Finding Aid MS 22-Twining, Nathan
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Advanced Practice Provider (APRN & PA) Leadership Summit
Hosted by: 12th Annual Advanced Practice Provider (APRN & PA) Leadership Summit September 11 - 14, 2019 Washington DC INTRODUCTION Program Overview The 12th Annual Advanced Practice Provider (APRN & PA) Leadership Summit is a national forum for healthcare leaders and clinicians to share information, develop a consistent platform and map out solutions for universal and reoccurring struggles involving the administrative, managerial, policy and practice aspects of advanced practice providers (advanced practice nursing roles and physician assistants). Continuing Education Attendees will benefit from networking with other healthcare leaders and clinicians and will gain support and resources to enhance advanced practice at their Continuing Education (CE) organizations. Novel strategies and approaches to a Credit: APRNs & RNs variety of advanced practice topics will be shared. Advanced Practice Provider Executives, Interactive discussions with advanced practice leaders will Inc. (APPex) is an approved provider of help attendees learn about state, regional and national continuing nursing education by the challenges, successes and changes. California Board of Registered Nursing (Sacramento, CA). Educational Benefits Provider approved by the California • Network with other healthcare leaders and clinicians Board of Registered Nursing, Provider • Gain support and resources to enhance advanced Number 16233, for 28 contact hours. practice at your organization • Learn novel strategies and approaches to a variety of Continuing Medical advanced practice topics Education (CME) • Learn about state, regional and national challenges, Credit: PAs successes and changes through interactive discussion with advanced practice leaders This program has been reviewed and is approved for a maximum of 28 hours of Target Audience AAPA Category 1 CME credit by the Physician Assistant Review Panel. -
Pentagon Salutes Revised Food Courts Options Range from Quick Bites to Sit-Down Dining by BARRY LOBERFELD ASSISTANT EDITOR
FACILITY PROFILE Pentagon Salutes Revised Food Courts Options Range From Quick Bites to Sit-Down Dining BY BARRY LOBERFELD ASSISTANT EDITOR aving completed the last in a seven-year three-stage renova- tion of Pentagon foodservice, the iconic Department of Defense H(DoD) building’s cuisine spans the spectrum from fast food to fi ne dining. Three main food courts comprise the lion’s share of Pentagon food service. Two of the food courts, each offering seating for approximately 250, feature a mélange of branded and non-branded concepts, includ- ing Peruvian Chicken, Taco Bell, McDonald’s, Dunkin’ Donuts, Sbarro and Panda Express, plus clerk-served salad bars and fresh sandwich and Panini stations. The largest food court, the Concourse Food Court, is also the one opened most recently, in September. It is an 875-seat space that houses a Burger King, Subway, Popeyes, Starbucks, RollerZ, Surf City Squeeze and a Dunkin’ Donuts/Baskin-Robbins joint concept. Single-unit food service operations, which are spaces featuring and run by only one business, include a 180-seat Sbarro; the Center Court Café, a 70-seat café located in the middle of the Pentagon’s Center Courtyard; a 40-seat Subway; a 24/7 Dominic’s food service operation; and various cart operations. On Dec. 2, 2009, foodservice renovation plans culminated with the new Pentagon Dining Room opening its doors, introducing a fi ne-dining experience and signaling the work had reached completion. “This facil- ity,” said Jeff Keppler, busi- ness manager/contracting offi cer for the Department of Defense Concessions Committee (DoDCC), “is a 220-seat tablecloth res- taurant that also offers two private function rooms, capable of seating 40 and another with a capacity of 20. -
City Council Agenda
CITY OF SAN MARINO CITY COUNCIL AGENDA Steven W. Huang, DDS, Mayor www.cityofsanmarino.org Gretchen Shepherd Romey, Vice Mayor (626) 300-0700 Phone Susan Jakubowski, Council Member (626) 300-0709 Fax Steve Talt, Council Member City Hall Council Chamber Ken Ude, Council Member 2200 Huntington Drive Marcella Marlowe, Ph.D., City Manager San Marino, CA 91108 REGULAR MEETING OF THE SAN MARINO CITY COUNCIL WEDNESDAY, NOVEMBER 13, 2019 AT 6:00 P.M. CITY HALL COUNCIL CHAMBERS 2200 HUNTINGTON DRIVE SAN MARINO, CA 91108 The City of San Marino appreciates your attendance. Citizens’ interest provides the Council with valuable information regarding issues of the community. Regular Meetings are held on the 2nd Wednesday of every month at 6:00 p.m. Typically, Adjourned Meetings are held on the last Friday of every month at 8:30 a.m. In compliance with the American Disabilities Act, any person with a disability who requires a modification or accommodation in order to participate in a meeting should contact the City Clerk’s Office at (626) 300-0705 prior to the meeting. CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL: Council Member Jakubowski, Council Member Talt, Council Member Ude, Vice Mayor Shepherd Romey, and Mayor Huang. POSTING OF AGENDA The agenda is posted 72 hours prior to each meeting at the following locations: City Hall, 2200 Huntington Drive, the Crowell Public Library, 1890 Huntington Drive, and the Recreation Department, 1560 Pasqualito Drive. The agenda is also posted on the City’s website: http://www.cityofsanmarino.org. CITY COUNCIL AGENDA – NOVEMBER 13, 2019 PAGE 2 OF 6 PUBLIC COMMENTS The City welcomes public input. -
The United States Atomic Army, 1956-1960 Dissertation
INTIMIDATING THE WORLD: THE UNITED STATES ATOMIC ARMY, 1956-1960 DISSERTATION Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Paul C. Jussel, B.A., M.M.A.S., M.S.S. * * * * * The Ohio State University 2004 Dissertation Committee Approved by Professor Allan R. Millett, Advisor Professor John R. Guilmartin __________________ Professor William R. Childs Advisor Department of History ABSTRACT The atomic bomb created a new military dynamic for the world in 1945. The bomb, if used properly, could replace the artillery fires and air-delivered bombs used to defeat the concentrated force of an enemy. The weapon provided the U.S. with an unparalleled advantage over the rest of the world, until the Soviet Union developed its own bomb by 1949 and symmetry in warfare returned. Soon, theories of warfare changed to reflect the belief that the best way to avoid the effects of the bomb was through dispersion of forces. Eventually, the American Army reorganized its divisions from the traditional three-unit organization to a new five-unit organization, dubbed pentomic by its Chief of Staff, General Maxwell D. Taylor. While atomic weapons certainly had an effect on Taylor’s reasoning to adopt the pentomic organization, the idea was not new in 1956; the Army hierarchy had been wrestling with restructuring since the end of World War II. Though the Korean War derailed the Army’s plans for the early fifties, it returned to the forefront under the Eisenhower Administration. The driving force behind reorganization in 1952 was not ii only the reoriented and reduced defense budget, but also the Army’s inroads to the atomic club, formerly the domain of only the Air Force and the Navy. -
Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress
Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress September 16, 2021 Congressional Research Service https://crsreports.congress.gov RL32665 Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress Summary The current and planned size and composition of the Navy, the annual rate of Navy ship procurement, the prospective affordability of the Navy’s shipbuilding plans, and the capacity of the U.S. shipbuilding industry to execute the Navy’s shipbuilding plans have been oversight matters for the congressional defense committees for many years. In December 2016, the Navy released a force-structure goal that calls for achieving and maintaining a fleet of 355 ships of certain types and numbers. The 355-ship goal was made U.S. policy by Section 1025 of the FY2018 National Defense Authorization Act (H.R. 2810/P.L. 115- 91 of December 12, 2017). The Navy and the Department of Defense (DOD) have been working since 2019 to develop a successor for the 355-ship force-level goal. The new goal is expected to introduce a new, more distributed fleet architecture featuring a smaller proportion of larger ships, a larger proportion of smaller ships, and a new third tier of large unmanned vehicles (UVs). On June 17, 2021, the Navy released a long-range Navy shipbuilding document that presents the Biden Administration’s emerging successor to the 355-ship force-level goal. The document calls for a Navy with a more distributed fleet architecture, including 321 to 372 manned ships and 77 to 140 large UVs. A September 2021 Congressional Budget Office (CBO) report estimates that the fleet envisioned in the document would cost an average of between $25.3 billion and $32.7 billion per year in constant FY2021 dollars to procure. -
CSUSB Scholarworks May 2014
California State University, San Bernardino CSUSB ScholarWorks Inland Empire Business Journal Special Collections & University Archives 5-2014 May 2014 Inland Empire Business Journal Follow this and additional works at: https://scholarworks.lib.csusb.edu/iebusinessjournal Part of the Business Commons Recommended Citation Inland Empire Business Journal, "May 2014" (2014). Inland Empire Business Journal. 203. https://scholarworks.lib.csusb.edu/iebusinessjournal/203 This Article is brought to you for free and open access by the Special Collections & University Archives at CSUSB ScholarWorks. It has been accepted for inclusion in Inland Empire Business Journal by an authorized administrator of CSUSB ScholarWorks. For more information, please contact [email protected]. Volume 26 Number 5 May 2014 $2.00 www.busjournal.com AT DEADLINE Prosecutors Call Motions to Dismiss Special Colonies Case Disingenuous Sections Veteran Healthcare and Frivolous Cal State San Bernardino Executive Eyed for In responses filed in San Bernardino Superior Court March 28 Maintains Prestigious AACSB and unsealed on April 4, prosecutors reject the contention of indict- Business Accreditation ARMC Director ed Rancho Cucamonga developer Jeff Page 22 A veteran healthcare execu- Burum’s attorney that alleged prosecu- Which Financial Paperwork to tive who led the recent $50 torial misconduct, the withholding of Keep and Which to Toss? million turnaround of evidence, the misstatement of facts in Page 5 Riverside County Regional the indictment and failure to obtain the Medical Center is on tap to indictment in a timely manner require RESTAURANT REVIEW become the new director at San that the criminal charges Burum faces The Lazy Dog Restaurant must be dismissed. -
CHAPTER 5 BRAINPOWER for LEADERSHIP
5 VOLUME TWO: TEAM LEADERSHIP CHAPTER 5 BRAINPOWER for LEADERSHIP LEADERSHIP IS AN INTELLECTUAL ACTIVITY. It requires brainpower. Developing your brainpower can only make you a more effective leader. Recognizing this fact, the U.S. military, the most professional force in the world, requires all officers to be college graduates. Moreover, even after commissioning, officers will attend four or more graduate-level schools on their way to the grade of colonel and above. Top NCOs receive a rigorous education, too. Moreover, a leader’s overall brainpower will affect his or her success. In this chapter, we look at critical thinking, creativity, and teaching – three aspects of leadership that speak to the need for serious study and the application of brainpower. Leaders need to teach themselves how to think and how to learn. If you want to lead, you better get yourself smart. 38 VOLUME TWO: TEAM LEADERSHIP CRITICAL THINKING CHAPTER GOALS 1. Explain why and how leaders “To every complex question there is a simple answer, try to be critical thinkers. and it is wrong.” 2. Appreciate the value of H.L. MENCKEN creativity in leadership. Journalist and social critic 3. Develop an understanding OBJECTIVE: of some fundamentals in teaching 1. Defend the claim that critical thinking has a direct and training. impact on a leader’s effectiveness. If leadership requires careful study and reflection, as we discussed in chapter three, then a leader’s critical CHAPTER OUTLINE thinking skills have a direct influence on his or her In this chapter you will learn about: effectiveness. The good news is that everyone can develop better critical thinking skills through study Critical Thinking and practice. -
By March, Supervisors Vow Study on High Desert County Hospital with Trauma Center
9/12/2017 By March, Supervisors vow study on High Desert county hospital with trauma center By March, Supervisors vow study on High Desert county hospital with trauma center By Shea Johnson Staff Writer Posted Sep 11, 2017 at 1:04 PM Updated Sep 11, 2017 at 1:04 PM San Bernardino County officials will analyze within the next six months the feasibility of constructing a county hospital with a trauma center in the High Desert. San Bernardino County officials will analyze within the next six months the feasibility of constructing a county hospital with a trauma center in the High Desert. It was only one of six recommendations made by the civil Grand Jury in late June in response to a shortage of emergency room beds and hospital overcrowding in this region, but it was the most striking due to the enormity of such an undertaking, likely to cost hundreds of millions of dollars. In a proposed response to the jury’s report expected to be approved by county Supervisors on Tuesday, the officials, acting in their capacity as the governing board of the Inland Counties Emergency Management Agency, say research is required. “This recommendation requires further analysis, specifically a discussion involving the various stakeholders on the costs, feasibility and various possible approaches to addressing the concerns upon which the recommendation is based,” the Supervisors’ response said. The analysis, it continued, will take place within six months of Tuesday, meaning by no later than mid-March. http://www.vvdailypress.com/news/20170911/by-march-supervisors-vow-study-on-high-desert-county-hospital-with-trauma-center 1/3 9/12/2017 By March, Supervisors vow study on High Desert county hospital with trauma center In a conversation following the Grand Jury report’s release, Supervisors Chairman Robert Lovingood, who represents the Victor Valley, described a county hospital as recommended by the jury, similar to that of Arrowhead Regional Medical Center in Colton, as “a priority.” “I think it’s absolutely on,” he told the Daily Press at the time. -
The Story of Dr. Sidney R. Ga R Field
GarfieldCoverFINAL.pdf 3/17/09 9:48:53 AM How one physician’s revolutionary vision paved the way from a 12-bed hospital in the Mojave Desert at the height of the Great Depression to what is today the nation’s largest, most successful THE STORY OF nonprot health care organization — Kaiser Permanente. Like the architect he always wanted to be, physician Sidney R. Gareld spent most of his life designing and building a model of a new kind of health care. Built on the foundations of group practice (as opposed to solo practice), prepayment (as opposed to fee-for-service), and prevention and health promotion (as opposed to sick care only), it was in many ways the opposite, mirror-image of the way health care was nanced and delivered in the rest of America. In partnership with Henry J. Kaiser, one of the great industrialists of the early 20th century, Gareld stood rm against waves of early opposition from mainstream medicine and went on DR. SIDNEY R. GA to build one of the most acclaimed and successful health care organizations in America. This book tells the story of Dr. Sidney Gareld’s long and eventful career in turning his desert dream into a thriving and enduring reality that continues to oer a practical model for the future of American health care. C M Words from Permanente Medical Leaders Y CM Thank you for the advance copy of your new Dr. Gareld was a remarkable man and this R MY book on Dr. Gareld. I could not stop reading book does an excellent job of chronicling his FIELD CY it until I had nished it all. -
DEPARTMENT of the ARMY the Pentagon, Washington, DC 20310 Phone (703) 695–2442
DEPARTMENT OF THE ARMY The Pentagon, Washington, DC 20310 phone (703) 695–2442 SECRETARY OF THE ARMY 101 Army Pentagon, Room 3E700, Washington, DC 20310–0101 phone (703) 695–1717, fax (703) 697–8036 Secretary of the Army.—Dr. Mark T. Esper. Executive Officer.—COL Joel Bryant ‘‘JB’’ Vowell. UNDER SECRETARY OF THE ARMY 102 Army Pentagon, Room 3E700, Washington, DC 20310–0102 phone (703) 695–4311, fax (703) 697–8036 Under Secretary of the Army.—Ryan D. McCarthy. Executive Officer.—COL Patrick R. Michaelis. CHIEF OF STAFF OF THE ARMY (CSA) 200 Army Pentagon, Room 3E672, Washington, DC 20310–0200 phone (703) 697–0900, fax (703) 614–5268 Chief of Staff of the Army.—GEN Mark A. Milley. Vice Chief of Staff of the Army.—GEN James C. McConville (703) 695–4371. Executive Officers: COL Milford H. Beagle, Jr., 695–4371; COL Joseph A. Ryan. Director of the CSA Staff Group.—COL Peter N. Benchoff, Room 3D654 (703) 693– 8371. Director of the Army Staff.—LTG Gary H. Cheek, Room 3E663, 693–7707. Sergeant Major of the Army.—SMA Daniel A. Dailey, Room 3E677, 695–2150. Directors: Army Protocol.—Michele K. Fry, Room 3A532, 692–6701. Executive Communications and Control.—Thea Harvell III, Room 3D664, 695–7552. Joint and Defense Affairs.—COL Anthony W. Rush, Room 3D644 (703) 614–8217. Direct Reporting Units Commanding General, U.S. Army Test and Evaluation Command.—MG John W. Charlton (443) 861–9954 / 861–9989. Superintendent, U.S. Military Academy.—LTG Robert L. Caslen, Jr. (845) 938–2610. Commanding General, U.S. Army Military District of Washington.—MG Michael L. -
Virginia Military Factbook Presented by the Secretary of Veterans and Defense Affairs 2020 Contents
Virginia Military Factbook Presented by the Secretary of Veterans and Defense Affairs 2020 Contents Study Overview ..................................... 2 How Virginia Ranks .................................. 4 Statewide Defense Economic Impacts ................ 6 Region 1 ............................................ 8 City of Montgomery. 10 City of Radford .................................................11 Pulaski County .................................................11 Region 2 ........................................... 12 Nottoway County ..............................................14 Brunswick County ..............................................15 Dinwiddie County ..............................................15 Region 3 ........................................... 16 Chesterfield County ............................................18 Prince George County ..........................................19 Region 4 ........................................... 20 Accomack County. 22 City of Norfolk .................................................23 City of Chesapeake .............................................24 City of Portsmouth .............................................25 City of Hampton ...............................................26 City of Virginia Beach ...........................................27 City of Newport News ..........................................28 York County ...................................................29 Region 5 ........................................... 30 Caroline County ................................................32 -
Welcome to the Pentagon • 2021 Foreward 2021 Orientation and Guide
WELCOME TO THE PENTAGON • 2021 FOREWARD 2021 ORIENTATION AND GUIDE PENTAGON RESERVATION COVID-19 OPERATIONS Right now, the Pentagon is operating in a unique COVID-19 environment. The Department of Defense (DoD) implemented precautionary measures when the COVID-19 pandemic began and continues to monitor and assess the situation carefully with the assistance of expert guidance from the Centers for Disease Control, and local, state, and federal authorities. In response to the COVID-19 pandemic, the Pentagon Reservation adopted the Department’s Health Protection Condition framework known as HPCON levels. They range from Alpha to Delta, and each one has specific guidelines for employees to follow. You will find a detailed list of these guidelines on the Washington Headquarters Services (WHS) website: www.WHS.mil. Hours of operation and Operating Status for certain services on the Pentagon Reservation are subject to change. Log on to www.whs.mil/ coronavius for most up to date information. Stay safe, stay healthy and welcome to the Pentagon. 2 3 TABLE OF CONTENTS PENTAGON RESERVATION COVID-19 OPERATIONS 3 THE PENTAGON RESERVATION 9 TRANSPORTATION 11 METROPOLITAN AREA TRANSIT OPTIONS ..........................................................................................................................................................................................................11 WASHINGTON HEADQUARTERS SERVICES TRANSPORTAION MANAGEMENT PROGRAM OFFICE (WHS TMPO) .......................................................................................11