. in SU 104.
If you are not able to attend the forums, you may express your opinion either on the Strategic Planning Committee's website, or by emailing the student body representative, Katie Cox, at coxk6@nku.edu.
Cox also said the committee is sending out a survey next Tuesday, and asks that members of the university community complete the survey when it is sent out.
Mac Payton is a double major in journalism and electronic media and broadcasting. His career goals include becoming a broadcast journalist.


ABI Zero can conduct an aerial survey for as long as 10 minutes, and then return to its base station for charging. The base also serves as a WiFi-enabled link for receiving streaming data from the drone and relaying it to Vtrus' cloud service.
Because Vtrus' platform is designed exclusively for indoor use, it doesn't have to satisfy the Federal Aviation Administration restrictions on outdoor flights of unmanned aerial systems. The company has been demonstrating its technology in a "pilotless" pilot program, and the newly-reported funding round should help Vtrus get further down the path to commercialization.
A SEC filing published today shows a $2.9 million cash infusion for Vtrus. Renato Salas-Moreno, the company's CEO and co-founder, declined to comment on the new funding when contacted by GeekWire.
Salas-Moreno was previously the co-founder of Surreal Vision, a computer vision startup that was sold in 2015 to Oculus, Facebook's VR subsidiary. He went on to work at Oculus VR for more than a year as a research scientist in Redmond, Wash., then helped lay the groundwork for Vtrus, which he launched in 2017 with chief technology officer Jonathan Lenoff and chief design officer Carlos Sanchez.
The company, based near Fishermen's Terminal in Seattle's Interbay neighborhood, has developed an indoor autonomous drone known as the ABI Zero that can navigate its way around the tricky surroundings of a warehouse environment without the need for a remote operator or GPS waypoints.
The primary goal of any Drobots Company program is to mentor participants on how to become lifelong learners and instill a strong sense of curiosity, confidence and teamwork. Due to the exponential growth of the technology and drone industry, kids and teens may now explore, learn and evolve along with the applications of today and the discoveries of tomorrow. Drobots fosters this new technological landscape with a unique curriculum and well-trained positively motivated instructors.
"Drone camps", "Drone Corporate Events", "Drone Team Building Events", "Drone STEM", "Drone education", "drone summer programs", "drone kids events", "aerial robotics", "drone teen events" "drone curriculum" "futurism", "mobile-app camps", "Augmented reality camps for kids", "Coding camps for kids", "LEGO STEM camps for kids", "3D Unity Camps for kids", "Minecraft Camps for kids", "Roblox Camps for kids", "Java Coding camps for kids", "Artificial Intelligence camps for kids", "Game Design Camps for kids"for schools, academic institutions and other "drone STEM" related programs.


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Opinion|Sweden Turns Japanese
https://nyti.ms/1eVQIzZ
Sweden Turns Japanese
By Paul Krugman
Three years ago Sweden was widely regarded as a role model in how to deal with a global crisis. The nation's exports were hit hard by slumping world trade but snapped back; its well-regulated banks rode out the financial storm; its strong social insurance programs supported consumer demand; and unlike much of Europe, it still had its own currency, giving it much-needed flexibility. By mid-2010 output was surging, and unemployment was falling fast. Sweden, declared The Washington Post, was "the rock star of the recovery."
Then the sadomonetarists moved in.
The story so far: In 2010 Sweden's economy was doing much better than those of most other advanced countries. But unemployment was still high, and inflation was low. Nonetheless, the Riksbank — Sweden's equivalent of the Federal Reserve — decided to start raising interest rates.
There was some dissent within the Riksbank over this decision. Lars Svensson, a deputy governor at the time — and a former Princeton colleague of mine — vociferously opposed the rate hikes. Mr. Svensson, one of the world's leading experts on Japanese-style deflationary traps, warned that raising interest rates in a still-depressed economy put Sweden at risk of a similar outcome. But he found himself isolated, and left the Riksbank in 2013.
Sure enough, Swedish unemployment stopped falling soon after the rate hikes began. Deflation took a little longer, but it eventually arrived. The rock star of the recovery has turned itself into Japan.
So why did the Riksbank make such a terrible mistake? That's a hard question to answer, because officials changed their story over time. At first the bank's governor declared that it was all about heading off inflation: "If the interest rate isn't raised now, we'll run the risk of too much inflation further ahead ... Our most important task is to ensure that we meet our inflation target of 2 percent." But as inflation slid toward zero, falling ever further below that supposedly crucial target, the Riksbank offered a new rationale: tight money was about curbing a housing bubble, to avert financial instability. That is, as the situation changed, officials invented new rationales for an unchanging policy.
In short, this was a classic case of sadomonetarism in action.
I'm using that term (coined by William Keegan of The Observer) advisedly, not just to be colorful. At least as I define it, sadomonetarism is an attitude, common among monetary officials and commentators, that involves a visceral dislike for low interest rates and easy money, even when unemployment is high and inflation is low. You find many sadomonetarists at international organizations; in the United States they tend to dwell on Wall Street or in right-leaning economics departments. They don't, I'm happy to say, exert much influence at the Federal Reserve — but they do constantly harass the Fed, demanding that it stop its efforts to boost employment.
And when I say that the dislike for low rates is visceral, I mean just that. While sadomonetarists may offer what sound like coherent analytical rationales for their policy views, they don't change their policy views in response to changing conditions — they just invent new rationales. This strongly suggests that what we're looking at here is a gut feeling rather than a thought-out position.
Indeed, the Riksbank's evolving justifications for rate hikes were mirrored at international organizations like the Switzerland-based Bank for International Settlements, an influential bankers' bank that is a sadomonetarist stronghold. Just like the Riksbank, the bank changed its rationale for rate hikes — It's about inflation! It's about financial stability! — but never its policy demands.
Where does this gut dislike for low rates come from? At some level it has to reflect an instinctive identification with the interests of wealthy creditors as opposed to usually poorer debtors. But it's also driven, I believe, by the desire of many monetary officials to pose as serious, tough-minded people — and to demonstrate how tough they are by inflicting pain.
Whatever their motives, sadomonetarists have already done a lot of damage. In Sweden they have extracted defeat from the jaws of victory, turning an economic success story into a tale of stagnation and deflation as far as the eye can see.
And they could do much more damage in the future. Financial markets have been fairly calm lately — no big banking crises, no imminent threats of euro breakup. But it would be wrong and dangerous to assume that recovery is assured: bad policies could all too easily undermine our still-sluggish economic progress. So when serious-sounding men in dark suits tell you that it's time to stop all this easy money and raise rates, beware: Look at what such people have done to Sweden.

redpajama_set_name: RedPajamaCommonCrawl


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Parrosaurus missouriensis - Missouri's Official State Dinosaur - PUB2901
Geological Survey Program fact sheet
Missouri Geological Survey Director: Carey Bridges, RG
First Dinosaur Bones Discovered in Missouri
In 1942, Daniel R. Stewart, a geologist with the department's Missouri Geological Survey and graduate of Missouri School of Mines and
Dan Stewart, a geologist with Missouri Geological Survey. Photo courtesy Christopher Wiseman, curator, Joplin Museum Complex.
Metallurgy (now Missouri University of Science and Technology), both in Rolla, was researching clay deposits in Bollinger County near the town of Glen Allen, approximately 35 miles west of Cape Girardeau. While examining an outcrop of clay in a creek bank, a young boy named Ole Chronister poked his head over the top of the bank and asked what Stewart was doing.
Parrosaurus missouriensis is a hadrosaur – a plant-eating duck-billed dinosaur having more than 1,000 teeth.
When Chronister learned Stewart was researching clay in the area, he told Stewart there was clay on his family's property and he invited Stewart to investigate. On-site, Stewart observed several neatly stacked bones the family had found while digging a well they later abandoned because sufficient water was not found. Stewart recognized them as being dinosaur bones, and he found more bones 9 feet below the surface. The were embedded in clay inside the well (where the other bones were found), marking the first known discovery of dinosaur remains in Missouri.
Mrs. Chronister gave the bones to Stewart so they could be examined by paleontologists. The vertebrae bones eventually were identified as belonging to a hadrosaur – a plant-eating duck-billed dinosaur having more than 1,000 teeth. Mrs. Chronister sold most of the bones to the U.S. National Museum, which later became the Smithsonian Institution. Named Hypsibema missouriensis, it became Missouri's official state dinosaur in 2004, two years before Stewart's death. In 2022, the State Legislature renamed it Parrosaurus missouriensis.
In 2016, members of the Stewart and Chronister families were honored by the department and the Bollinger County Museum of Natural History during a ceremony held at the Bollinger County Museum of Natural History.
See reproductions of the state dinosaur's bones and a small model of the dinosaur at the department's Ed Clark Museum of Missouri Geology.
On Nov. 22, 2021, Sainte Genevieve Museum Learning Center curator Guy Darrough formally announced the discovery of an adult Parrosaurus missouriensis fossil at the Chronister site. Darrough, director of the dig site, said the fossil and its surrounding material weighed 2,500 pounds. The dinosaur was excavated by a team including Dr. Pete Makovicky of the University of Minnesota and Akiko Shinya of the Field Museum. The specimen was transported to the Field Museum in Chicago where it will be cleaned, studied and eventually displayed. Visit the Learning Center where you can see a large model of the dinosaur and others, and visit their lab where you can view scientific studies being conducted on dinosaur bones and real fossils.
These vertebrae bones, found on Lula Chronister's property in 1942 made history. They were the first dinosaur bones to be identified in Missouri. They are the bones of a hadrosaur that was later named Hypsibema missouriensis, and renamed Parrosaurus missouriensis in 2022. Photo courtesy Smithsonian Institution.
The dinosaur bones found in Missouri made their way to the Smithsonian Institution where they reside to this day. The species became Missouri's state dinosaur in 2004. Photo courtesy Smithsonian Institution.
Geological Survey Program
111 Fairgrounds Road
Rolla, MO 65402-0250
geology@dnr.mo.gov


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By Squawka News
Published: 11:39, 25 February 2020 | Updated: 11:02, 22 April 2020
Dean Smith is the first-team manager of Aston Villa, having joined the Premier League club in October 2018 from Brentford. The boyhood Villa fan guided the club back into the Premier League via the Championship Play-offs in 2019, beating Derby County 2-1 in the final to return to the top-flight for the first time since 2016. Smith is known for his laid-back, well-measured approach and forming close bonds with his players. Check here to find the latest news on Dean Smith and Aston Villa.
By Emile Avanessian
Man City vs Real Madrid live stream: Watch Champions League online (US)


Congress has yet to tackle several outstanding uncertainties frustrating both businesses and individual taxpayers. The Tax Cuts and Jobs Act (TCJA), for example, contains several "glitches" requiring legislative fixes. Congress also has neglected to pass the traditional "extenders" legislation that retroactively extend certain tax relief provisions that expired at the end of an earlier year, in this case 2017.


1-1 yesterday but with a loss of $0.37 thanks to the Patriots. I can't blame really anything except the injury bug as the Pats lost a key defender which opened up major holes for Alex Smith and his check downs. I'm totally fading the Chiefs next week because everyone is going to overreact to last night and a soft number will be posted.
Today I have a bunch of plays including all my CFB teasers and straight ups. Tomorrow is fight night so look out for @drjayh to get back on the board.


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Mistrzostwa NCAA Division I w zapasach rozgrywane były w Fort Collins w dniach 28 - 29 marca 1952 roku. Zawody odbyły się w South College Gymnasium, na terenie Colorado State University.

 Outstanding Wrestler - Tommy Evans

Wyniki

Drużynowo

All American

115 lb

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Open

Przypisy

1952 w zapasach
1952 w Stanach Zjednoczonych
Mistrzostwa NCAA w zapasach
Sport w Kolorado

redpajama_set_name: RedPajamaWikipedia


The Water Reuse Practice Guide (WRPG) will be published as an e-book that will serve as a free on-line resource for building design practitioners and professionals that will demystify the integration of water reuse functionality into the building design process. Readers will be able to view the document on-line or download a printable version. It will be much like the American Institute of Architects' "An Architect's Guide to Integrating Energy Modeling into the Design Process," in terms of format and availability.


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Local television set for revival
Plans for local television in the United Kingdom are back on the agenda. The question is how it will be funded and sustained. A report commissioned by the government is due to be published imminently. A consortium is also hoping to use the opportunity to launch a sixth terrestrial television channel, based on a national network and local affiliate model. Meanwhile the main commercial broadcast network is benefiting from a turnaround in advertising revenue and an increase in traditional television viewing.
The culture secretary, Jeremy Hunt, commissioned a report from a group led by investment banker Nicholas Shott to investigate the feasibility of a network of local television stations. The interim report concluded that local television was likely to be most viable in urban areas, led by news, and that terrestrial transmissions remain a significant way of reaching large audiences. In the longer term, broadband will make the vision of local services more viable, through platforms such as YouView.
A consortium led by former Trinity Mirror executive Richard Horwood is proposing to launch Channel 6, a combined national and local network that would compete with existing digital terrestrial television channels, using frequencies vacated once analogue transmissions are finally shut down.
The communications regulator Ofcom has set out how the current system of public service broadcasting might be changed to help deliver local television services. It suggests a new licensing regime for local television could create a clearer regulatory distinction between national and local broadcasters. It also suggests reducing current obligations and quotas on existing public service broadcasters.
Spectrum may be coming available, but whether there is space in the market for a sixth terrestrial television network is another matter, particularly if such services might be more flexibly delivered over broadband.
The irony is that the main commercial television network was originally based on a federation of regional franchises with a strong local identity. Regional news, although never really local, used to help define these rather arbitrary transmission areas. This sense of local identity has been largely lost though commercial consolidation and rationalisation into a single network in the form of ITV.
Having maintained in the past that the provision of local news was an expensive burden that was no longer commercially viable, ITV might be wise to consider the importance of a local view, as multiple channels compete for a share of the limited attention of the television audience.
ITV has seen a dramatic return to form with a traditional costume drama Downton Abbey. The network has also seen audiences return to historic highs for the live 50th anniversary episode of Coronation Street and The X Factor final.
More than 14 million viewers, over half the available audience, watched a special hour-long live edition of the long-running drama serial, with another 2 million watching the repeat.
The X Factor final just failed to reach the 20 million mark, with a peak audience of 19.4 million viewers, or six out of ten of those watching television at the time.
With 30-second spots selling from £200,000 to £250,000, ITV is expected to generate £25 million in advertising revenue during the The X Factor final. That is more than the entire revenues from the ITV web site and online video services for the previous year.
Overall advertising revenues, which fell by 9% last year, have rebounded by 14% and ITV will end the year with an estimated £300 million more than it projected.
ITV and Channel 4 are now joining the BBC in making their programmes available for viewing on a Sony PlayStation 3, of which there are around 4 million in the United Kingdom, with around 80% of them connected to broadband.
Although there have been concerns that broadcast channels will inevitably decline in importance as audiences access media on demand, live broadcasts can still provide a shared experience for more than half the country.
There are indications that we are watching more television and despite the availability of digital video recorders, video on demand and online catch-up services, the vast majority of that is at the time of transmission.
In the first nine months of the year, average television viewing in the United Kingdom rose by nearly two hours a week on the same period the previous year, up to 27 hours 34 minutes. Over 86% of that viewing is at the time of transmission, even in the 44% of households with digital video recorders, according to the research organisation BARB.
As traditional television channels begin to embrace distribution over broadband on demand, it seems that there is still life left in live broadcasting. For ITV, the challenge may be to think global while acting locally.
www.itv.com
That is hardly local television
Viewers turn to television news
Television viewing rises during quarantine
Television viewing in the United States


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Afrilatest.com > Lifestyles Trends > Black Celebrities > Kim Kardashian ultra molded in her dress and hand in hand with Pete Davidson: a sensational outing!
Kim Kardashian ultra molded in her dress and hand in hand with Pete Davidson: a sensational outing!
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Kim Kardashian ultra molded in her dress
Kim Kardashian appeared hot in an ultra-tight dress at the premiere of the series dedicated to her family. She was also accompanied by her new companion, Pete Davidson…
Here is a sequence that will not make Kanye West smile: His ex-wife Kim Kardashian and comedian Pete Davidson appeared hand in hand this Thursday, April 7 in Los Angeles.
Patricia Paay fears she will never get a ribbon because of leaked se-x video
An adorable image of complicity to which the famous member of the Kardashian family did not fail to add her spice by presenting herself in an incredibly sexy dress.
To believe that the Kardashian sisters are in a nice sentimental period since after kourtney's wedding this week in Las Vegas, Kim appeared on the arm of her new companion all smile at the premiere of the series The Kardashians, new program dedicated, as its name suggests, to the famous American family.
The star did not miss his appearance by igniting the red carpet with her superb gray dress that highlighted her generous shapes. The comedian, who is popular with women, was soberly dressed and wore a black blazer jacket on a white T-shirt and a pair of sunglasses.
The event series will be broadcast on the Hulu platform from April 14. It will be an opportunity for fans to follow the adventures of their favorite stars in their romantic relationships and projects. It has been announced that Travis Scott, Kanye West and Scott Disick who are, or have been, in the lives of the Kardashian sisters will have an important place in the series.
Kim Kardashian ultra molded in her dress and hand in hand with Pete Davidson: a sensational outing! 4
Seeing the couple support each other hand in hand is further proof that their relationship has been in good shape for some time now and more particularly this week.
Indeed, Kim Kardashian and Pete Davidson have reached another important milestone. The four children Kim had with Kanye West (North, 8, Saint, 6, Chicago, 4, and Psalm, 2) met their mother's new boyfriend.
"I want to take my time but I am very satisfied and very happy. It's so good to feel at peace," she also said in her interview with Robin Roberts for Good Morning America.
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Biting fox U.S. parliament building captured and killed
Case between Britney Spears and her mother in court in July
Will Smith and Jada Pinkett: An embarrassing video of the couple resurfaces
The Voice: The baby of a candidate with a malformation, hospitalization and possible "painful operation"


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Information for childcare professionals
Business advice for voluntary management committees in Early Years settings
There may be a number of reasons why you would consider becoming a committee member within a committee-run early years provision, for example, you have experience within education, business, or finance, you are a parent of a child who has attended the provision, or you live within the local area and are interested in supporting your community.
This document is designed to support committee members to understand their roles, responsibilities, and liabilities within a committee-run early years provision. It will include information around:
Roles, responsibilities, and liabilities.
Governance models, for example a registered charity, charitable incorporated organisation, or community interest company.
Ofsted requirements.
Recruitment of new committee members.
The guidance and information in this document are correct at the time of publication and will continue to be updated. However, it is your responsibility to keep information up to date and meet any legal requirements which may affect your setting. You can find the most up to date guidance from The Charity Commission (GOV.UK) and Daycare roles that must register with Ofsted (GOV.UK).
Any changes to your committee should be reported to both Ofsted and the Charity Commission within 14 days.
If you would like further advice about working as a committee, please contact the Early Years Commissioning Team eycommissioningteam@surreycc.gov.uk
What is the role of the committee?
When setting up a committee-run early years provision, the main role of the committee is to act as the governing body or 'registered person' with Ofsted. This means that it is the committee who holds the overall responsibility and liability for the provision, and not the manager or any staff member.
You will need to appoint a nominated individual who will be able to complete the registration with Ofsted and notify them of any changes to people who make up the registered body, or to the premises or the provision. Only the nominated individual will be able to make changes. This is often tasked to the chairperson but can be any member of the committee.
The committee should also consider the following to ensure the efficient and effective operation of the early years provision in line with its registration and constitution. This should include:
Meeting the legal requirements to operate as a childcare setting and registered charity
Sound financial systems are established and maintained, and the setting is sustainable to run
Confidentiality is upheld at all times.
Further guidance on these responsibilities is given within this document.
Constitution or governing document
This should include a clear description of the purpose of the charity and makeup of the committee, for example numbers of committee members and officers required and whether this can or should include staff members and parents.
Remember to bear in mind that there will be some issues that staff and parents cannot vote on due to conflict of interest, for example matters around staff pay or childcare fees and whether this allows for robust decision making.
The makeup of your committee quorum should be outlined within your constitution. Committee meetings will need to be quorate in order to allow for decisions to be made. An example of this is 'A quorum for Committee meetings is not less than half the Committee, including any two of the Officers'. If the quorum cannot be met the meeting will need to be cancelled or rearranged.
You are able to change your charity constitution at any time if you feel it is not working and it should be regularly reviewed and updated.
You can find a list of further required legal documents in Appendix 1.
To ensure your committee-run early years provision is correctly registered you should complete the following:
Ensure the correct details for all committee members are held by the Charity Commission. You can check the details of your organisation at The Charity Commission (GOV.UK)
Register your provision with Ofsted Daycare roles that must register with Ofsted (GOV.UK)
All committee members must complete an EY2 form to establish their suitability to become a committee member. You do not need a DBS to complete the EY2 form, however a DBS check will be required in addition before you will be issued with a letter of suitability – therefore it is advisable to apply for both at the same time so as not to cause additional delay.
All committee members must have an up to date DBS check. The DBS should be completed via Ofsted, other routes may not be accepted and will further delay your application to become a committee member – please check the information in relation to DBS checks.
Please note Ofsted will not confirm your suitability if your details are not recorded with the Charity Commission.
Please note that you are not a confirmed committee member until all checks have been completed and you have been issued with a letter of suitability – this means that the person who previously held the role within the committee still remains responsible and liable for the early years provision until you have been confirmed, even if they have resigned.
You must update the Charity Commission and Ofsted within 14 days of there being any change to the committee members, their name, or contact details. An additional 14 days will then be given to complete the EY2 form for new members.
An EY3 form should be completed to remove any former committee members, or make changes to the name or contact details of any committee members listed with Ofsted Early years and childcare services:
Please see Appendix 2 to ensure you complete all the required actions to maintain your registration.
Your committee's governance model is the legal structure within which your organisation operates.
There are a number of legal structures for your early years provision to choose from, it is very important that you take the time to consider which one is suitable for you and the liabilities associated with each.
The three governance models which are most commonly used for committee-run early years provision are:
Many voluntary sector businesses become registered charities as this enables them to apply for funds and grants from charitable trusts and foundations. Run and managed by a voluntary management committee, the organisation is accountable to the Charity Commission and has to comply with charity legislation.
A registered charity is an unincorporated organisation – this means that committee members are personally liable for any shortfall in finances, redundancy pay, and debts and can be pursued for payment. A registered charity can change governance model to become a Charitable Incorporated Organisation (CIO) which limits personal liability, please see Appendix 3 for further information.
Charitable Incorporated Organisation (CIO)
A CIO is an incorporated structure designed for charities. You create a CIO by registering with the Charity Commission. You don't need to register with Companies House. Trustees have limited or no liability for CIO debts or liabilities.
Community Interest Company (CIC)
The CIC is a not a charity but a limited company which exists for the benefit of the community rather than private shareholders and has special additional features. The CIC Regulator has to approve the registration of a company as a CIC and ensures that it is established for community purposes and that its assets and profits are dedicated to these purposes. CICs should be registered with Companies House and not the Charity Commission.
A CIC has limited or no liability for company debts or liabilities.
As a Registered Charity, committee members are personally liable for any shortfall in finances, redundancy pay, and debts and can be pursued for payment.
As a CIO Trustees have limited or no liability for CIO debts or liabilities.
A CIC is not a charity but a limited company for community benefit. It has limited or no liability for company debts or liabilities.
Roles and responsibilities within the committee
Points for consideration when putting together an early year's committee:
Committee members should have an interest in the early years provision and have skills or knowledge which would be beneficial – this might include early years' experience, financial knowledge, business management, community work, or being a parent or grandparent.
Committee members should understand the role of the committee and the specific responsibilities of the designated roles.
Committee members should be supportive of each other's roles and work towards shared goals.
The committee should be in regular contact with the early years provision and support the manager in their role, this will include visits to the provision
The committee should be involved in all aspects of decision making around the running of the provision and should take an active role.
The committee should be familiar with the aims and objectives, policies and procedures and legal frameworks the early years provision works within.
Roles of the Officers within the committee:
With the manager of the setting, the Committee Chair develops aims and objectives for the year. They plan agendas for committee meetings to accomplish the committee's aims and objectives and ensure that actions are carried out between meetings
Could be the 'Nominated Individual' for the group with Ofsted
Oversee the recruitment, induction, training and appraisal systems for all new staff and volunteers
Line manages the manager and any paid office staff e.g., administrator, financial support
Carry out regular supervision with the manager and any paid office staff to allow them to ask questions, raise concerns and discuss training needs and continued professional development
Conduct the annual appraisals of the manager and any paid office staff
Chair committee meetings, conduct voting if required, and hold the casting vote
Delegate tasks to other committee members
Act as spokesperson for the setting where necessary
Conduct an Annual General Meeting (AGM) as stated in the setting's constitution, and give the Chairperson's Annual Report
Act as the first point of contact for management issues
Work with the Treasurer and committee to ensure that financial sustainability is maintained
Evaluates the committee's efforts and communicates accomplishments yearly to the committee, staff, parents of children attending the setting and other interested parties as required.
In conjunction with the Treasurer presents yearly accounts to the committee and has overall responsibility for these funds and the use of these funds to ensure that financial management of the setting is robust and sustainable.
The Chair and Manager/Lead are responsible for keeping committee members fully informed, with timely reports of all committee meetings and committee work.
Organise correspondence on behalf of the committee
Prepare and circulate meeting agendas in advance
Arrange venues or virtual invites for meetings
Take minutes and keep written records of committee meetings and AGMs.
Ensure minutes are circulated to committee members and staff, and that a copy is kept on file (ensuring any confidentiality issues are recorded and circulated appropriately)
Ensure adequate notice is given to all parents/members of the Annual General Meeting (AGM)
Assist the Chairperson to maintain staff and committee/volunteer records, including Ofsted EY2/EY3 forms and DBS checks and ensure the nominated individual advises all appropriate bodies of any changes e.g., Ofsted, Charities Commission.
Maintain an up to date list of committee members and contact details.
Keep diary dates for renewals such as insurance, Ofsted registration, Safeguarding Training, gas certificates and fire regulation checks.
Update staff contracts, terms and conditions and job descriptions, following review by the Committee
Organise advertising and marketing activities, including updating the setting's prospectus, website, leaflets, posters, and social media.
Ensure quorum is met for meetings
Follow the Roles and responsibilities within the committee Points for consideration when putting together an early year's committee:
The committee should be familiar with the aims and objectives, policies and procedures and legal frameworks the early years provision works within. Roles of the Officers within the committee: Chairperson
Line manages the manager and any paid office staff for example administrator, financial support
Conduct an Annual General Meeting (AGM) as stated in the setting's constitution, and give the Chairperson's Annual Report * Act as the first point of contact for management issues
The Chair and Manager/Lead are responsible for keeping committee members fully informed, with timely reports of all committee meetings and committee work. Secretary
Assist the Chairperson to maintain staff and committee/volunteer records, including Ofsted EY2/EY3 forms and DBS checks and ensure the nominated individual advises all appropriate bodies of any changes for example Ofsted, Charities Commission.
Ensure quorum is met for meetings Treasurer
Follow the Charity Commission guidance on how to safely account for money within a charity organisation Managing charity finances - GOV.UK (www.gov.uk)
Work with the committee to ensure the financial stability of the setting is maintained. The Early Years Commissioning Team can support you with predicting income and expenditure, calculating the breakeven point and offering funded entitlements, please contact eycommissioningteam@surreycc.gov.uk
Ensure safe accounting systems are in place at all times
Ensure accurate records are kept of all financial transactions
Support the Committee in making financial decisions by providing cash flow forecasts and information for AGM/budgeting meetings
Ensure that the committee remains aware of its financial liabilities and that the early years provision's budget allows for contingency/reserve funds to deal with unexpected repairs (recommended 3 to 4 months running costs) and staff redundancy commitments. For further information on reserves please see Charity reserves: building resilience - GOV.UK (www.gov.uk) * Review all costs annually with the Committee, to include fees and staff salaries, considering minimum wage rises, employment legislation and staff qualifications, and redundancy commitments
Ensure all bills, invoices and wages are paid on time
Arrange collection of fees and issue invoices and receipts
Make sure all funded early education claims are completed and submitted on time via the Early Years Portal. For support with this please contact fundedearlyeducation@surreycc.gov.uk
Provide a written financial report at each Committee meeting and Annual General meeting (AGM)
Ensure end of year accounts are independently examined (in line with Charity Commission requirements)
Submit an annual return to the Charity Commission Prepare a charity annual return - GOV.UK (www.gov.uk)
Ensure bank mandates are updated for new signatories
Ensure committee members are aware that they can be reimbursed for expenses incurred while carrying out their roles as committee members/officers
Support with the induction of new committee members
Work with the Chair to develop a plan of work which will allow the committee to meet its responsibilities and objectives for the year.
Report to the committee the impact of goals and objectives set for the year.
Staff members are a valuable resource to the committee in acting as a link between the committee objectives and the day to day operation of the provision.
Answer questions offer suggestions and raise questions. It is a good idea to consider electing vice roles which will help with future succession planning.
Ensure that the committee remains aware of its financial liabilities and that the early years provision's budget allows for contingency/reserve funds to deal with unexpected repairs (recommended 3 to 4 months running costs) and staff redundancy commitments. For further information on reserves please see Charity reserves: building resilience (GOV.UK)
Review all costs annually with the Committee, to include fees and staff salaries, considering minimum wage rises, employment legislation and staff qualifications, and redundancy commitments
Submit an annual return to the Charity Commission
Answer questions offer suggestions and raise questions.
It is a good idea to consider electing vice roles which will help with future succession planning.
Recruiting committee members
Finding new committee members can take time, especially for new committees. You might consider the following when looking for new members:
Are there any staff members, parents, grandparents, or carers already known to the early years provision who would be interested to join the committee?
Could there be any interested parties within the community e.g., a local business representative, a church group member, or the local school?
Remember to regularly consult with families and keep them up to date on the committees plans. As new children join the setting there will be the potential for new family members to show an interest in the committee and new community links.
Be positive about your committee, but also realistic when discussing the time implications, responsibilities, and liabilities, as well as any objectives or concerns for the coming year. Committee members should be fully aware of any implications of the role before they agree to join, this will include discussing your governance model and any liabilities which come with this.
Potential committee members can sometimes be worried about the time involved and whether they would have useful skills and experience to contribute. You might consider using a skills audit to help candidates identify relevant skills and experience they already hold – please see Appendix 4.
Some of the benefits of being a committee member you may wish to share with potential candidates include:
Bringing new skills or valuable skills to the committee
Input into children's education; the first five important years
Development in the role i.e., training will be given
Co-opting committee members
Depending on the content of your governing document or constitution you may be permitted to co-opt committee members for a particular purpose, for example if they hold a specific skill which is useful to inform a discussion, project, or work towards an objective. This is usually done on a short term basis and co-opted members are not permitted to vote on any matters.
Advertising vacancies and Recruiting Volunteers
You can advertise vacant roles within the committee in the same way you would typically advertise for staff at the early years provision. Outlining that it is a voluntary role and the desired skills and experience, as well as a brief overview of the roles and responsibilities. You can advertise through recruitment websites, in newspapers, newsletters, and community notice boards, as well as virtual community groups on social media. You can also advertise vacancies directly through Surrey County Council.
You might also consider contacting your local volunteer centre which you can find using the NCVO Volunteer Centre Finder. Volunteer Centres are local organisations that provide support and expertise within the local community, to potential volunteers, existing volunteers and organisations that involve volunteers.
All committee and staff members need to be aware of the signs and symptoms of abuse and know the Surrey reporting procedures to follow if they have any safeguarding concerns. All committee and staff members should complete the Surrey Safeguarding Children training – please contact earlyyearsadvisors@surreycc.gov.uk for further information and guidance.
If at any point the committee receive a safeguarding allegation about the manager of the early years provision, they should follow the staff allegations process from the Surrey Children's Safeguarding board. If a safeguarding allegation is received against any other member of staff, the manager or designated safeguarding officer should be advised and should carry out the same process. The manager must notify the chair or the committee officer responsible for safeguarding of any allegation.
The committee holds the overall responsibility and liability for ensuring the setting is a safe place for children and adults, including:
Toys and equipment in good repair
Building and ground checks
Ensuring fire drill records, visitor's book and first aid box are maintained
Maintaining staff awareness of health and safety issues and any relevant training
Food hygiene and cleaning standards
Processes for the above should be included within the early years provision's written policies, agreed, and signed by the committee. These processes should then be followed daily by all staff members and any problems of amendments to policies required should be reported to the committee as soon as possible.
For further information on health and safety please contact earlyyearsadvisors@surreycc.gov.uk
Breaking even and financial forecasting
When setting up a committee-run early years provision, it is essential to keep track of the money coming in and going out and to understand whether you will remain financially sustainable.
You should be mindful of changes to your expected income and outgoings, for example if the funded entitlement hourly rate changes, annual reviews of insurance premiums, increased cleaning, or marketing costs. We would suggest you regularly review your income and expenditure forecast.
These are some basic calculations that you can do in order to monitor the finances and to plan for the future.
Calculating breakeven occupancy in an early years provision
This calculation provides a rough estimate of the number of children needed to meet expenditure. In order to calculate a more precise figure you would need to factor in variables such as staff ratios for different ages and different fee or funding rates.
Total expenditure for the year ÷ total weeks open = Weekly expenditure
Weekly expenditure ÷ hours open per week = hourly expenditure
Hourly expenditure ÷ grant rate = number of children needed to meet hourly cost
Example One
£75,000 ÷ 38 weeks = £1,973.68 (weekly expenditure)
£1,973.68 ÷ 20 hours = £98.68 (hourly expenditure)
£98.68 ÷ £4.72 hourly rate = 20.96 (children)
Breakeven occupancy is 21 children. You need this many children to meet all your costs if you are open for 20 hours per week. You would need to adjust the calculation to allow for different fee or funding rates.
Calculating how much you need to charge or receive as income to breakeven
This calculation provides a rough estimate of the minimum you need to achieve as income in order to meet your costs. You need to calculate the figures at 100% occupancy initially and then repeat with reducing numbers to give you realistic and achievable estimates.
Hourly expenditure ÷ 100% children = breakeven hourly income
Example Two
£1,973.68 ÷ 20 = £98.68 (hourly expenditure)
£98.68 ÷ 26 = £3.79
This shows that you need to receive £3.79 per hour per child if you have 26 children for every hour you are open (assuming total capacity is 26)
Example Three
This shows that you need to receive £4.69 per hour per child if you have 21 children for every hour you are open (assuming 80% occupancy is 21).
Please contact eycommissioningteam@surreycc.gov.uk for an Income and Expenditure forecast template.
This can be used to calculate your breakeven point and to predict any future income at different occupancy levels and staffing models. This is a key piece of work to complete in order to understand whether a committee run early years provision would be financially viable and sustainable for the future.
Please be aware that the governance model of your committee-run early years provision will dictate any personal liability, more information can be found in the 'Governance' section of this document.
Redundancy commitments and contingency reserve
The committee should ensure that it is able to meet its redundancy commitments and that this is reviewed in line with staff member's age and length of service annually. You can calculate your employee's statutory redundancy pay by visiting Calculate your employee's statutory redundancy pay (GOV.UK) or contact eycommissioningteam@surreycc.gov.uk for further support.
Trading in the knowledge of insolvency
The committee must have a plan in place to outline how it will meet any outstanding amounts owed to creditors, to ensure you are not trading in the knowledge of insolvency. This would be an offence defined by section 123 of The Insolvency Act 1986 which defines insolvency as follows:
''a company is deemed insolvent if it can no longer meet its day-to-day obligations, or if on the balance sheet, its liabilities outweigh its assets. While some companies may find themselves 'balance sheet insolvent' depending on their incomings and outgoings affecting cash flow, the companies can still function and trade efficiently; able to repay their liabilities when they fall due.''
A creditor would be anyone that you currently owe money to or anyone you will owe money to in the future. If you have no plan or way of paying back your creditors or enter into a contract that you would not be able to fulfil, then you would be trading in the knowledge of insolvency. Please consult your constitution or governing document to ensure you are fully aware of any liabilities attributed to individuals or the organisation.
Sources of funding
Please contact eycommissioningteam@surreycc.gov.uk for a list of grants and funds which may be available to charitable early years provision.
Closing a committee-run early years provision
Charities can close for a number of reasons, such as:
a merger with another charity
losing funds or funding
a lack of members
becoming a company or charitable incorporated organisation (CIO), which means creating a separate charity
It is a legal requirement to tell the Charity Commission if your charity ceases to exist and it must be removed from the register.
Depending on your governance model and the content of your governing document or constitution, there may be different requirements for transfer of assets and different liabilities for clearing debts. Please read the advice from the Charity Commission .
The committee must arrange for its accounting books and records (including cash books, invoices, and receipts) to be kept for either:
at least three years after the year they were made (for a charitable company or CIO)
at least six years after the year they were made (for unincorporated associations and trusts)
The former charity trustees remain responsible for the decisions they made while they were in office.
For further advice and guidance on closing a childcare business please contact eycommissioningteam@surreycc.gov.uk for a list of additional actions to complete.
National Council for Voluntary Organisations (NCVO)
CIC Regulator
Government Website
The Early Years Alliance
Early Years Commissioning Team
The Early Years Commissioning Team work to support the Early Years sector with advice connected to business, funded entitlements, sustainability and sufficiency. The Early Years Commissioning Team has a responsibility to ensure sufficient, good quality provision, achieving excellence and value for money for Surrey residents.
Email: eycommissioningteam@surreycc.gov.uk
Early Years Educational Effectiveness Team
The team will provide advice and guidance on quality of provision and the implementation of the Early Years Foundation Stage as well as supporting the setting to meet the requirements set out by Ofsted and other relevant legislation.
Early Years Education Effectiveness Advisors act as mentors and role models to settings in Surrey; providing training, advice, support and challenge to early years managers, practitioners and childminders.
Email: earlyyearsadvisors@surreycc.gov.uk
Funded Entitlement Team
The FEE Team make payments for, and support the sector in the claiming of Funded Early Education for 2, 3 and 4 year olds.
Email: fundedearlyeducation@surreycc.gov.uk
Appendix 1 : Required legal documents
Articles of Association or Memorandum (if applicable)
Charities Commission details and Charity Number/governance
Companies house details (if applicable)
Insurance details (copy of Insurance Certificate)
List of DBS Disclosure numbers for Committee members
Lease or Licence agreement
List of all Contracts
Health and Safety Risk Assessment and Fire Risk Assessment
Disability Discrimination Act (DDA) Assessment
Storage of information (how long documentation should be kept for)
Appendix 2: Committee handover and new member checklist
It is important to ensure that you follow all of the below actions when recruiting new committee members to ensure you remain correctly registered with Ofsted and the Charity Commission.
By whom
Notify Ofsted of Committee changes –via email at enquiries@ofsted.gov.uk and keep a copy of correspondence. Within first week Nominated individual
Notify Charities Commission and/or Companies House of Committee changes Within first week Chairperson
Complete an Ofsted EY2 form for any new committee members Within 14 days of notifying Ofsted of the change Nominated individual
Complete an Ofsted EY3 form to remove any previous committee members or update any change of name of contact details of existing committee members Within 14 days of notifying Ofsted of the change Nominated individual
Complete a DBS check for any new committee member, this should be completed via Ofsted Ofsted DBS Application - Security Watchdog - Welcome DBS checks completed through alternative routes may not be accepted and may delay your application. Within 14 days of notifying Ofsted of the change All new Committee members – Chairperson to co-ordinate
Once a new committee member has satisfactorily completed an EY2 and a DBS check they will be issued with a letter of suitability. Committee members are not confirmed until this has been received and previous committee members will remain responsible and liable until this is confirmed. Not applicable All committee members
Notify Bank of changes to Officers (and if appropriate arrange for changes to signatories) Within first week Treasurer
Prepare a new contact list of Committee Officers and Members Information preferably gathered at AGM, then typed up and distributed to all Committee members
Set a date for the first meeting of the new committee Date preferably set at AGM, and Agenda circulated in due course. A suitable date for all members should be agreed within a month of the AGM. Secretary
Ensure that all Committee Officers and Members are reminded of confidentiality procedures, and sign a Confidentiality Statement At first meeting of new Committee Chair
Ensure all new Officers and Members are reminded of the Committee roles and responsibilities At first meeting of new Committee Chair
Organise a handover of any relevant documents At first meeting of new Committee Chair, Secretary, Treasurer
Appendix 3 : Setting up or Changing governance model
Setting up a Charitable Incorporated Organisation (CIO)
The CIO provides charities with many of the advantages of incorporation as a company limited by guarantee, but without the need to register with both the Charity Commission and Companies House. The Charity Commission is now accepting applications for CIO registration from existing charities.
A CIO is a corporate body which is regarded as having its own a legal identity, meaning that the CIO can directly enter into contracts, employ staff, incur debts, own property, sue and be sued. The trustees do not have to do this on the charity's behalf, as they do with an unincorporated charity. This provides greater protection from personal liability for the trustees. Trustees who seek to protect their personal liability through incorporation must always be aware that they cannot completely avoid responsibility for the actions taken in respect of their charity. If they are ever proved to have been reckless, negligent, have acted illegally or outside their powers, then they may be found personally responsible.
You can find free examples of model constitutions online through the Charities Commission or by using a search engine to look for model governing documents. The Early Years Alliance have also developed a Model CIO Constitution for Childcare Providers, which has been approved by the Charity Commission and can be accessed at a cost. You might also consider working together with another provider who has been through the process and can share their expertise. Using an existing model will help you to ensure that you include all the provisions that your childcare CIO needs to:
meet legal requirements and comply with good practice; and
be practical and workable for a childcare provider with a parent committee
Once you have chosen and prepared your model governing document you will need to apply online to register.
Converting to a Charitable Incorporated Organisation (CIO)
Depending on your current governance model the following will apply:
Currently an unincorporated registered charity or organisation
Draft a new constitution. In order for an Unincorporated Organisation to convert to a CIO a new Constitution must be adopted. This must be in a format specified by Charity Commission regulations, the Charity Commission has a template available at Setting up a charity: model governing documents (GOV.UK)
Extraordinary General Meeting (EGM) and Registration. The constitution is formally adopted by all members at an EGM and then registered with the Charity Commission by visiting Change your charity structure (GOV.UK). Your organisation will then be given a new charity number. Applications are online and if a pre-approved Constitution is used this process should take up to 40 working days.
Transfer of assets. Please consult your governing document and constitution to understand what is permitted and read the guidance. We advise that you seek professional advice for example from the Charity Commission.
Closure of original charity. Once the transfer has completed you should close your original charity in line with its governing document and notify the Charity Commission that it has closed. You will also need to amend any insurance policies and contact HMRC to ensure your new organisation is registered for P.A.Y.E.
Inform Ofsted. You should then inform Ofsted of this change of structure and will require a new Ofsted Registration -£220 registration fee; however existing members of staff and trustees will not have to complete new EY2 forms. You will be required to be re-inspected under the new Ofsted registration and your original Ofsted rating will not carry forward to your new registration.
Currently a Charitable Company
Charitable Companies can now directly convert to a CIO and will remain the same legal entity, with the organisation's charity name and number unchanged. As such, you do not need to re-register with Ofsted and existing bank accounts and contracts should not need changing. You can convert it through an online application form.
Appendix 4 : Example skills audit
So that the committee can choose the best roles for its members, it is helpful to know about individual skills and knowledge. These may be from experience on this or other committees, paid or unpaid work, training or qualifications undertaken or from other social activities that have provided valuable experience.
It might be useful to send the following questionnaire to any potential or existing members to ensure you are able to make best use of everyone's skills and experience.
An example Committee Members Skills Questionnaire is available for you to download.
Example Committee Members Skills Questionnaire.pdf (PDF)
Example Committee Members Skills Questionnaire form
Reviewed: 10 Feb 2022


up 0.37 percent ahead of the cash market open.
prevent grieving families from being ripped off.
potential partners, Ophir said on Thursday.
said sources familiar with plant operations.
expectations of OPEC boosting output.


It seems unorthodox and even illogical at first glance, but when the data aligns with the treatments, it's exciting to see how simple and safe some of the solutions to our biggest problems can be.
This reminds me of the saunas and banyas (bathhouses warmed up to extremely high temperatures, 170°F and above) that have enormous cultural value in northern countries (Finland, the Baltics, Russia). Incidentally, northern populations also have higher rates of seasonal affective disorder and depression. Of course, correlation is not equal to causation, but I wonder if this is where authors got an idea for the study from. If their results hold up it might potentially explain the science behind a centuries-old tradition.
I also thought of seasonal affective disorder when I read this paper. However, although living in colder climates is correlated to rates of seasonal affective disorder, I believe that this is more of a problem with reduced light rather than temperature. That being said, that makes the results of this study all the more interesting.
It's not something I had ever come across previously, but the animal research suggests that hyperthermia as an antidepressant is plausible. However, self-report is a fickle beast when it comes to studies like this. I don't think the sham conditions in this study are terrible, but it is clear that participants seemed to know almost unanimously that they were in the active arm.


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Connecting with the Milwaukee community through ANTARCTICA, WI, Opening this weekend at First Stage
The world premiere ANTARCTICA, WI came about from international, award-winning playwright Finegan Kruckemeyer having conversations with the young people of Milwaukee.
By First Stage	- Apr 5th, 2018 03:34 pm
Milwaukee, WI – April 5, 2018 – Many Milwaukeeans may be aware that First Stage is considered one of the nation's leading theaters for young people and families. Their approach to theater touches hearts, minds and transforms lives by creating extraordinary theater experiences. Its Theater Academy, the nation's largest high-impact theater training program for young people, fosters life skills through stage skills and serves thousands of students each year.
First Stage is also committed to broadening its reach and deepening its impact throughout the greater Milwaukee community. The world premiere ANTARCTICA, WI came about from international, award-winning playwright Finegan Kruckemeyer having conversations with the young people of Milwaukee. This presented unique opportunities to extend the theater experience beyond the stage and inspired conversations around the themes from the play. Thanks to a generous grant from the Greater Milwaukee Foundation's Mary L. Nohl Fund, First Stage embarked upon three initiatives to connect with young people and Milwaukee theater audiences in a new and dynamic way.
First Stage and renowned local photographer Paul Calhoun created the Portraits & Stories Project, for which 33 students from Maryland Montessori School, Parkside Middle School, Milwaukee High School for the Arts, Ronald Reagan High School and University School of Milwaukee were photographed. These portraits are accompanied by the students' personal stories, developed through theater workshops led by Artistic Associate Sheri Williams Pannell.
"Sheri was instrumental in inspiring students to share the experiences that have shaped who they are," said Lucia Lozano, First Stage Community Engagement Manager. "Using theater techniques, Mrs. Pannell built trust with the students to help craft their stories," Lozano continued. The Portraits & Stories Project is on display in the upper lobby of the Marcus Center's Todd Wehr Theater throughout ANTARCTICA, WI performances.
Local artist and muralist James Tomasello and First Stage collaborated to work with eight students from Milwaukee's TRUE Skool on the Coming Together mural, inspired by ANTARCTICA, WI. After reading the most compelling parts of the script, the group discussed different concepts and each created a draft of the mural. The final product brings together all of the students' concepts and visual creations. The Coming Together mural will be displayed at the Milwaukee Youth Arts Center April 5 – 9, at the City Hall Rotunda April 9 – 13 and back at the Milwaukee Youth Arts Center until April 23.
The Diving Down Below booklet, funded in part by the Greater Milwaukee Foundation's Mary L. Nohl Fund grant, will encourage youth to engage in the fascinating journey of getting to know who they are and what matters to them, and to recognize how they can bring healing to their communities. The booklet will be distributed to all young people attending both public and school performances of ANTARCTICA, WI.
"As young people learn to see themselves more clearly, they may also learn to understand others and the world around them better," said Lozano, who created this booklet in collaboration with Pannell and Artistic Director Jeff Frank. "This booklet will also help young people think deeper, use their creative powers and take risks."
New plays like ANTARCTICA, WI are part of The Foundry, First Stage's new play development initiative, forging the next generation of plays, programming, artists and audiences, while fostering community and empathy. To learn more about First Stage's new play development initiative, visit www.firststage.org/foundry.
About: ANTARCTICA, WI
Location: The Marcus Center's Todd Wehr Theater, 929 N. Water Street, Milwaukee
Dates: April 6 – April 22, 2018
Description: In Milwaukee there lives a very special young man. One who sees more deeply than others. He sees so much that he loves in his city, but he also sees the fractures. And when this special boy begins to see icebergs floating into Milwaukee, he alone must find a way to help his community navigate through the dangerous waters. From internationally recognized playwright Finegan Kruckemeyer comes a contemporary folk tale inspired by conversations with our community. Suggested for families with young people ages 10 – 17+.
Friday, April 6 at 7:00 p.m. – OPENING NIGHT
Saturday, April 7 at 3:30 & 7:00 p.m.
Sunday, April 8 at 1:00 & 3:30 p.m.
Tuesday, April 10 at 7:00 p.m. – PAY WHAT YOU CHOOSE PERFORMANCE
Saturday, April 14 at 1:00 & 3:30 p.m.
Sunday, April 15 at 1:00 & 3:30 p.m.
Tickets and information: Tickets start at $15. Call (414) 273-7206 or online at www.firststage.org
About First Stage
First Stage is one of the nation's leading theaters for young people and families. First Stage touches hearts, engages minds, and transforms lives by creating extraordinary theater experiences through professional theater productions that inspire, enlighten and entertain. Its Theater Academy, the nation's largest high-impact theater training program for young people, fosters life skills through stage skills and serves over 2,100 students each year. As Wisconsin's leader in arts-integrated education in schools, First Stage's dynamic Theater in Education programs promote literacy, character building, and experiential learning throughout the curriculum, serving over 20,000 students each year. First Stage was selected to participate in the Partners in Education program of the John F. Kennedy Center for the Performing Arts (2012), and was the recipient of the Milwaukee Business Journal's Eureka Award, recognizing creativity and innovation in business, education, and the arts for its Next Steps program for students with autism (2013, 2015). First Stage is a member of TYA/USA, the American Alliance for Theatre and Education, the Wisconsin Alliance for Arts Education, Theatre Wisconsin, Milwaukee Arts Partners, and is a cornerstone member of the United Performing Arts Fund (UPAF).
People: James Tomasello, Jeff Frank, Lucia Lozano, Paul Calhoun, Sheri Williams Pannell
Organizations: First Stage, Greater Milwaukee Foundation, TRUE Skool, United Performing Arts Fund
Recent Press Releases by First Stage
First Stage Announces Expanded Playwrights-In-Residence and Commitment to New Play Development
Jun 5th, 2019 by First Stage
Three of the Playwrights-in-Residence plays will be included in First Stage's upcoming 2019/20 season.
Associated Bank and Reinhart Boerner Van Deuren s.c. to sponsor ELF – The Musical, First Stage's holiday production
May 13th, 2019 by First Stage
Based on the beloved 2003 holiday film, this Broadway holiday musical is sure to have everyone embracing their inner elf.
First Stage presents World Premiere production of GIRLS IN THE BOAT
Nov 28th, 2018 by First Stage
Featuring the award-winning Young Company. By Alice Austen. Directed by Marcella Kearns


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text:
Anastasia Tsirtsakis
ATAGI advice eases COVID vaccination uncertainty ahead of rollout
The latest guidance from the national vaccine advisory group covers storage and preparation requirements for the Oxford University/AstraZeneca multidose vials.
Practices will be permitted to pre-prepare syringes under tight parameters, according to the latest guidance. (Image: AAP)
It was clear during the Department of Health (DoH)'s general practice webinar on Wednesday that GPs have been left wanting for answers in the lead up to next week's vaccine rollout.
A common query was the need for clarity over how practices are expected to manage the preparation and administration of the Oxford University/AstraZeneca multidose vials.
Among them, was Chair of RACGP NSW&ACT, GP and practice owner, Associate Professor Charlotte Hespe.
'Most people have drawn up systems to be able to draw up the vaccines before the start, so you had everything all ready to go,' she told newsGP.
'But the training says you have to use it immediately after it gets drawn up, which begs the question – what does "immediately" mean?'
According to the Australian Technical Advisory Group on Immunisation's (ATAGI) latest guidance, where doses will not be administered immediately one after another, each dose should be withdrawn and then administered to a recipient before another dose is withdrawn from the vial.
However, practices will be able to pre-prepare syringes under tight parameters.
'Where doses will be administered immediately one after another [eg in dedicated immunisation clinics, including within general practice], it is acceptable to withdraw multiple doses consecutively from one vial in the preparation area, with each filled syringe [with a capped administration needle] appropriately labelled and stored at the appropriate temperature and protected from light, before each dose is carried across to the administration area for use as soon as practical for each recipient,' the guidance states.
'In this setting, it is acceptable to pre-draw multiple doses from one vial and use within one hour if stored at room temperature, or within six hours if stored at 2–8°C.'
To ensure vaccine efficacy and safety, any doses that remain in the vial must be refrigerated between 2°C–8°C immediately after vaccine draw-up is completed.
Associate Professor Charlotte Hespe has welcomed the clarification.
'It's much more specific, and it's got much clearer accountability,' she said.
'This takes it back to what practices were planning on doing in the first place. So being able to draw them all up, label them, and have them ready to go. They're out of the fridge for an hour, and if they're in the fridge, it's all day, basically.'
While practices are being encouraged to vaccinate all patients on-site, ATAGI has stated that exceptions can be made for home visits for particularly vulnerable patients who are unable to leave their homes.
'However, this would require careful planning at the practice level and would be the exception, not the rule,' ATAGI states.
During the webinar, Dr Steph Davis, GP and a representative of the DoH's COVID‐19 Primary Care Response Group, said practices will have to pay particularly close attention to ensuring minimal wastage.
'The last thing you want to do is puncture a vial for that particular home visit and then not be able to use the rest of it and have seven or nine doses wasted,' she said.
'So it's just about thinking about all of the steps in that process before you're actually scheduling that.'
According to ATAGI, where possible, the vial should be transported and doses drawn up at the site of administration. Otherwise, if appropriate storage and prompt delivery within an hour can be achieved, pre-drawn doses may be transported.
The number of allocated doses listed in each practice's on-boarding will be the ongoing supply for the first 12 weeks of the vaccination program, with practices encouraged to plan bookings in advance for the three-month period.
However, practices are being strongly advised against 'stockpiling' vaccines and will be required to demonstrate they have used their weekly allocation before being able to place their next order.
Dr Davis said allocation of doses has been based on each practice's self-assessed capacity and practice population, as well as the density of the local population eligible for phase 1b.
'So if a practice has been allocated 400 [doses] and they have ordered 400, they are expected to use that allocation in a week,' she said.
'If you are not able to do so, or you want to reduce your allocation, please contact us [at the DoH] and contact the VOC [Vaccinations Operations Centre] so that we can make those changes – and some practices have.
'If you go through your first week and you're not able to go through that allocation, that's okay. No one is required to go above what they're able to provide. But then your allocation thereafter will need to be reduced to an allocation that you're able to use.
'We want to minimise the chances of vaccines being left in fridges and not being used in the week because we want to ensure that we maximise the number of people who are receiving the vaccine every week.'
To ensure practices can avoid wastage, and meet targets, Associate Professor Hespe said it will be crucial to have an effective booking system.
'You don't want to overbook people because that's going to get people upset more than having some spare,' she said.
'There's a couple of the booking systems that will let you take into account what didn't get used up one day … and have a list of people that you can call in at the end of the session if you've got some spare doses.'
Despite the slow start to the rollout and issues with the national booking system, Federal Health Minister Greg Hunt has assured Australia is on target to have the majority of the population inoculated with at least one dose of the coronavirus vaccine by October. To help ease the second phase, ATAGI has recommended that practices encourage patients to book their second dose at the time they have their first.
But while Associate Professor Hespe says the guidance is a step in the right direction, the recent issues with the vaccination booking platform shows there is still a need for clear and timely communication.
'GPs just want an assurance that they're going to have the vaccines on site,' she said.
'And it'd be nice if we could have the feeling [that] government is being responsive when they get it wrong.
'[They could have] announced that it's a slow rollout, expect in the next four weeks that you will start to be contacted by your GPs or then start to look for where [vaccinations are being offered], rather than having said it's rolling out on Monday.
'They're clearly saying to us, you are not rolling it out Monday – it's a little trickle from Monday. Why couldn't they have said that to the community as well?'
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Where In The World Is Satoshi Nakamoto
Former ECB President's Statement Shows Bitcoin Does Have Impact on the Economy
By cinerama November 14, 2019 Bitcoin Business
Click here to view original web page at www.newsbtc.com
While many enthusiasts offer a bullish assessment of the future of cryptocurrencies like bitcoin and the ways it can be used to replace or supplement fiat currency, the coins have received mixed reactions from central banks across the globe.
Now, former European Central Bank (ECB) president Jean-Claude Trichet has slammed cryptocurrencies — including Facebook's Libra project — warning that Bitcoin is "not real" and not the future of money.
"I am strongly against bitcoin, and I think we are a little complacent," said Trichet, speaking during a panel discussion at Beijing-based media group Caixin's annual conference last weekend.
Bitcoin is not real, and any purchase amounts to speculation, says ECB's ex-chief as he pours cold water on cryptocurrency.
Bitcoin price soared in the first six-months of this year only to stall amid concerns lawmakers and regulators could be poised to crackdown on the nascent industry. Speculation surrounding these issues does impact price, and being that the industry is barely 10 years old, volatility is to be expected.
But Trichet is apparently unable to see past the short-term, going so far as to call the world's leading digital coin — one with a $155 billion market cap — "unhealthy:"
"[Bitcoin] itself is not real, with the characteristics that a currency must have. Even if [the cryptocurrency] is supposed to be based on underlying assets, I am observing a lot of speculation. It is not healthy."
One does have to wonder why Trichet is so worried about digital coins like bitcoin: earlier this year the ECB released a report stating that in their current state, cryptocurrencies pose no tangible impact to the "real economy:"
"Crypto-assets do not fulfill the functions of money and, at the current stage, neither do they entail a tangible impact on the real economy nor have significant implications for monetary policy. The very low number of merchants that allow the purchase of goods and services with bitcoins indicates no influence of the most prominent crypto-asset on price-setting," the report read.
In an increasingly digitized world, there are alternatives to fiat currency that aren't, strictly speaking, cryptocurrencies. Trichet prefers what's called the Special Drawing Rights (SDR) created by the International Monetary Fund (IMF), whose value is pegged to the US dollar, the euro, the pound sterling, the renminbi, and the yen.
The world may be moving away from physical coins and notes, but that path may not be in the direction of cryptocurrency and bitcoin. "We are already in a domain which has much less physical currency," he said. "Whether we are in a domain where that will be replaced with crypto? I have doubts there."
Other central bank leaders have different ideas. Speaking to fellow policy makers earlier this year, Bank of England Governor Mark Carney outlined his vision for the international economy, saying the USD's position as the world's reserve currency must end, and that some form of global digital currency would be a better option.
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DSV Austin and Aarhus Business College Students meet to discuss DSV.
Employees from the Austin office recently presented on the culture of DSV to a group of students who traveled to Texas from Aarhus Business College in Denmark.
They learned about what sets DSV apart from competitors, how DSV plans for future employees through the Young DSV program, and the work DSV does as part of the Corporate Social Responsibility (CSR).
The students were interested in hearing all about the DNA of DSV and how the company has managed to be profitable year after year.


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Global recession not yet on the cards – economist
Protectionist economics are unlikely to cause a fresh global recession unless protectionist policies from the world's economies escalate further.
This is according to NKC African Economics CEO and Chief Economist Adrian Cooper, who was speaking at a colloquium organised by NKC Economics in Cape Town on Thursday morning.
The colloquium comes amid what some have described as a wave of protectionist policies sweeping several developed economies, including the United States and the United Kingdom. These have been characterised, among other things, by increasingly tense trade discussions between the US and China, and the United Kingdom's decision to leave the European Union.
According to Cooper, clients have expressed concern to NKC African Economics about the risk of a global recession as a result of the fallout from these and similar events.
Cooper said while the global economy was slowing, the pattern of the slowdown resembled the years 2015-2016 more closely than 2008, or any of the patterns observed in the global economy in the years preceding that year's global economic crisis.
Boom slowing
"There are things going on in the world economy that have a lot of people worried. The boom we saw is slowing and it is increasingly getting stagnant in terms of world trade.
"On the other hand, data for the big economies shows GDP growth was a bit stronger than anticipated," said Cooper.
Cooper said the rate at which the global economy grew eventually had to get in line with its productivity, saying it "had to happen".
"We couldn't continue to grow the way we did in the first half of 2018 for much longer. Unemployment rates globally have been falling but it cannot continue to fall at this rate for much longer. The economic growth must fall in line with its production potential eventually," Cooper said.
'Things have to get a lot worse'
He said even though protectionist populist policies were unlikely to trigger a recession, policy makers had to be very imaginative to fight the next global economic downturn, should it come.
"I'm not pretending that trade wars can't cause a global downturn. But things do have to get a lot worse on that front before it causes the worst-case scenario.
"Secular stagnation challenges will hold back growth in the medium term. Populist pressures are therefore likely to continue to increase, and policy makers will need to be more unconventional policies in the face of the next recession," he said.
He said the risk of a recession would only escalate if the tariff threats the United States has used in its engagements with countries like China and Mexico are in fact implemented.
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Tag: Operation OKRA
#BookReview – Armageddon and OKRA: Australia's air operations in the Middle East a century apart
Reviewed by Dr Peter Layton
Lewis Frederickson, Armageddon and OKRA: Australia's Air Operations in the Middle East a Century Apart. Newport, NSW: Big Sky Publishing, 2020. Tables. Illustrations. Bibliography, Index. Pbk. 231 pp.
Armageddon and OKRA is the first in a planned series about the Royal Australian Air Force's (RAAF) air campaigns being compiled as part of the RAAF's 100th-anniversary celebrations. The RAAF's Chief of Air Force (CAF) intends for the series' works to be 'readable, well-illustrated, educative and enduring' (p. 3). In the main, Armageddon and OKRA ably meets these ambitions.
The book though carries additional burdens in aiming not just to market the RAAF to the Australian public but also to contribute to the Air Force's professional military education and be of interest to serious academic researchers. It would be difficult for any work to satisfy such a diverse audience completely. Given this split, this review discusses Armageddon and OKRA from both a reader's viewpoint and a military organisational perspective.
Armageddon and OKRA is split into two main parts. Part one examines Australian air power during the First World War in the Middle East between 1915 and 1919. The principal focus is on the operations of No.1 Squadron of the Australian Flying Corps (AFC) during the British capture of Palestine and Syria from the Ottoman Turks in 1917-1918. 'Armageddon' in the title refers to the Battle of Megiddo in late September 1918 in which the No. 1 Squadron fought. This English language word comes from the Ancient Greek name for Mount Megiddo, subsequently used in the Christian Bible's Old Testament.
Part two then moves forward a hundred years to 2014-2018 and the US-led coalition operations to support the Iraqi Government to defeat Islamic State (ISIS). Part two's principal focus is the small RAAF Air Task Group deployed for this task as part of the larger Australian Defence Force's Operation OKRA, and which involved (amongst others) No.1 Squadron again. This is a rather elegant symmetry that perhaps was not made as much use of as could have been.
The involvement of the RAAF and its predecessor, the AFC in these two periods was at the tactical level of war and accordingly, the book's main focus centres around squadron operations. Part one provides a comprehensive overview that nicely relates the tactical to the strategic level, the air activities undertaken, the various aircraft Australian's were trained on and flew in operations, maintenance aspects and the air-to-air and air-to-ground weapons used. In this part, No.1 Squadron's use of the Bristol F.2b Fighter in 1918 features prominently, including the destruction of a large Turkish ground force that the unit trapped in the Wadi Fara gorge. Also notable is the attention paid to including the opposing German squadrons, particularly FA300, and how they impacted No.1 Squadron. Wars involve two sides, however; many histories overlook this interdependence.
No. 1 Squadron, Australian Flying Corps next to their Bristol FB1 fighters, at Mejdel. The officer in the foreground (with stick) is Lieutenant-Colonel R. Williams, D.S.O., commanding. (Source: Australian War Memorial)
Part two is somewhat different. Early on, there is a detailed examination of the command-and-control arrangements for OKRA. The naming protocols are quite arcane for the casual reader, not unsurprisingly as their origin lies in the demands of automated messaging systems not in easy human comprehension. This then moves into several short chapters that discuss the daily air operations as seen at the squadron-level by OKRA's deployed air units. These units flew the F/A-18 'Classic' Hornet fighter/bomber, the F/A-18F Super Hornet fighter/bomber, the E-7A Wedgetail airborne warning and control aircraft and the KC-30A air-to-air refuelling tanker.
By the time the reader reaches these final chapters, it is apparent that CAF's aims to be 'readable, well-illustrated, educative and enduring' has been achieved. In Australia, the book is keenly priced while its excellent line drawings of aircraft and numerous photographs add to the overall appeal. Some may argue over 'enduring,' however, the second part of the book offers a level of detail of the RAAF's part in OKRA that is presently unequalled. In particular, future historians of these air operations will value this book because it gives the reader an insight into the rhythm and grind of daily squadron life during operations.
On the other hand, in meeting CAF's other dictum, the book falls a bit short for the professional or academic reader. It is not – nor was intended to be – a critical analysis of the RAAF's air operations in these two periods. The book dwells on the positives and only rarely and rather briefly notes any possible negatives. There are also reoccurring lapses into hagiography. Of the two parts of the book, the second is the most impacted. There is room left for a definitive, comprehensive history of the RAAF during OKRA.
In thinking about future works, the elegant symmetry of parts one and two was noted earlier. In reading the book, the more critical reader might like to assess the similarities and differences between No.1 Squadron operating as part of the British Empire and then 100 years operating as part of the American 'empire'. In the First World War, No. 1 Squadron and Australians were more broadly considered part of the British Empire; they were simply English people born offshore. It is unsurprising the future Air Marshal Sir Richard Williams, later the 'father of the RAAF,' ended the war commanding in battle the Royal Air Force's 40 Wing, which was overwhelming a British entity.
During OKRA, there is a much greater separation between the Americans and their foreign air force partners; the later provide tactical level forces to use as the US determines. However, through its astute alliance management process, the American empire has shaped foreign air forces to be fully and immediately interoperable with US forces regarding doctrine, equipment, support, and training. In contrast, in the British Empire's war, Australia provided people to Britain who needed to be trained, equipped and, later in battle, logistically supported. For Australian's, the British Empire was more collegiate, but the modern-day American one is arguably shrewder. Armageddon and Okra's author, Lewis Frederickson, has written a fine, relevant analysis on Australia's First World War experience for those wishing to explore such issues further.[1]
Two KC-30A Multi Role Tanker Transport aircraft sit together at the main air operating base in the Middle East Region on Operation OKRA. (Source: ADF)
Finally, it is worth discussing the book from a military organisational perspective. The book's forward sets out CAF's intentions for the series. These are not just laudable but noteworthy in breaking from the last 20 years of RAAF development. In these earlier periods, RAAF and other Australian Service chiefs stressed teamwork, and especially loyalty, over critical thinking.[2] This is a recognised problem for small professional military forces which lack the scale to be able to be 'broad churches' that can include disruptors.[3] In this series, and in his new Air Force Strategy, CAF now appears interested in setting off down this path.[4] If so, later books will need to be more analytical, including engaging in constructive criticism. It is uncertain if this will be possible or acceptable.
Armageddon and Okra is an excellent value read that makes a useful contribution to RAAF history. It is particularly important and valuable in breaking new ground on the RAAF's participation in OKRA against ISIS. Overall Armageddon and Okra will be of interest to the general public, military enthusiasts and undergraduates undertaking strategic studies courses.
Dr Peter Layton is a Visiting Fellow at the Griffith Asia Institute, Griffith University and a RUSI (UK) Associate Fellow. His PhD is in grand strategy, and he has taught on this at the US National Defense University. Author of the book Grand Strategy, his posts, articles and papers may be read here. He was also once a navigator on No.1 Squadron RAAF flying F-111Cs.
Header Image: Centenary tail art on a F/A-18F Super Hornet of No. 1 Squadron RAAF at the main air operating base in the Middle East Region during Operatyion OKRA. (Source: ADF)
[1] Lewis Frederickson, 'The Development of Australian Infantry on the Western Front 1916-1918: An Imperial model of training, tactics and technology' (PhD Thesis, UNSW Canberra, 2015)
[2] Peter Layton, 'Does Australia need thinking ANZACs?,' The Strategist,, 27 February 2014.
[3] Peter Roberts and Tony King, 'Is the Era of Manoeuvre Warfare Dead?,' Western Way of War: Episode 30, London: RUSI, 24 December 2020.
[4] Royal Australian Air Force, Air Force Strategy (Canberra: Department of Defence, 2020).
By Rossin Air Power History, Book Review, First World War, Modern Air Power January 5, 2021 1,436 WordsLeave a comment