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Commercial Participating Areas: Figtree PACE Financing. Commercial Participating Cities and Counties. California state law AB- 8. PACE Financing. With this legislation in place cities and counties, then choose to adopt the Figtree Program. Everywhere our On. Demand. PACE. Even if the county has adopted the program, each city within the county still has to choose to make Figtree PACE available. Figtree Financing is working with cities and counties across California to make PACE financing available. Sacramento County Pace Program Michigan
The Program for All–Inclusive Care for the Elderly is a federally and state funded program that works towards helping the elderly live independently in the community. Sacramento Approves Innovative HERO PACE Program to Save Energy and Water. HERO adopted by 370 CA jurisdictions, $1.19B in funded projects Jan 20, 2016, 15:44 ET. On November 5, 2013, the Sacramento County Board of Supervisors authorized the Property Assessed Clean Energy (PACE) program for both commercial and residential. Media Fact Sheet on the CaliforniaFIRST Program.
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Why leadership- development programs fail . US companies alone spend almost $1. Colleges and universities offer hundreds of degree courses on leadership, and the cost of customized leadership- development offerings from a top business school can reach $1. Almost two- thirds of the respondents identified leadership development as their number- one concern. Only 7 percent of senior managers polled by a UK business school think that their companies develop global leaders effectively,3 and around 3. US companies admit that they have failed to exploit their international business opportunities fully because they lack enough leaders with the right capabilities. We’ve talked with hundreds of chief executives about the struggle, observing both successful initiatives and ones that run into the sand. In the process, we’ve identified four of the most common mistakes. Here we explain some tips to overcome them. Together, they suggest ways for companies to get more from their leadership- development efforts—and ultimately their leaders—as these organizations face challenges ranging from the next demanding phase of globalization to disruptive technological change and continued macroeconomic uncertainty. Overlooking context. Applications will be due by close of business on Friday, January 17, 2014. NRCS Strategic Leaders Development Program Application. The Strategic Leaders Development Program (SLDP) will focus on deepening knowledge and. The Emerging Leaders program provides next-generation leaders with the skills and connections essential to professional success and effective community leadership. Find New Leaders Development Program program details such as dates, duration, location and price with The Economist Executive Education Navigator. At IBM, HR is a strategic partner to the business, advancing the company\'s goals and objectives. Join a global group of top talent in the HR Leadership Development Program (HRLDP) to apply and develop. Context is a critical component of successful leadership. A brilliant leader in one situation does not necessarily perform well in another. Academic studies have shown this, and our experience bears it out. The CEO of a large European services business we know had an outstanding record when markets were growing quickly, but he failed to provide clear direction or to impose financial discipline on the group’s business units during the most recent economic downturn. Instead, he continued to encourage innovation and new thinking—hallmarks of the culture that had previously brought success—until he was finally replaced for underperformance. Icma Emerging Leaders Development ProgramIf the answer is to support an acquisition- led growth strategy, for example, the company will probably need leaders brimming with ideas and capable of devising winning strategies for new or newly expanded business units. If the answer is to grow by capturing organic opportunities, the company will probably want people at the top who are good at nurturing internal talent. Instead, what we often find is a long list of leadership standards, a complex web of dozens of competencies, and corporate- values statements. Each is usually summarized in a seemingly easy- to- remember way (such as the three Rs), and each on its own terms makes sense. In practice, however, what managers and employees often see is an “alphabet soup” of recommendations. We have found that when a company cuts through the noise to identify a small number of leadership capabilities essential for success in its business—such as high- quality decision making or stronger coaching skills—it achieves far better outcomes. This art of influencing others outside formal reporting lines runs counter to the rigid structures of many organizations. In this company, it was critical for the sales managers to persuade the IT department to change systems and working approaches that were burdening the sales organization’s managers, whose time was desperately needed to introduce important sales- acceleration measures. When managers were able to focus on changing the systems and working approaches, the bank’s productivity rose by 1. Young Leaders Development ProgramAn Asian engineering and construction company, for example, was anticipating the need for a new cadre of skilled managers to run complex multiyear projects of $1 billion or more. To meet this challenge, it established a leadership factory to train 1,0. The first took experts at tendering (then reactive and focused on meeting budget targets) and sought to turn them into business builders who proactively hunted out customers and thought more strategically about markets. The second took project executors who spent the bulk of their time on site dealing with day- to- day problems and turned them into project directors who could manage relationships with governments, joint- venture partners, and important customers. The third targeted support- function managers who narrowly focused on operational details and costs, and set out to transform them into leaders with a broader range of skills to identify—and deliver—more significant contributions to the business. Decoupling reflection from real work. When it comes to planning the program’s curriculum, companies face a delicate balancing act. On the one hand, there is value in off- site programs (many in university- like settings) that offer participants time to step back and escape the pressing demands of a day job. On the other hand, even after very basic training sessions, adults typically retain just 1. Furthermore, burgeoning leaders, no matter how talented, often struggle to transfer even their most powerful off- site experiences into changed behavior on the front line. But it’s not easy to create opportunities that simultaneously address high- priority needs—say, accelerating a new- product launch, turning around a sales region, negotiating an external partnership, or developing a new digital- marketing strategy—and provide personal- development opportunities for the participants. When he presented his assessment to the board, he was told that a full- time team had been working on exactly this challenge and that the directors would never consider a solution that was a by- product of a leadership- development program. Comprehensive leadership program to cultivate and develop the leaders of tomorrow. In the past, leadership development was focused on only a few individuals in the. Seven Steps for Effective Leadership Development 6. Young Leaders Development Program. The Young Leaders Development Program was carefully designed to meet the. Global Leadership Development. Through the International Visitor Leadership Program. Developing senior leaders in the U.S. Government through Leadership for a Democratic Society. Pathways Program Support; HR Technical Training. OPM\'s Center for Leadership Development. Given the demotivating effect of this message, the employee soon left the company. Each participant chose a separate project: one business- unit leader, for instance, committed his team to developing new orders with a key client and to working on a new contract that would span more than one of the group’s business lines. These projects were linked to specified changes in individual behavior—for instance, overcoming inhibitions in dealing with senior clients or providing better coaching for subordinates. By the end of the program, the business- unit head was in advanced negotiations on three new opportunities involving two of the group’s business lines. Feedback demonstrated that he was now behaving like a group representative rather than someone defending the narrow interest of his own business unit. There, the gap between urgent “must do” projects and the availability of capable leaders presents an enormous challenge. In such environments, companies should strive to make every major business project a leadership- development opportunity as well, and to integrate leadership- development components into the projects themselves. Underestimating mind- sets. Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mind- sets, too often these organizations are reluctant to address the root causes of why leaders act the way they do. Doing so can be uncomfortable for participants, program trainers, mentors, and bosses—but if there isn’t a significant degree of discomfort, the chances are that the behavior won’t change. Just as a coach would view an athlete’s muscle pain as a proper response to training, leaders who are stretching themselves should also feel some discomfort as they struggle to reach new levels of leadership performance. Promoting the virtues of delegation and empowerment, for example, is fine in theory, but successful adoption is unlikely if the program participants have a clear “controlling” mind- set (I can’t lose my grip on the business; I’m personally accountable and only I should make the decisions). It’s true that some personality traits (such as extroversion or introversion) are difficult to shift, but people can change the way they see the world and their values. Once the trainers looked below the surface, they discovered that these leaders, though highly successful in their fields, were instinctively uncomfortable and lacking in confidence when conversations moved beyond their narrow functional expertise. As soon as the leaders realized this, and went deeper to understand why, they were able to commit themselves to concrete steps that helped push them to change. Once the issues were put on the table, it became clear that the business- unit leaders were genuinely concerned that the new policy would add to the already severe pressures they faced, that they did not trust their subordinates, and that they resented the idea of relinquishing control. Only when they were convinced that the new approach would actually save time and serve as a great learning opportunity for more junior managers—and when more open- minded colleagues and mentors helped challenge the “heroic” leadership model—did the original barriers start to come down and decentralization start to be implemented. However, sending them on a routine finance course failed to prompt the necessary changes. The sales managers continued to enter into suboptimal and even uneconomic transactions because they had a deeply held mind- set that the only thing that mattered in their industry was market share, that revenue targets had to be met, and that failing to meet those targets would result in their losing face. This mind- set shifted only when the company set up a “control tower” for reflecting on the most critical deals, when peers who got the new message became involved in the coaching, and when the CEO offered direct feedback to participants (including personal calls to sales managers) applauding the new behavior. Failing to measure results. We frequently find that companies pay lip service to the importance of developing leadership skills but have no evidence to quantify the value of their investment. When businesses fail to track and measure changes in leadership performance over time, they increase the odds that improvement initiatives won’t be taken seriously. Yet targets can be set and their achievement monitored. UW Leadership Development Program - University of Wisconsin- Extension CEOELLeaders and future leaders throughout higher education know that change is happening at every level of our institutions. The sessions can be taken individually, or take four courses and one elective and earn the. We are navigating constant change and our leaders need to be strategic and innovative. Sessions will be fast- paced and lively, and provide ongoing opportunities for small- group discussion, and the identification of completion of at least one personal leadership goal. Questions? Please contact us at .
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Medal of Honor: Allied Assault: Spearhead - Medal of Honor Wiki. Medal of Honor: Allied Assault Spearhead is the 5th game in the Medal of Honor series and is the second game in the Allied Assault series. The game runs on Version 1. Medal of Honor: Allied Assault (the final version). If the player doesn\'t currently have the version installed, Spearhead will install up to this point on its own. He is paired up in this game with British Paratroopers in Normandy, fellow 1. Paratroopers in Belgium, and amongst Soviet infantry soldiers in Berlin. There is a total of 3 missions in the game. Barnes begins his 1st mission landing behind enemy lines as part of Operation Neptune, the Airborne force\'s counterpart to Operation Overlord, unfortunately being scattered from the rest of the 1. He shortly meets up with 3 British commandos operating behind enemy lines after killing several German soldiers. The squad soon encounters a Tiger tank, though Barnes takes it out with a nearby anti- aircraft gun. After saving the squad, he helps the commandos cripple enemy AA guns and artillery, kill a Nazi colonel named Hildebrandt, and sabotage an enemy supply route, preventing supplies and reinforcements reaching the beaches at Normandy. He and a small squad of 3 men are sent behind enemy lines to hijack any possible enemy supplies and cripple any tanks and artillery in the area. After quickly disposing of several Nebelwerfers, and destroying several half tracks and tanks, Barnes and his unit come across a German supply camp and smuggle a supply truck filled with winter jackets, rifles, SMGs, and medical supplies back to their camp. Barnes and his squad barely make it to their frontlines with Germans pursuing them. Later that night, in response to the hijacked supplies, the Germans launches a surprise offensive in the night with a barrage of artillery strikes. Soldiers, Families and friends of the 160th Special Operations Aviation Regiment marked a new chapter for the unit with a patch change-over ceremony Tuesday at Fort. US Army Name Tapes & Tags at Military Uniform Supply. We offers a huge selection of army name tapes & tags, army badges, rank insignias, army uniform patches.
With a Captain severely injured by one artillery shell, Barnes is ordered to find a medic and take him to the Captain. Barnes succeeds, but the artillery stops and several German platoons assault the camp, Barnes takes several squads and successfully deflects the attack. In the morning, Barnes and a large unit of 1. Germans that Christmas Day. Barnes and the team destroy several tanks, artillery guns, clear out a church and hotel filled with soldiers, and at the end of the attack, destroys a Stuka dive bomber using an AA gun. Barnes and a small squad of Red Army scouts quickly clear out the area surrounding a Bridge. Barnes, armed with sticky bombs and Soviet weaponry advances on the Reich Chancellary building and takes several documents pertaining troop deployment and where the strongest and weakest forces are in Berlin. Barnes sabotages vehicles, and tanks on his way to the Chancellary, and procures a captured T- 3. German soldiers found, and advances back to the Soviet scouts near the bridge. Suddenly, an American spy in Berlin (called Captain Monroe) warns Barnes and the Soviet squads (who are strangely now armed with American weapons) to hold the bridge in Berlin in one final chaotic battle until Soviet Bombers relieve them of the Germans. This is a development error. One can see a Ranger arm patch, instead of the Screaming Eagles patch on their models. Also, their helmet has a Ranger symbol. You are able to destroy Panzerwerfers with a few rounds and one 8. As with the Soviets at the end of the game, this is again a development error. \n
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Nuclear program of Iran - Wikipedia, the free encyclopedia. The nuclear program of Iran has included several research sites, two uranium mines, a research reactor, and uranium processing facilities that include three known uranium enrichment plants. In 1. 98. 1, Iranian officials concluded that the country\'s nuclear development should continue. Negotiations took place with France in the late 1. Argentina in the early 1. In the 1. 99. 0s, Russia formed a joint research organization with Iran, providing Iran with Russian nuclear experts and technical information. In the 2. 00. 0s, the revelation of Iran\'s clandestine uranium enrichment program raised concerns that it might be intended for non- peaceful uses. The IAEA launched an investigation in 2. Iranian dissident group revealed undeclared nuclear activities carried out by Iran. In 2. 00. 7, the United States National Intelligence Estimate (NIE) stated that Iran halted an alleged active nuclear weapons program in fall 2. The TNRC was equipped with a U. Follow RT\'s LIVE UPDATES on Iran nuclear deal. 1958: Iran joins IAEA Iran joined the newly-created UN nuclear watchdog, the IAEA in 1958. In 1963 it signed the Partial Nuclear Test Ban Treaty and in 1968 the Nuclear Non. Author and Page information. The Bush Administration, while publicly advocating diplomacy in order to stop Iran from pursuing a nuclear weapon, has increased clandestine activities inside Iran and intensified planning for a possible major air attack. S.- supplied, 5- megawatt nuclear research reactor, which was fueled by highly enriched uranium. We envision producing, as soon as possible, 2. In 1. 97. 5, the Erlangen/Frankfurt firm Kraftwerk Union AG, a joint venture of Siemens AG and AEG, signed a contract worth $4 to $6 billion to build the pressurized water reactor nuclear power plant. Construction of the two 1,1. MWe, and was to have been completed in 1. In 1. 97. 5 Sweden\'s 1. Eurodif went to Iran. The French government subsidiary company Cog. In turn, Sofidif acquired a 2. Eurodif, which gave Iran its 1. Eurodif. Mohammed Reza Shah Pahlavi lent 1 billion dollars (and another 1. Eurodif factory, to have the right of buying 1. The deal was for a complete \'nuclear fuel cycle\'. Kraftwerk Union stopped working at the Bushehr nuclear project in January 1. July 1. 97. 9. The company said they based their action on Iran\'s non- payment of $4. The French Eurodif international enrichment facility stopped supplying enriched uranium to Iran as well. Reports to the IAEA included that a site at Esfahan Nuclear Technology Center (ENTEC) would act . The Germans leaked this news in the first public Western intelligence report of a post- revolutionary nuclear weapons program in Iran. Iran notified the International Atomic Energy Agency of the blasts, and complained about international inaction and the use of French made missiles in the attack. French hostages were taken in Lebanon from spring 1. Paris and Eurodif manager Georges Besse was assassinated. In their investigation La R. On May 6, 1. 98. 8, French premier Jacques Chirac signed an accord with Iran: France agreed to accept Iran back in its share- holder status of Eurodif and to deliver it enriched uranium . Five Russian institutions, including the Russian Federal Space Agency helped Tehran to improve its missiles. The exchange of technical information with Iran was personally approved by the SVR director Trubnikov.
However, Iran refrained from asking for the produced uranium. Director General Blix reported that all activities observed were consistent with the peaceful use of atomic energy. In the same year, Argentine officials disclosed that their country had canceled a sale to Iran of civilian nuclear equipment worth $1. US pressure. However, the Chinese provided blueprints for the facility to the Iranians, who advised the IAEA that they would continue work on the program, and IAEA Director Mohamed El. Baradei even visited the construction site. The IAEA Board of Governors delayed a formal finding of non- compliance until September 2. UN Security Council in February 2. After the IAEA Board of Governors reported Iran\'s noncompliance with its safeguards agreement to the United Nations Security Council, the Council demanded that Iran suspend its enrichment programs. The Council imposed sanctions after Iran refused to do so. Congressional Report suggested . In June 2. 00. 9, in the immediate wake of the disputed Iranian presidential election, Iran initially agreed to a deal to relinquish its stockpile of low- enriched uranium in return for fuel for a medical research reactor, but then backed out of the deal. According to Pierre Goldschmidt, former deputy director general and head of the department of safeguards at the IAEA, and Henry D. Sokolski, Executive Director of the Nonproliferation Policy Education Center, some other instances of safeguards noncompliance reported by the IAEA Secretariat (South Korea, Egypt) were never reported to the Security Council because the IAEA Board of Governors never made a formal finding of non- compliance. A detailed analysis by physicists at the Federation of American Scientists concludes that such an estimate would depend on the total number and overall efficiency of the centrifuges Iran has in operation, and the amount of low- enriched uranium it has stockpiled to serve as . Congressional Research Service report quotes 2. February 2. 01. 2 IAEA report saying that Iran has stockpiled 2. The Israeli Mossad reportedly shared this belief. EU- 3 ministers and Iran\'s top negotiator Hassan Rouhani. On 1. 4 August 2. Alireza Jafarzadeh, a spokesman for an Iranian dissident group National Council of Resistance of Iran, publicly revealed the existence of two nuclear sites under construction: a uranium enrichment facility in Natanz (part of which is underground), and a heavy water facility in Arak. It has been strongly suggested that intelligence agencies already knew about these facilities but the reports had been classified. At the time, Iran was not even required to inform the IAEA of the existence of the facility. Iran was the last country to accept that decision, and only did so 2. February 2. 00. 3, after the IAEA investigation began. It offered full transparency of Iran\'s nuclear program and withdrawal of support for Hamas and Hezbollah, in exchange for security assurances from the United States and a normalization of diplomatic relations. The Bush Administration did not respond to the proposal, as senior U. S. The proposal reportedly was widely blessed by the Iranian government, including Supreme Leader Ayatollah Khamanei. On 2. 1 October 2. Tehran, the Iranian government and EU- 3 Foreign Ministers issued a statement known as the Tehran Declaration. The EU- 3 in return explicitly agreed to recognize Iran\'s nuclear rights and to discuss ways Iran could provide . Iran signed an Additional Protocol on 1. December 2. 00. 3, and agreed to act as if the protocol were in force, making the required reports to the IAEA and allowing the required access by IAEA inspectors, pending Iran\'s ratification of the Additional Protocol. The IAEA reported 1. November 2. 00. 3. It was also obligated to report to the IAEA experiments with the separation of plutonium. However, the Islamic Republic reneged on its promise to permit the IAEA to carry out their inspections and suspended the Additional Protocol agreement outlined above in October 2. The measure was said at the time to be a voluntary, confidence- building measure, to continue for some reasonable period of time (six months being mentioned as a reference) as negotiations with the EU- 3 continued. On 2. 4 November, Iran sought to amend the terms of its agreement with the EU to exclude a handful of the equipment from this deal for research work. This request was dropped four days later. According to Seyyed Hossein Mousavian, one of the Iranian representatives to the Paris Agreement negotiations, the Iranians made it clear to their European counterparts that Iran would not consider a permanent end to uranium enrichment: Before the Paris . The ambassadors delivered his message to their foreign ministers prior to the signing of the Paris agreed text .. The Iranians made it clear to their European counterparts that if the latter sought a complete termination of Iran\'s nuclear fuel- cycle activities, there would be no negotiations. The Europeans answered that they were not seeking such a termination, only an assurance on the non- diversion of Iran\'s nuclear programme to military ends. Although Iranians presented an offer, which included voluntary restrictions on the enrichment volume and output, it was rejected. The EU- 3 broke a commitment they had made to recognize Iran\'s right under NPT to the peaceful use of nuclear energy. Reportedly, it included benefits in the political, trade and nuclear fields, as well as long- term supplies of nuclear materials and assurances of non- aggression by the EU (but not the US). The delay in restarting the program was to allow the IAEA to re- install monitoring equipment. The actual resumption of the program coincided with the election of President Mahmoud Ahmedinejad, and the appointment of Ali Larijani as the chief Iranian nuclear negotiator. Sources in Vienna and the State Department reportedly stated that, for all practical purposes, the HEU issue has been resolved. The offer was rejected out of hand by the EU and the United States. On 2. 4 September 2. Iran abandoned the Paris Agreement, the Board found that Iran had been in non- compliance with its safeguards agreement, based largely on facts that had been reported as early as November 2. The measure was sponsored by the United Kingdom, France and Germany, and it was backed by the United States. Two permanent council members, Russia and China, agreed to referral only on condition that the council take no action before March. The three members who voted against referral were Venezuela, Syria and Cuba. The Iranians indicated that while they would not be willing to give up their right to enrichment in principle, they were willing to. However, in March 2. Bush Administration made it clear that they would not accept any enrichment at all in Iran. President Ahmadinejad made the announcement in a televised address from the northeastern city of Mashhad, where he said . We say: Be angry at us and die of this anger. In addition, a series of images dating back to 2. Both facilities were already subject to IAEA inspections and safeguards. On 2. 8 July 2. 00. \n
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