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Coordinated Incident Management System

The New Zealand Co-ordinated Incident Management System (CIMS) is New Zealand's system for managing the response to an incident involving multiple responding agencies. Its developers based the system on the United States' Incident Command System (ICS) - developed in the 1970s - and on other countries' adaptations of ICS, such as Australia's Australasian Inter-Service Incident Management System (AIIMS).

The CIMS is intended as a generic framework, to be adapted for each situation by those involved in the response. For example, while there are four management functions, the incident itself determines the size of the incident management team. In an isolated incident, a single officer may perform all of functions; in a very complex incident each function could be sub-divided. Instead, CIMS emphasises consistent terminology, a single multi-agency Incident Control Point for each site or, where possible, wider incident, and planning tools across all agencies. For example, the term "Assembly Area" means the same thing in every incident - although there may well be several Assembly Areas in more complex incidents. Likewise, all trained responders know the roles and responsibilities of the Logistics Manager.

CIMS was initially designed in the late 1990s to be applied to all levels of emergency response management, similar to the USA National Incident Management System (NIMS) and to the UK's Gold Silver Bronze command system, however the original CIMS manual clearly articulated only the incident/site level of response co-ordination.

CIMS was fully reviewed in 2014 subsequent to the 2010-2011 Canterbury earthquakes, the 2010 Pike River Mine disaster, and the 2011 MV Rena grounding. The revised 2014 manual incorporates higher levels of incident and emergency-response co-ordination, consistent with the arrangements and responsibilities outlined in the National Civil Defence Emergency Management Plan (the National CDEM Plan). In some senses, the National CDEM Plan resembles the United States Department of Homeland Security's National Response Framework.

the revised approach to CIMS puts more emphasis on management and co-ordination processes, such as the internationally standard intelligence cycle and a more mature planning process, than it does on co-ordination structures, as such.

A distinguishing factor from other English-speaking systems is the use of the term control rather than command, as in the title "Incident Controller" for "Incident Commander". By implication, this was designed to emphasise that the incident management team is primarily a focused on co-ordinating the response by independent agencies, rather than ordering responders in a militaristic manner. This is complicated to a degree, as the person in charge of the operations function, usually an Operations Manager, does have the authority to command agencies to act.

Background concepts
CIMS is based around several background concepts that provide the basis for the operational elements.

Vision and mission
CIMS aims to deliver: "Vision: Safer communities through integrated emergency management."

"Mission: CIMS will create a legacy of safer communities through a proved, reliable, user-friendly, effective and efficient up-to-date [incident management] system. The system will be fully integrated and flexible and have the confidence of the public."

Principles of CIMS
Common structures, roles, and responsibilities make it possible for agencies to work effectively alongside each other, and for personnel to interchange roles. They facilitate information flow and understanding by creating parallel structures and appointments.
 * Common Structures, Roles and Responsibilities

Common terminology is essential in incident management, especially for multi-agency responses. When agencies have slightly different meanings for terms, confusion and inefficiency can result. Common terminology for functions, processes, and facilities prevents this, improves communications between organisations, and allows faster and more effective responses.
 * Common Terminology

The modular and scalable CIMS structure is flexible and can be applied to all responses and to all levels within a response. Agencies may adapt their response structures prior to a response to suit their specific needs, and during a response to reflect changing circumstances. In the context of CIMS, modular organisation primarily means that the management structure can expand and contract depending on the nature of the incident or series of incidents that the agencies are responsible for. This means that at small, isolated incidents a single person may be in charge. At large, complex incidents, such as a major weather event, there will be multiple incident management teams co-ordinated by an overall emergency operations centre (EOC). Local or agency EOCs will be supported and co-ordinated by a regional-level emergency co-ordination centre (ECC) when the incident is of sufficient scale or complexity. This modular model primarily contrasts with developing pre-defined structures. The focus is on maintaining flexibility to each incident as it arises, rather than rote learning specific structures for every type of incident. Modular organisation also means that incident facilities can be established and removed as the incident develops.
 * Modular and Scalable

All responses aim to mitigate and manage the consequences for the affected community. This requires response personnel to effectively communicate with communities, understand their needs, and base their response and recovery actions on these needs. Communities will actively participate in a response rather than wait passively for assistance. Community response actions need to be co-ordinated with the official response.
 * Responsive to Community Needs

Integrated response co-ordination is the organisation of the responding agencies into a single, cohesive response. Consolidated action planning is a key component of integrated response co-ordination, as are resource co-ordination, and integrated information management and communications
 * Integrated Response Co-ordination

Action Plans describe response objectives, agency and team tasks, and the measures needed to co-ordinate the response. They are proactive, seeking to pre-empt hazards where possible, and to resolve the situation as quickly as possible. A multi-agency Action Plan must have input from all support agencies to be effective.
 * Consolidated Incident Action Planning

Integrated information management and communications enable effective information sharing, supporting more effective action planning and response co-ordination, as well as wider situational awareness. It aims to establish a common operating picture (an understanding of the situation based on the best available information, shared between all response agencies), and requires a common communications plan, standard procedures, clear text, common communication means, and common terminology.
 * Integrated Information Management and Communication

Resource co-ordination organises resources across all response agencies. Agencies inform each other of their available capabilities and resources so that procurement and use of resources can be managed efficiently. Lead agencies monitor resource information, and may set priorities for allocating critical resources. This consolidates control of resources, maximises resource use, provides accountability, and improves situational awareness.
 * Resource Co-ordination

Designated response facilities with clearly defined functions assist in effective incident management.
 * Designated Response Facilities

Span of control is the number of direct reports any one person can effectively manage, 1:5 being best practice and 1:3 being the optimum for tactical command roles.
 * Manageable Span of Control

Supporting intentions
In addition to the principles there are three supporting intentions:

Common training standards, supported by accreditation, help to ensure that personnel in key positions have the requisite skills and experience to perform their roles, and to provide equivalence between organisations. Common training enhances personal relationships between agency personnel and may provide economies of scale.
 * Common training standards and accreditation

Regular review of CIMS ensures its effectiveness and relevance. Lessons are only learned when doctrine is amended and training is updated to reflect the new information.
 * Regular review

Maintaining international compatibility ensures that New Zealand agencies and personnel are able to operate effectively with overseas organisations and personnel, and enables New Zealand response agencies to more easily analyse and incorporate lessons from overseas experience.
 * International compatibility

Command, control and co-ordination
The terms command, control and co-ordination play a big role within CIMS. These terms help define the roles and responsibilities between incident managers that may direct responders from multiple organisations and line managers who act within a single agency. Control operates horizontally between agencies, whereas Command operates vertically within an agency. Co-ordination describes the overall cohesion of agencies working together with defined responsibilities.

Lead agency
A lead agency is the agency with a mandate to manage the response to an incident through legislation, under protocols, by agreement, or because it has the expertise and experience. The lead agency establishes control to co-ordinate the response of all agencies involved.

The lead agency may change between risk reduction, readiness, response, and recovery. It may also change as the incident progresses, if the required authority or expertise changes. When the lead agency cannot be readily identified, response agencies may adopt a joint ‘Unified Control’ structure (see below).

Some general examples of lead agencies:

Support agencies
A support agency is an agency that provides support to the lead agency in a response. The lead agency tasks and co-ordinates support agencies’ resources and actions. The type of incident determines which support agencies are involved, and these agencies may change as the response progresses. While an agency may have the lead for a particular response, support agencies often have statutory responsibilities and specific objectives of their own, which the lead agency needs to accommodate. The lead agency is responsible for ensuring arrangements and plans are in place prior to incidents where they will have the lead. Support agencies are responsible for assisting in the development of these. Integration of support agencies into the response is a fundamental responsibility of lead agencies.

Unified control
Unified Control is when the control of an incident is shared between two or more agencies by agreement through a combined decision-making body. The command appointments for each agency establish an agreed concept of operations and a single Action Plan. Unified Control is usually applied when:
 * more than one agency has a mandate to manage a particular incident
 * it is unclear if any agency is the lead, or
 * the lead agency determines that a joint approach will be more effective.

Agencies applying Unified Control establish a joint co-ordination centre (CC), with key appointments filled by the most appropriate personnel from any agency. Agency command appointments do not have to be present at all times, but need to come together to agree on key decisions.

Other than a combined Control function, the joint CC follows usual CIMS practices.

Control
Control is responsible for the overall incident progression, and is performed by the lead agency. The Incident Controller (IC) has overall accountability for the incident. The IC has three main responsibilities:
 * Safety
 * Incident stability, meaning to implement the strategy that will be the most effective at resolving the incident while maintaining economical use of resources. This strategy is issued through the use of Action Plans (APs).
 * Property conservation, which relates to minimising damage generally.

Operations
The Operations function oversees delivery of the Action Plan, which means making sure that responders are being as productive as possible. Operations is generally responsible for operational command of resources, in order to fulfil the objectives set by the IC. This means allocating agencies specific functions in their areas of expertise, monitoring their performance, and providing a communication link between the responders and the other elements of the IMT, especially Logistics.

Planning and intelligence
The Planning and Intelligence functions are responsible for forecasting the incident development, anticipating likely needs and drafting the Action Plan. This role is strategic in scope. "This incident will go on for another 12 hours, we will need lighting, food and shelter for the expected rain".

Logistics
The Logistics function ensures that the operation can continue by ensuring that there are sufficient resources on-site and related functions.

Response co-ordination tools

 * Intelligence Cycle

 * Planning Process

The SitRep is a report from responders as to what is happening now. This information is gathered by the Incident Management Team (IMT) to develop the Action Plan (AP).
 * SitRep (Situation Report)

The Action Plan (AP) is a template for ensuring that the IMT and all agencies involved in the response have a consistent approach to the incident. It is the single plan that all agencies and responders work to.
 * Action Plan

 * Resource Request

 * Task Plan

 * Incident Report

Pre-1990s
Despite having had a national fire service since 1976, and a national police force since the late 19th Century, there was no consistency in the management of the response to emergencies. Each agency had its own communication system, jargon, hierarchy and attitude towards a particular type of emergency.

Development of CIMS was also indirectly influenced by a major review of New Zealand's emergency services, which took place in the mid-1990s. This review recommended that agencies should look at working closer together, in order to provide a more integrated service to New Zealand communities.

Example of issue
Road-vehicle crashes that do not involve fire show how confusion could arise. The Fire Service Act 1975 grants authority to the New Zealand Fire Service for fires, as well as all other emergencies where it feels it can render assistance. The Police, however, have a common-law duty to protect life and property, as well as statutory enforcement authority of transport legislation. Likewise, the local ambulance service may feel it has primary responsibility, because it is responsible for the well-being of anyone injured by the incident. With each agency thinking that it is in charge, effective co-ordination may become difficult.

1996: CIMS conceived
In 1996, the New Zealand Fire Service began to promote the idea of implementing an incident management system that was common across all emergency response and management agencies. In March 1997, a workshop of 25 representatives from the New Zealand Police, New Zealand Fire Service, the National Rural Fire Authority, New Zealand Ambulance Board, Civil Defence, local government, New Zealand Defence Force, New Zealand Forest Owners Association and the Department of Conservation was held.

This initial workshop developed the vision, mission and project scope. Since then, the system, nationwide training using consistent training materials and the system's implementation have been carried out.

Nationally consistent training
By 1998, much of the system was developed. Two levels of training were decided upon, at awareness and practitioner levels. Training was develivered through the NZQA's National Qualifications Framework, with the Fire & Rescue Services Industry Training Organisation (FRISTO) nominated as the Standards Setting Body and holding authority for national moderation.

One unique element of CIMS, is that the practitioner level programmes must be delivered in a multi-agency environment.

Co-ordination between the emergency services
As well as training individual responders, a wider level of co-ordination between the emergency services was required in order for New Zealand's emergency services to develop towards the model of comprehensive emergency management, as envisaged by the 1995 civil defence emergency management review. During the late 1990s, territorial authorities aligned to form Emergency Management Groups (now known as Civil Defence Emergency Management Groups), in anticipation of legislative change promoting a move away from purely response-focused planning.

In addition to efforts by local government, Emergency Services Coordination Committees were established to enhance operational effectiveness, clarify local capabilities and establish lead agencies for circumstances where statutory authority was unclear, as in the example above. Two examples of committees that remain in existence include those in the Counties-Manukau and Central Hawkes Bay areas.

CIMS reviewed 2014
The second edition of CIMS builds on the first by incorporating experience gained since 1998. In particular, it reflects the lessons identified from the responses to a number of large-scale and complex emergencies that occurred in New Zealand from 2010 to 2012. These emergencies emphasised the importance of CIMS, but also subjected the system to new levels of examination, and identified areas where it needs strengthening. Accordingly, this edition of CIMS also gives effect to recommendations from formal reviews and inquiries into those emergency responses, including:

 * The Royal Commission on the Pike River Coal Mine Tragedy
 * The Independent Review of the Civil Defence Emergency Management Response to the 22 February 2011 Christchurch Earthquake
 * The Canterbury Earthquakes Royal Commission
 * The Independent Review of Maritime New Zealand's Response to the MV Rena Incident on 5 October 2011; and
 * The CTV Building Coronial Inquest (22 February 2011 Christchurch earthquake)

This revised CIMS establishes a modular and scalable framework for consistent response at any level – from a small, single agency response to a larger, multi-agency response that may require co-ordination at the community or incident level or higher. CIMS enables agencies to plan for, train and conduct responses in a consistent manner, without being prescriptive. With this approach CIMS is an essential tool in New Zealand's preparedness to effectively respond to emergencies.

CIMS using organisations
CIMS is to be used by all emergency services, government agencies and management agencies, including those agencies involved in the 2012-2014 review:

 * Ambulance New Zealand (St John New Zealand; Wellington Free Ambulance)
 * Department of Conservation
 * Department of the Prime Minister and Cabinet
 * Maritime New Zealand
 * Ministry for Primary Industries
 * Ministry of Civil Defence & Emergency Management
 * Ministry of Health
 * Ministry of Social Development
 * New Zealand Customs Service
 * New Zealand Defence Force
 * Fire and Emergency New Zealand
 * New Zealand Police
 * Ministry of Business, Innovation and Employment participated in 2013 for the purpose of developing an Underground Mines Emergency Protocol

Business continuity/crisis management
In recent years, CIMS has also been recognised as best practice for implementing management structures for response and recovery. Many organisations outside those identified above are now adopting CIMS - including lifeline utilities, universities, and businesses. The key benefits are adopting a recognised standard, and being able to interoperate with other agencies during response to complex events that involve more than one agency.

Land search and rescue
New Zealand Land Search and Rescue Inc (LandSAR) has widely adopted the use of CIMS.

Access to CIMS training and education
Training is provided by a number of public sector, commercial organisations and NZQA private training establishments. CIMS 2 is widely available from a number of vendors. CIMS 4 can only be delivered as a multi-agency course - usually led in rotation by Police, Fire, Ambulance or the local Civil Defence Emergency Management (CDEM) authority. For more information, contact your local Civil Defence Emergency Management authority for more information.

CIMS training is registered on the National Qualifications Framework, run by the New Zealand Qualifications Authority.

 * NZQA Unit Standard 17279 (Level 2, 2 Credits) - Demonstrate knowledge of the co-ordinated incident management system (CIMS).
 * NZQA Unit Standard 22445 (Level 4, 4 Credits) - Describe the roles and functions of a CIMS Incident Management Team (IMT) at an incident.

More in-depth study into concepts of Incident Management is available from Massey University in a third-year paper on Incident Command Systems 130301.

title: Coordinated Incident Management System


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Lord Lieutenant of Carlow

This is a list of people who have served as Lord Lieutenant of Carlow.

There were lieutenants of counties in Ireland until the reign of James II, when they were renamed governors. The office of Lord Lieutenant was recreated on 23 August 1831.

Governors

 * Dudley Bagenal 1689–1690 (Jacobite)
 * Sir Thomas Butler, 3rd Baronet 1699–
 * Henry O'Brien, 8th Earl of Thomond 1714–1741
 * Sir Thomas Burdett, 1st Baronet, of Dunmore 1725–1727
 * William Burton 1741–
 * Beauchamp Bagenal 1767–1800
 * Clement Wolseley
 * William Henry Burton 1767–1800
 * John Staunton Rochfort: 1779–1798 –1831
 * David La Touche: 1798–1816
 * William Browne: –1831
 * Henry Bruen: 1816–1831
 * The Lord Downes: 1820–1831
 * Thomas Kavanagh: –1831

Lord Lieutenants

 * The 4th Earl of Bessborough: 17 October 1831 – 1838
 * The 5th Earl of Bessborough: November 1838 – 28 January 1880
 * Arthur MacMorrough Kavanagh: 25 March 1880 – 25 December 1889
 * The 2nd Baron Rathdonnell: 26 February 1890 – 1922

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/

title: Lord Lieutenant of Carlow


text: User talk:69.42.10.197

title: User talk:69.42.10.197


text: User talk:70.176.122.202

title: User talk:70.176.122.202


text: User talk:24.86.17.74

title: User talk:24.86.17.74


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Talk:Rob Johnson (American football)

Untitled
The greatest quarterback in NFL history EVER! At getting sacked maybe. Thanks for contributing to Wikipedia anyway Mr. Johnson. MJR 15:48, 30 December 2005 (UTC)

FYI
For the record, I have more than 700 pages on my watchlist, and Rob Johnson certainly wins an award for being edited the most often, to still be a shitty article stub with little information :P Sherurcij (talk) (Terrorist Wikiproject) 19:22, 6 January 2006 (UTC)

Maybe we should cut our losses and just redirect this page to quarterback sack. MJR 02:37, 13 February 2006 (UTC)

Anyone who wants to predict the pro future of Matt Leinart should look here. Huangdi 05:05, 4 June 2006 (UTC)

WikiProject class rating
This article was automatically assessed because at least one WikiProject had rated the article as stub, and the rating on other projects was brought up to Stub class. BetacommandBot 16:05, 9 November 2007 (UTC)

title: Talk:Rob Johnson (American football)


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Dark Mirror

Dark Mirror  or The Dark Mirror may refer to:

Films

 * The Dark Mirror (1920 film), a silent drama starring Dorothy Dalton
 * The Dark Mirror (1946 film), a psychological thriller directed by Robert Siodmak starring Olivia de Havilland
 * Dark Mirror (1984 film), a television film starring Stephen Collins
 * Dark Mirror (2007 film), a film directed by Pablo Proenza, starring Lisa Vidal

Literature

 * The Dark Mirror, a 1920 novel by Louis Joseph Vance
 * The Dark Mirror, a 1966 Michael Faraday crime fiction novel by Basil Copper
 * "Dark Mirror", a 1993 short story in the R. A. Salvatore bibliography
 * Dark Mirror (Star Trek novel), a 1994 novel by Diane Duane
 * Dark Mirror (Angel novel), an 2004 novel based on the American TV series Angel
 * The Dark Mirror (Marillier novel), a 2004 historical fantasy in The Bridei Chronicles series by Juliet Marillier
 * X-Men: Dark Mirror, a 2005 novel by Marjorie Liu

Other uses

 * Syphon Filter: Dark Mirror, a PlayStation 2 and PlayStation Portable video game
 * a 2020 book by Barton Gellman, Dark Mirror: Edward Snowden and the American Surveillance State

title: Dark Mirror


text:
Wikipedia:Featured picture candidates/Berkelah falls

Berkelah falls

Very nice panoramic picture of the waterfalls; appears in Berkelah falls.

 * Nominate and support. - YeuJou 03:55, 29 September 2005 (UTC)

Page removed due to deletion of image Raven4x4x 11:26, 4 October 2005 (UTC)
 * Looks nice, but it's way too small, especially for a panorama.PiccoloNamek 04:40, 29 September 2005 (UTC)
 * I agree, I'd love to see some more detail on this one. Raven4x4x 06:55, 29 September 2005 (UTC)
 * Half the picture is a big chunk of rock. I'd like to pan the whole thing to the left. --Dschwen 07:42, 29 September 2005 (UTC)
 * Speaking of the rock, is that the shadow of the photographer?— enceph alon  07:58, 29 September 2005 (UTC)
 * There are no copyright tags !! JoJan 19:18, 30 September 2005 (UTC)
 * Oppose - Postage stamp size.--Deglr6328 04:01, 1 October 2005 (UTC)
 * Oppose for reasons listed above - too small, big rock, shadow but nice otherwise It's... Thelb4! 17:36, 1 October 2005 (UTC)
 * Oppose. I want to say yes, because it's good--just not good enough, for the reasons listed above.  Unschool 18:02, 1 October 2005 (UTC)
 * Support. Very interesting picture. -Branddobbe 18:40, 2 October 2005 (UTC)
 * Oppose No copyr. info. Plus the photographer's shadow on the rock.  Jkelly 23:21, 2 October 2005 (UTC)
 * I would oppose, but there's nothing to oppose anymore... Enochlau 10:04, 4 October 2005 (UTC)


text:
Wikipedia:Articles for deletion/List of foreshadowed media titles

 * The following discussion is an archived debate of the proposed deletion of the article below. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or on a Votes for Undeletion nomination).  No further edits should be made to this page.

The result of the debate was DELETE.  Rob e  rt  00:01, 8 October 2005 (UTC)

List of foreshadowed media titles
Wikipedia is not an indiscriminate collection of information --NeilN 04:04, 29 September 2005 (UTC)
 * Comment Can an admin fix this on the afd page? The server threw up an error when I saved.  Page is List of foreshadowed media titles  --NeilN 04:08, 29 September 2005 (UTC)
 * Delete. I don't see a problem with the nomination, but I can't even understand what this article is about. --Metropolitan90 04:10, 29 September 2005 (UTC)
 * Comment The Table of Contents on the afd page listed this nomination as "PageName". Seems to have been fixed. --NeilN 04:26, 29 September 2005 (UTC)
 * Delete, Wikipedia is not an information landfill.   [  +t,  +c ,  +m  ] 07:40, 29 September 2005 (UTC)
 * Delete. Might be interesting to mention it in the articles on the various things mentioned, but not as a list. - Andre Engels 11:53, 29 September 2005 (UTC)
 * Keep. There are other articles that are rather trivial that end up being kept. (unsigned comment from anon)
 * Delete I agree with metropolitan90, I'm having trouble seeing what the purpose of this article is. Amren (talk) 22:35, 30 September 2005 (UTC)
 * The above discussion is preserved as an archive of the debate. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in an undeletion request). No further edits should be made to this page.


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Topple rate

Topple rate is measure of how often the leading companies in a particular industry changes. It is defined as the probability that a firm in the industry, already in the top 20% in revenue, will drop out of this revenue leadership position within the next five years. The topple rate is one method of measuring overall competition in a particular industry; higher topple rates are often viewed as indicating a strong market with healthy economic activity. The term's invention is credited to McKinsey consultant Patrick Viguerie.

Modern industries have increasingly taken advantage of advances in technology and globalization to drive significant increases in productivity, but these changes also more easily enable new competitors and new innovations. These competitors often have lower costs, lower return requirements, or cheaper or imitation products. Topple rates across all industries doubled between 1972 and 2002, even when controlling for acquisitions of previous industry leaders; including them in the data showed that the overall rate actually tripled. At the peak of the Great Depression in 1937, companies listed on the S&P 500 had an average lifespan of 75 years. By 2011, that figure had fallen to 18 years, a reduction in lifespan of 76%.

In 2011, a study by Deloitte of 20,000 firms from 1965 to 2010 showed an overall doubling of the topple rate, though the effect occurred at different speeds across various industries. Those least affected by the increase in topple rate tended to be those more heavily regulated, such as aerospace, health care, and defense. However, rapid change can occur even in these industries if there are fundamental shifts in regulations or other disruptive forces.

title: Topple rate


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Ida Chong

Ida Chong (born 1956 or 1957) is a Canadian politician who served as the member of the Legislative Assembly (MLA) of British Columbia for Oak Bay-Gordon Head from 1996 until 2013. As part of the Liberal Party caucus, she was a provincial cabinet minister from 2004 to 2013, serving in various portfolios under premiers Gordon Campbell and Christy Clark. Chong and New Democratic Party MLA Jenny Kwan together became the first Chinese-Canadian members of the BC Legislative Assembly.

Prior to her election as MLA, she served as municipal councillor for the District of Saanich from 1993 to 1996. In 2014 she finished third in the mayoral election of Victoria, British Columbia.

Background
Chong was born in Victoria as one of eight children to father Peter and mother Yokee Yee. The family resided near the city's Chinatown before moving to Saanich. Chong became a Certified General Accountant in 1981, and launched her own accounting firm with business partner Karen Kesteloo in 1985. She was named fellow of the Certified General Accountants of BC in 2006, and was awarded a CGA-BC lifetime membership in 2014.

She was elected municipal councillor for Saanich in 1993, serving until 1996. Between 1995 and 1996 she represented Saanich at the Capital Regional District board of directors.

Provincial politics
Chong ran as the BC Liberal candidate for Oak Bay-Gordon Head in the 1996 provincial election, defeating incumbent New Democratic Party (NDP) candidate Elizabeth Cull to become the riding's MLA. Together with NDP MLA Jenny Kwan, Chong was one of the first two Chinese-Canadian members of the BC Legislative Assembly. She served as opposition critic for Small Business and deputy critic for Finance in her first term. Chong was re-elected in 2001, 2005 and 2009, before losing to the Green Party's Andrew Weaver in 2013.

Following the Liberals' landslide victory in the 2001 election, Chong was named to the Treasury Board, and served as chair of the Government Caucus Committee on Economy and Government Operations. She first entered Gordon Campbell's cabinet in January 2004 as Minister of State for Women's and Seniors' Services, before being named Minister of Advanced Education that December. She reprised the Seniors' and Women's Issues portfolio after the 2005 election, and went on to serve as Minister of Community Services; Minister Responsible for the Asia-Pacific Initiative; Minister of Small Business, Technology and Economic Development; Minister of Healthy Living and Sport; Minister of Science and Universities; and Minister of Regional Economic and Skills Development under Campbell.

Chong was the subject of an MLA recall under the British Columbia Recall and Initiative Act in 2010, as part of a larger campaign opposing the Liberal government's introduction of the Harmonized Sales Tax. The recall ultimately failed, coming up short of the required signatures.

After Christy Clark took over as premier in 2011, Chong was named Minister of Community, Sport and Cultural Development. She subsequently served as Minister of Aboriginal Relations and Reconciliation from September 2012 until the end of her term in 2013. After losing re-election in 2013, she was appointed to the University of Victoria's Board of Governors.

2014 Victoria municipal election
On September 18, 2014, Chong announced her intention to run for mayor of the City of Victoria in that November's municipal election. Chong subsequently lost, coming a distant third behind new mayor Lisa Helps, and previous mayor Dean Fortin. She then returned to practising accounting, joining Victoria firm Chan & Associates in 2018.

Community volunteer work
Chong has been an active member of the Victoria, BC community volunteering on a number of boards.

 * Inaugural Member, Victoria Chinese Commerce Association
 * Director, Victoria Dragon Boat Festival

title: Ida Chong


text:
Talk:Abakan

Removed

 * The place is remarkable for certain tumuli (of the Li Kitai) and statues of men from seven to nine feet high, covered with petroglyphs.

Until clarification. there is definitely no kurgans in Abakan itself. Second, I fail to find anything similar to Li Kitai; only EB mirrors. mikka (t) 03:57, 29 September 2005 (UTC)
 * The 1911 EB original says "hieroglyphics". Kitai is Russian for China (Kitai-gorod). Possibly a reference to the Li people? Or maybe the Kitai Tartars. --Auric (talk) 21:04, 20 September 2008 (UTC)

title: Talk:Abakan


text: User talk:66.41.174.143

title: User talk:66.41.174.143


text:
Wikipedia:Articles for deletion/Lilian Keil

 * The following discussion is an archived debate of the proposed deletion of the article below. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review).  No further edits should be made to this page.

The result of the debate was Keep. Neither the nominator nor anyone else wants this article deleted. (A modicum of research shows that the criteria for inclusion of biographies would have been satisfied in any event.) Uncle G 06:19, 29 September 2005 (UTC)

Lilian Keil
I'm actually voting to keep; I jumped the gun on this one, and googled for "Lillian Kell" rather than "Lilian Keil". I'm leaving this on the list only because of the notice not to delete the afd notice until the matter has been resolved. Brandon39 03:58, 29 September 2005 (UTC)
 * Speedy Keep as mistaken nomination as above and expand as article is short. I would be grateful if admins could look at this matter. Capitalistroadster 05:34, 29 September 2005 (UTC)
 * Keep and close the nomination. -- Kjkolb 05:38, 29 September 2005 (UTC)

 * The above discussion is preserved as an archive of the debate. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review). No further edits should be made to this page.


text:
Petrovietnam

PetroVietnam (PVN; alternatively stylized Petrovietnam or PETROVIETNAM) is the trading name of the Vietnam Oil and Gas Group (Tập đoàn Dầu khí Quốc gia Việt Nam). PetroVietnam has developed rapidly since it was established in 1975, and its activities, through its various companies and wholly owned subsidiaries, now cover all the operations from oil and gas exploration and production to storage, processing, transportation, distribution and services. Wholly owned by the Vietnamese central government, it is responsible for all oil and gas resources in the country and has become its country's largest oil producer and second-largest power producer.

Operations
PetroVietnam also carries out exploration activities in Malaysia, Indonesia, Mongolia, Myanmar and Algeria, and recovers oil in Iraq and Malaysia.

International cooperation
In order to help pay for the costs stemming from the Deepwater Horizon explosion, BP plans to sell its stakes in gas and oil properties in Vietnam. It maintains joint ownership of such projects — Lan Tay-Lan Do gas field and Nam Con Son pipeline — with ONGC, PetroVietnam, and ConocoPhillips. Moreover, its partners will be given priority when purchasing its shares should Hanoi approve the transaction. India has expressed interest in buying BP's assets to secure needed energy resources for its fast-growing economy.

In 2010, PetroVietnam Group has secured $1 billion loan from government bond proceeds and BNP Paribas for the Dung Quat oil refinery Plant No 1, in Vietnam, which began operating at 100% production capacity in August 2010.

Subsidiaries and joint-ventures
PetroVietnam has several subsidiaries:
 * Petrovietnam Exploration Production Corporation (PVEP)
 * Petrovietnam Gas Corporation (PV Gas)
 * Vietnam Steel Gas Pipeline Joint-Stock Corporation (PV Pipe)
 * Petrovietnam Oil Corporation (PV Oil)
 * Petrovietnam Power Corporation (PV Power)
 * Binh Son Refinery Ltd. (BSR)
 * Petec Trading and Investment Corporation
 * PetroVietnam University (Trường Đại học Dầu khí Việt Nam)

PetroVietnam holds controlling stakes in the following companies:
 * PetroVietnam Drilling & Well Services Joint Stock Corporation (PV Drilling)
 * PetroVietnam Technical Service Joint Stock Corporation (PTSC)
 * PetroVietnam Transportation Joint Stock Corporation (PV Trans)
 * PetroVietnam Finance Joint Stock Corporation (PVFC)
 * PetroVietnam Insurance Joint Stock Corporation (PVI)
 * PetroVietnam General Service Joint Stock Corporation (Petrosetco)
 * PetroVietnam Construction Joint Stock Corporation (PVC)
 * PetroVietnam Fertilizer and Chemicals Joint Stock Corporation (PVFCCo)
 * Drilling Mud Joint Stock Corporation (DMC)
 * Joint Venture Vietsovpetro (VSP)
 * PetroVietnam Petrochemicals and Fibre Joint Stock Company (PV Tex), a joint-venture set up with textile manufacturer Vinatex to build Vietnam's first polyester fiber plant. The factory will be located in Haiphong and use by-products from oil-refining.
 * Vietnam Energy Inspection Joint Stock Company (EIC)
 * Phuoc An Port Construction and Investment Joint Stock Company (PAP)
 * Petrovietnam Construction Investment Consultant Joint Stock Company (PCIC)

Together with Gazprom the company has established Vietgazprom.

Finance Corporation
PetroVietnam Joinstock Finance Corporation (international transaction name: PetroVietnam Finance Corporation, brief name PVFC) is a non-banking finance corporation, a subsidiary PetroVietnam. The corporation's slogan is "New Confidence of Development".

PVFC was founded on June 19, 2000 under the name PetroVietnam Finance Company. It was certificated ISO 9001:2000 by SGS (Switzerland) on May 5, 2004. In 2008, it transformed to Petrovietnam Finance Joint Stock Corporation with VND 5000 billion chartered capital. It held IPO in October 2008 and listed on the Ho Chi Minh Securities Trading Center under code PVF. Strategic partner Morgan Stanley holds 10% out of PVFC's chartered capital.

title: Petrovietnam


text:
Kicker (KDE)

Kicker (also referred to as KDE Panel) is the main panel used in KDE 3 and earlier, and also in the TDE desktop. Together with KDesktop, it forms the graphical shell. It can be customized by the user. By default, it has the K Menu, a Desktop Access button, a Home button, a Konqueror button, a Kontact button, and a Help button. It also has the Desktop Preview & Pager, the Taskbar, the System Tray, and the Clock.

It was a core part of the KDE desktop, and as such, packaged as part of the kdebase module. Kicker was also ported from Qt3 to Qt4.

In KDE Software Compilation 4, Kicker, KDesktop, and SuperKaramba were replaced by KDE Plasma 4. The graphical shells KDE Plasma 4 and KDE Plasma 5 being widget engines of their own, SuperKaramba is no longer necessary and e.g. "Kicker" was re-implemented as such a desktop widget. Kicker is currently developed by the TDE developers for the Trinity Desktop Environment.

Kicker can be launched separately in other windowing environments that lack a panel of their own, such as twm, and in case the twm menu lacks some of the commands that Kicker may have. This can be done by editing a  file, or from a terminal emulator:

$ kicker &

Applets
Kicker can embed various applets into itself. The included applets as of KDE 3.5 are:
 * Binary Clock
 * Bookmarks Menu
 * Character Selector
 * Clock
 * Color Picker
 * Desktop Preview & Pager
 * Dictionary
 * Eyes
 * Fifteen Pieces
 * Find
 * K Menu
 * Keyboard Status Applet
 * Klipper
 * Konqueror Profiles
 * Lock/Logout Buttons
 * Math Expression Evaluator
 * Media Control
 * Moon Phase
 * Network Folders
 * News Ticker
 * Non-KDE Application Launcher
 * Print System
 * Public File Server
 * Quick File Browser
 * Quick Launcher
 * Recent Documents
 * Run Command
 * Runaway Process Catcher
 * Settings
 * Show Desktop
 * Sound Mixer
 * Storage Media
 * System Guard
 * System Menu
 * System Monitor
 * Taskbar
 * Terminal Sessions
 * Trash
 * Weather Report
 * Window List Menu
 * Wireless Network Information
 * World Wide Watch
 * aRts Control

title: Kicker (KDE)


text: User talk:68.88.177.230

title: User talk:68.88.177.230


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Mulsanne

Mulsanne is a commune in the Sarthe department in the region of Pays de la Loire in north-western France.

Motor racing
The Circuit de la Sarthe, which is used in the sports car endurance race 24 Hours of Le Mans, features the long straight Ligne Droite des Hunaudières leading to Mulsanne, making a tight right hand turn before the entrance of the village itself. The famous straight is often called the Mulsanne Straight in English.

title: Mulsanne


text:
Washington State Route 4

State Route 4 (SR 4) is a 62.27 mi state highway, serving the southwestern region of the U.S. state of Washington. The highway, also known as Ocean Beach Highway, travels east along the Columbia River from U.S. Route 101 (US 101) at Johnston's Landing through Pacific, Wahkiakum and Cowlitz counties to an interchange with Interstate 5 (I-5) in Kelso. SR 4 is designated as part of the Lewis and Clark Trail Scenic Byway, a state scenic byway, as well as part of the National Highway System.

The highway, along with I-5 and SR 14, forms the former route of US 830, which ran along the Columbia River from Johnston's Landing to Maryhill from the creation of the United States Numbered Highways in 1926 until 1968. US 830 was co-signed with Primary State Highway 12 (PSH 12) from Johnston's Landing to Kelso and was created in 1937 as the successor to various unsigned state highways.

Route description

SR 4 begins at an intersection with US 101 at Johnston's Landing, located on the Naselle River in rural Pacific County. The highway, designated as the Lewis and Clark Trail Scenic Byway, travels southeast along the Naselle River and serves as the northern terminus of SR 401 in the census-designated place of Naselle before leaving the Naselle River. SR 4 continues east along Salmon Creek and the Deep River into Wahkiakum County before it intersects the former route of SR 403 in Rosburg. The highway travels upstream along the Grays River and turns southeast towards Skamokawa, passing east of the Julia Butler Hansen Refuge for the Columbian White-Tailed Deer on the shores of the Columbia River. SR 4 continues east through the county seat of Cathlamet and intersects the former terminus of SR 407 and the northern terminus of SR 409. The highway travels into Cowlitz County and intersects the western terminus of SR 432, which serves the Port of Longview, in West Longview. SR 4 continues through the northern part of Longview and passes the campus of the Lower Columbia College before traveling onto Cowlitz Way. Cowlitz Way intersects the former spur route of SR 411 and crosses over SR 411 and the Cowlitz River into Kelso before SR 4 splits into a one-way pair traveling south through downtown Kelso. SR 4 turns east onto Allen Street and continues to its eastern terminus, a diamond interchange with I-5 north of the Three Rivers Mall.

Every year, the Washington State Department of Transportation (WSDOT) conducts a series of surveys on its highways in the state to measure traffic volume. This is expressed in terms of annual average daily traffic (AADT), which is a measure of traffic volume for any average day of the year. In 2011, WSDOT calculated that the busiest section of SR 4 was the intersection with Catlin Street in Kelso west of the Cowlitz Way Bridge, serving 34,000 vehicles daily, while the least busy section was between Rosburg and Cathlamet in rural Wahkiakum County, serving less than 1,000 vehicles per day. The entire route of SR 4 is designated as part of the National Highway System, a highway system that includes roadways important to the national economy, defense, and mobility; and as a Highway of Statewide Significance by WSDOT from US 101 at Johnston's Landing to SR 432 in West Longview, which includes highways that connect major communities in the state of Washington.

History
The present route of SR 4 was codified into the state highway system in 1915 as State Road 19, connecting Naselle, Cathlamet, Longview, and Kelso along the Columbia River. The highway was built by Pacific County in the Naselle area and Cowlitz County between Stella and Kelso, while the Department of Highways built a road connecting Cathlamet to Skamokawa by 1915. State Road 19 was officially designated as the Ocean Beach Highway in 1919 and renumbered to State Road 12 in 1923. The highway was incorporated into US 830 during the creation of the United States Numbered Highways in 1926, traveling east along the Columbia River from US 101 at Johnston's Landing to US 97 in Maryhill. The highway was paved with the macadam method between Johnston's Landing and Grays River and between Skamokawa and Kelso by 1931. The remaining gap was constructed of gravel by 1933 and the entire highway was paved by 1939. State Road 12 was replaced by PSH 12 in 1937, traveling west from PSH 1 and US 99 in Chehalis to PSH 13 in Raymond, south on US 101 to Johnston's Landing, and east on US 830 to PSH 1 and US 99 in Kelso. During the 1964 highway renumbering, US 830 replaced PSH 12 between Johnston's Landing and Kelso and was designated as part of the Lewis and Clark Trail Scenic Byway during the creation of the state scenic highway system in 1967. US 830 was decommissioned in 1968 and was replaced with SR 4; however, the highway was proposed as a route for US 12 before it was extended west via White Pass to Aberdeen.

title: Washington State Route 4


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Dabhoi

Dabhoi is a town and a municipality in the Vadodara district in the state of Gujarat, India.

Dabhoi has a big popular sunni masjid (mosque) named Kaziwad Masjid.

History
Dabhoi was historically known as Darbhavati, Darbikagrama, Darbhavatipura, and Dabhohi. It is first mentioned in the sixth century astronomical treatise Romaka Siddhanta. It was an important pilgrim site for Hindus due to the Kalika temple and for Jains as well. It is also mentioned in several Jain works, such as Hemachandra's Yogartrevritti and Ramchandra's Vikramcharitra.

The town and its surroundings were under Chavda and later under Chaulukya rulers who built few buildings and temples from the ninth century.

The fortification of it is ascribed to the Chaulukya king of Gujarat, Jayasimha Siddharaja (1093-1143 AD), who made this his frontier fortress. The architectural style and the exquisite stone carving and iconography on the fort walls and gates suggest that it was conceived and constructed in the same period as Rudra Mahalaya and Zinzuwada Fort. It is mentioned as an important city in the Jain inscriptions of Girnar (VS 1288).

In the 13th century, the town came under Vaghela rule. The information on Dabhoi can be found in prashastis and inscriptions such as Someshwar prashasti, which mentions that the fort surrounding the town was built (1231 CE) during the reign of Vaghela ruler Viradhavala, father of Visaladeva, who made it his frontier fortress. He carried out the construction as a celebration of the birth of his son. The gates of it were said to construct by his ministers Vastupala and Tejapala.

The Vaidyanatha-Mahadeva temple, Parsavanath Jain temple, torana in white marble, Vireshwara temple, and Kumbeshwara complex was also built in the 13th century. Of all these, only gates, Vaidyanatha Mahadeva temple, and Parshwanath Jain temples are in good condition. The ruins of other structures and a kund suggest the grandeur of the town in the 13th and 14th centuries. It came under the Gujarat Sultanate later.

It was a district headquarter during the Mughal rule in Gujarat.

The battle of Dabhoi was fought on 1 April 1731 between Trimbakrao Dabhade and Bajirao Peshwa.

Later it was under the Baroda State.

Fort
According to the 19th century source, the fort complex covered an area of 800 x 1000 sq. yards. There are four gates in the town, one in each cardinal direction, having indirect entry, located in the middle of each side of the fort wall. These gates are: Hira gate or Hira Bhagol, Baroda or Vadodara gate, Chandod or Nandod gate and Champaner, Mori, Mahudi or Mahmudi gate. Baroda or Vadodara, Chandod, and Champaner gates lead to the cities by those names, whereas the Hira gate was the entrance to the Kalika Temple.

Hira Bhagol is named after the architect, Hiradhar.

The most exquisitely carved gate, is in the east, a.k.a. Hira Darwaza, or " Gate of Diamonds," This Hira Gate, according to tradition, cost more than ten thousand pounds sterling in 1865 values. It is an immense edifice, upwards of a hundred yards long and sixty high, entirely covered with most admirable bas-reliefs of warriors on horseback and in chariots, lions, and elephants.

The Vadodara Gate in the west, Champaner Gate in the north and Nandod Gate in the south.

The fort of Dabhoi is one of the rare surviving examples of Hindu military architecture, based on the shastri traditions described in various Vastu scriptures.

Geography
Dabhoi is located at 22.18°N, 73.43°W. It has an average elevation of 99 metres (324 feet).

Demographics
the India census, Dabhoi had a population of 54,930. Males constitute 52% of the population and females 48%. Dabhoi has an average literacy rate of 68%, higher than the national average of 59.5%: male literacy is 75% and, female literacy is 61%. In Dabhoi, 10% of the population is under 6 years of age.

Ecology
The Wadhvana Wetland located here is a wetland that was designated as a Ramsar wetland site on 2021.

Transport
Dabhoi Junction railway station is the main junction station in Vadodara division of Western Railway. Pratapnagar (Vadodara)-Dabhoi-Bodeli-Chhota Udaipur has been converted to a broad gauge. The remaining Narrow Gauge lines existing today at Dabhoi are Dabhoi-Miyagam Karjan-Choranda-Moti Koral/Malsar, Dabhoi-Chandod-Kevadiya (Ekta Nagar), Dabhoi-Samlaya Jn.-Timba Road. It has undergone major changes recently. In the latest Railway Budget plan has been made of Gauge Conversion of Dabhoi-Miyagam and Dabhoi-Samalaya Jn. stretch to reduce the freight traffic at Vadodara Jn.

title: Dabhoi


text:
Wikipedia:Articles for deletion/Benjamin Wetmore

 * The following discussion is an archived debate of the proposed deletion of the article below. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or on a Votes for Undeletion nomination).  No further edits should be made to this page.

The result of the debate was Delete. – Rich Farmbrough 22:14, 8 October 2005 (UTC)

Benjamin_Wetmore
THIS GUY IS JUST A PAWN FOR INTERNATIONAL JEWRY!!!!!!!!!!!!!!!!!!!!!!! They were:
 * Note that 22.56.221.16 removed the AfD notice. Grobertson 06:59, 8 October 2005 (UTC)
 * Note also that he deleted three delete votes. See this diff.

*Delete per nomination. - 68.49.148.17 04:04, 29 September 2005 (UTC) *Delete, he is only very slightly notable now and no one will be looking for him in 10 years. -- Kjkolb 05:19, 29 September 2005 (UTC) *Delete not really notable. not sure how taping a speech by tipper gore turns into fame, but that and having been sued seem to be the main claims (being a university activist is just too common IMO). Nateji77 05:02, 30 September 2005 (UTC)

Therefore the consenses is delete, not n/c as I formerly thought. I have blocked said user for 24 hours, for vandalism. Ironically his efforts nearly saved an article about someone he seems to hate...
 * The above discussion is preserved as an archive of the debate. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in an undeletion request). No further edits should be made to this page.