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In question is the Moses leads campaign fund recipients among Democratic hopefuls who are vying for contributions in the days before the June 1 primary.Moses, the Lawrence County District 3 school property convencying board member who is trying to become superintendent, received a money on itemized and non-itemized expenditures, and that he has $376.62 left in his campaign chest.His opponent, incumbent Superintendent Dexter Rutherford received $650 in itemized and non-itemized contributions.But Rutherford spent $1,970 ($1,735 on qualifying fees), which left him $1,320 in the hole.
The race between Rutherford and Moses is one of three that will be contested in the Lawrence County Democratic primary.The others are the Districts 1 and 4 Board of Education seats.Lawrence County District Attorney Jim Osborn is also up for re-election, but he does not have a Democratic challenger.Neither does Republican District 4 school board candidate James Lee Rogers.The other races are for two constable seats, but neither position requires the candidates to file campaign finance disclosure forms.
The forms were due April 19, and candidates must disclose their expenditures again by May 27.In the District 1 school board race, incumbent the Rev. Lee A. Langham reported that he received no contributions, and that he spent $657.62 in itemized expenditures, $449.62 of which were for campaign signs. His opponent, Bobby Diggs, received $630 in non-itemized contributions, and spent $855, much of which was on signs.IIncumbent District 4 school board candidate John Stone also reported that he received no contributions.Stone had spent $168, which is the amount of his campaign fund deficit.His opponent,
Jackie Burch reported that he received $268 in in-kind and non-itemized contributions and that he spent $368.25 on campaign signs.Most of it is from $1,500 that his disclosure forms shows that he loaned to himself.The 10 little ducklings found trapped in a city fountain will miss their mother, but their chance of survival is better after their rescue from a desolate concrete pit.”I hate to separate them from their mother, but I don’t know what else to do with them,
In response to paragraph 9 (on housing), the TCPA shares the belief that everyone has the right to a decent home, but is concerned that more needs to be done in order to make this a reality. As such, addressing the issues of affordability, so that local people are not forced out of an area due to high house prices, must be a high priority. Similarly, the TCPA believes there is a strong case for challenging the assumption underlying much of this document that concentrating development in existing settlements will of itself promote sustainable development by reducing travel.
Research was carried out by the late Prof. Michael Breheny on travel patterns and ‘self-containment’, and more recently by Land Use Consultants for the Countryside Agency on market towns as service centres. These show that even where there is local availability of jobs and services, commuting and journeys to more distant service centres remains high.
Reducing private travel depends far more on the use of other policy instruments – higher tax on travel, physical restrictions and convenient public transport options. Quality Conveyancing Solicitors The simplistic notion that concentrating development in or around existing settlements will always, and in all circumstances, result in sustainable development, is flawed. A full range of policy options needs to be explored and the best mixture derived for a locality – this might include the creation of new, free-standing communities in the right circumstances.
Similarly, the TCPA agrees that the design and character of development in rural settlements and designated areas should respect character and local identity, however such restrictions should not stifle the development of innovative design and developments. Sustainable homes and buildings are a good example. The PPS should make it clear that the Government supports housing built to high environmental standards, and should actively encourage such development. The Government should continue to support agriculture and land-based activities. The Association recommends that DEFRA work together with the ODPM to ensure that the planning The Association supports stronger regulation to curb the damaging environmental effects of some farming practices.
Agriculture is privileged compared with other businesses in being able to carry out most changes in farming without the need for planning permission. Planning controls nowadays prevent most other businesses embarking on, or seriously expanding, environmentally harmful activities, and it behoves agriculture in return for its exemption to act responsibility and accept a higher degree of other forms of regulatory control. The TCPA advocates support for new forms of landscape which would be less management- and subsidy-intensive than most currently favoured.
Perhaps the easiest way to measure tenant’s satisfaction is by how many are wanting to leave, and how many vacant flats there are. In this criteria Walpole is doing exceptionally well. From 15 vacant flats (out of a total of 87) before the EMB took over, there are now no vacancies. And the number of tenants wanting to leave has dropped to a minimum, compared to a report in 1993 which found that 25% of Walpolers were looking to be rehoused. Liz Millward has been Walpole’s Coordinator since the creation of the EMB. She is responsible for providing the EMB’s day to day management, for supporting the Board, and for ensuring that the Board’s policies and procedures are followed. Liz supervises a team of four concierge staff who deliver front line services such as security, caretaking, and repairs ordering. visit Link to learn more: Enact Conveyancing Adelaide
Christmas 1993 was celebrated for being a major turning point on Walpole. if not by all of the tenants many were still doubtful that anything would ever actually change. then at least by those who had been more actively involved. The Estate Action bid had been accepted, and there was £4.2 million of refurbishment to come. This was a real reason to make the EMB work. The outline for the services the EMB would provide had been sketched out at the end of Feasibility. The new concierge station with closed-circuit television monitoring of the estate became the focus for determining how services would be delivered to tenants. The control room would be located next to the main entrance, and the Steering Group worked with the architects to ensure the design would match the EMB’s needs.
An office was provided for the EMB Coordinator, the senior member of the EMB’s staff with overall responsibility for delivering all the EMB’s services. A meeting room was included in which the Board could work, and an interview room ensured that private and secure conversations could take place between individual tenants and the Coordinator. Traditionally, concierge workers simply monitor TV screens, occasionally having minor reception duties. From the experiences of other projects with concierge systems we learnt that there was often a high turn-over of staff, and that staff would suffer monitor fatigue that is, their attention to what was happening on the screens would diminish after two hours.
We visited some of the concierge schemes already in operation under Glasgow City Council where the role of the concierge staff had been expanded to include cleaning in the blocks. This, we were told, had increased satisfaction amongst both the staff who had more feeling of responsibility for their blocks and amongst tenants, who were meeting and getting to know their staff more often, and who felt that the service was better.
No. It is essential that the Lead Official considers the best form and level of external challenge required based on the Council’s particular circumstances. It will be important for this challenge to be seen as a ‘critical friend’ rather than a review body and so Lead Officials must consider carefully the.
Lead Officials should be aware that there are likely to be limits on the availability of individuals who are suitable qualified and prepared to provide external challenge, particularly if drawn largely from the locality. They may therefore need to consider with their colleagues challenge arrangements across the whole of the region, and nationally.
It may be that a combination of two or more of these approaches might be appropriate for a Poorly Performing Council. Councils should be encouraged to put in place arrangements that best meet their needs. Whilst it would be sensible, not to put such arrangements in place too quickly, especially in Councils with major political and managerial difficulties. Lead Officials should have regard to the time it may take to put such challenge in place, which, depending on the nature of the arrangements, may be a matter of months. Their role is to provide advice to Ministers at all stages of the recovery process concerning the capacity of the Council to plan and achieve recovery.
There are a number of stages during the process where reports to Ministers are required. However, the potential for intervention must not be closed at any point in the process and Lead Officials may feel that reports to Ministers are required at other stages during the process, depending on the circumstances of the Council and its progress towards recovery. Ministers may depart from these model timings if needed.