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The inspiration for this book are the hundreds of thousands of police officers and firefighters worldwide that sacrifice their life each day to protect the public they serve. With a stagnant economy, many communities are finding it difficult to provide adequate public safety protection for their residents. Such challenges will require the emergence of dedicated, creative leaders never before seen. To achieve, we must begin preparing tomorrows leaders today! The many concepts and strategies found in this book fulfill that imperative. The Author began his public sector career as a Firefighter in Compton, California. He later joined the Prince Georges County, Maryland Fire Department as a Chief Officer and went on to become Fire Chief of Oakland, California. During 1995-6, he served as President of the International Association of Fire Chiefs. He left the fire service to become a City Manager. During his tenure he successfully led three different cities. They included Durham, North Carolina, San Diego, California and Santa Monica, California. At each, he successfully recruited and hired dynamic, forward thinking Police and Fire Chiefs. After 34 years of public service, he formally retired. He occasionally assists Cities who are faced with financial challenges and loves assisting Police and Fire Chief candidates prepare for their interviews. He possesses a Bachelors and Masters degree. He lives on a horse ranch in southern California with his wife, daughter, son-in-law and two grandsons. The family is currently establishing a grape vineyard.
From the Publishers Weekly review: "Two experts from Yale tackle the business wake-up-call du jour-environmental responsibility-from every angle in this thorough, earnest guidebook: pragmatically, passionately, financially and historically. Though "no company the authors know of is on a truly long-term sustainable course," Esty and Winston label the forward-thinking, green-friendly (or at least green-acquainted) companies WaveMakers and set out to assess honestly their path toward environmental responsibility, and its impact on a company's bottom line, customers, suppliers and reputation. Following the evolution of business attitudes toward environmental concerns, Esty and Winston offer a series of fascinating plays by corporations such as Wal-Mart, GE and Chiquita (Banana), the bad guys who made good, and the good guys-watchdogs and industry associations, mostly-working behind the scenes. A vast number of topics huddle beneath the umbrella of threats to the earth, and many get a thorough analysis here: from global warming to electronic waste "take-back" legislation to subsidizing sustainable seafood. For the responsible business leader, this volume provides plenty of (organic) food for thought. "
In this book, Steven Gold explains how contextual trauma therapy--specifically designed for survivors of multiple traumatic events and childhood developmental deprivation--not only promotes trauma resolution, but also provides a foundation for gratifying adult living.
Time or money should never be considered a barrier to pursuing travel dreams. With a little effort and planning, there are countless ways to see the world. In her comprehensive travel book, seasoned traveler Taryn White shares five easy steps and a multitude of practical tips that will help American travelers develop a personal vacation plan, choose the right, budget-friendly destination, and enjoy peace of mind while visiting exciting sites around the world. White relies on her vast travel experiences to lead future vacationers on a step-by-step process that provides valuable tips on how to: select an ideal seasonal destination; develop a trip wish list; conduct research to find the best deal; pack the right items; compare travel insurance options; and prepare adequately for each trip. Get Your Travel On! is a complete guide that shares advice, tools, and tips that will make travel easier for anyone ready to take a break from day-to-day stress and satisfy their wanderlust.
Presently, he is a professor of management at Fort Hays State University and an adjunct professor at Colorado State University–Global. He has served as a professor of management at Shenyang Normal University, China; a professor of international business at Keimyung University, South Korea; and a professor of accounting and finance at Monarch Business School, Switzerland. He has also taught at Northcentral University and University of Phoenix.
Leonardo is only in his early twenties and doesn't expect much from life. His father became an alcoholic after his mother died, and now Leonardo has to work two jobs to pay the family bills, as well as some of his father's debts in nightclubs. He's tired of this life, full of hard work to get his father out of trouble, which has cost him four jobs. Leonardo went home tired and, as soon as he opened the door, he was shocked to find three other men in the room, in addition to his injured father, one of them pointing a gun at his father's head. The man turned his head to look at him coldly, examining him from head to toe. Leonardo only felt chills down his spine. "Your dear father owes me some money. I gave him a deadline, but he didn't meet it, and I came to collect the debt." "How much?" "Twenty-eight thousand dollars." "What?" He was later cornered by Frank Gold, the mobster, who seemed to want something more than money...
Example in this ebook Note on “Strategic” and “Nonstrategic” To help protect the security of the free world, the United States and certain other countries have been working together for more than four years to withhold strategic goods from the Soviet bloc. But how can you tell strategic goods from nonstrategic goods? A good many people have asked that question. It is a reasonable question and it deserves a nontechnical answer. The answer is that strategic goods, as understood in the day-to-day operations of the program, are those goods which would make a significant contribution to the warmaking power of the Soviet bloc. This is a practical guide to action. There is no rigid definition that holds good for all times, places, and circumstances. All strategic goods don’t have the same degree of strategicness. The free countries have embargoed some, merely limited others in quantity, and kept still other items under surveillance so that controls could be imposed if necessary. Even the same item may vary in strategic importance, depending on the destination, the changing supply situation behind the Iron Curtain, and other circumstances which may change from time to time. Whether an item includes advanced technology is an important consideration. In specific cases, two experts of equal competence may disagree on these things. Two agencies of government, differing in function, may bring different points of view to a given problem. The same is true of governments. Since there is no distinctly visible boundary between “strategic” and “nonstrategic,” some people insist there is no such thing as a nonstrategic item at all. It is true that even bicycles, typewriters, or ordinary hardware may help the other fellow by strengthening his general economy. And these people argue that anything that contributes to the general economy helps in a military way, too. That is a correct concept in actual warfare but it is not an acceptable concept of “strategic” in the present situation, for trade on certain terms can help the free nations too. They carry on two-way trade with the Soviet bloc for concrete commercial benefits. The problem is to gain those benefits without permitting the Kremlin to accelerate the growth of military power or to divide the free world. In rating items as strategic or nonstrategic, it is clear that there are innumerable commodities, used entirely or mainly for civilian purposes, which would not make a clearly significant contribution to war potential. No one would have trouble drawing a line between a jet plane and a suit of clothing, to take an extreme example. Few would have difficulty putting cobalt on one side of the line and butter on the other. As for the border area where it is less clear what contribution an item would make, the allied governments put their heads together, pool their facts, and try to arrive at mutually acceptable judgments. As President Eisenhower has said, “Unity among free nations is our only hope for survival in the face of the worldwide Soviet conspiracy backed by the weight of Soviet military power.” To be continue in this ebook