Budget Achievement Quotes

Budgeting has only one rule: Do not go over budget.

The last time such a loss occurred was during the 1930s, and what makes it such a concern this time is that the dismal job creation statistic has been accompanied by huge and rising budget deficits, large and persistent trade deficits, enormous indebtedness, a low saving rate, a worsening state of indispensable modern infrastructure, poor achievements in education for the masses, worrisome public health (marked by a historically unprecedented incidence of obesity)—and a grossly dysfunctional government to run it all. When seen from this perspective, the state of US manufacturing is a clear cause for concern.

If life is a movie most people would consider themselves the star of their own feature. Guys might imagine they're living some action adventure epic. Chicks maybe are in a rose-colored fantasy romance. And homosexuals are living la vida loca in a fabulous musical. Still others may take the indie approach and think of themselves as an anti-hero in a coming of age flick. Or a retro badass in an exploitation B movie. Or the cable man in a very steamy adult picture. Some people's lives are experimental student art films that don't make any sense. Some are screwball comedies. Others resemble a documentary, all serious and educational. A few lives achieve blockbuster status and are hailed as a tribute to the human spirit. Some gain a small following and enjoy cult status. And some never got off the ground due to insufficient funding. I don't know what my life is but I do know that I'm constantly squabbling with the director over creative control, throwing prima donna tantrums and pouting in my personal trailor when things don't go my way. Much of our lives is spent on marketing. Make-up, exercise, dieting, clothes, hair, money, charm, attitude, the strut, the pose, the Blue Steel look. We're like walking billboards advertising ourselves. A sneak peek of upcoming attractions. Meanwhile our actual production is in disarray--we're over budget, doing poorly at private test screenings and focus groups, creatively stagnant, morale low. So we're endlessly tinkering, touching up, editing, rewriting, tailoring ourselves to best suit a mass audience. There's like this studio executive in our heads telling us to cut certain things out, make it "lighter," give it a happy ending, and put some explosions in there too. Kids love explosions. And the uncompromising artist within protests: "But that's not life!" Thus the inner conflict of our movie life: To be a palatable crowd-pleaser catering to the mainstream... or something true to life no matter what they say?

When you categorize something as “Not About Me,” it exits your affective niche and has less impact on your body budget. Similarly, when you are successful and feel proud, honored, or gratified, take a step back and remember that these pleasant emotions are entirely the result of social reality, reinforcing your fictional self. Celebrate your achievements but don’t let them become golden handcuffs. A little composure goes a long way.

Clinton was Reagan's greatest achievement. He carried forward the Republican agenda by combining a postindustrial fatalism—regulation wasn't possible, austerity was unavoidable, budgets had to be balanced, crime was a condition of culture, not economic policy—with a folksy postmodern optimism.

That’s all very well, but how many family doctors would you need? It simply doesn’t fit into the system of a free universal national health service.” “It’ll fit into a universal national health service, but it won’t fit into a free health service,” said Oreshchenkov, rumbling on and clinging confidently to his point. “But it’s our greatest achievement, the fact that it’s a free service.” “Is this in fact such a great achievement? What does ‘free’ mean? The doctors don’t work for nothing, you know. It only means that they’re paid out of the national budget and the budget is supported by patients. It isn’t free treatment, it’s depersonalized treatment. If a patient kept the money that pays for his treatments, he would have turned the ten roubles he has to spend at the doctor’s over and over in his hands. He could go to the doctor five times over if he really needed to.

On the one hand, agencies are supposed to be united in a common goal of reconstructing the country in question, but on the other hand, bureaus are competing with one another and attempting to carve out their niche that differentiates them from other agencies in order to secure a part of the fixed budget. Each will have its own agenda, which may clash with the agenda of other agencies as well as with the overarching goal of achieving a successful reconstruction.

He didn’t speak exclusively on the stimulus bill at all these engagements, but the topic of that bill, and of government spending generally, was never far away at any of them. Why was he so deeply opposed to it? The idea behind the stimulus was to pump large amounts of cash into the economy in order to ignite consumer spending and, in turn, growth. The governor thought that idea was foolish for many reasons, but the two that led him to oppose the policy with all his energy were these: the cash was borrowed, and most of it would pass from the federal government to state governments. He understood the culture and habits of government well enough to know that that federal money wouldn’t be used to spur economic growth but to balance state budgets. Maybe it was a good idea to help states shore up their budgets and maybe it wasn’t, but that wasn’t the justification given for the stimulus, and in any case it would have no effect on economic growth. And he understood that, when the stimulus failed to achieve its purpose, people would remember that it was he who had inveighed against it with greater fervor than anybody else.

Besides increasing or decreasing the stimulation level of the environment, you can also achieve an optimal level of arousal by drinking beverages that have a direct impact on neocortical arousal.38 Alcohol, at least initially, has the effect of lowering arousal. After a couple of glasses of wine the extraverts are more likely to dip below the optimal arousal level, whereas their introverted friends, nudged closer to optimal arousal, may appear unexpectedly garrulous. Coffee, being a stimulant, has the opposite effect. After ingesting about two cups of coffee, extraverts carry out tasks more efficiently, whereas introverts perform less well. This deficit is magnified if the task they are engaged in is quantitative and if it is done under time pressure. For an introvert, an innocent couple of cups of coffee before a meeting may prove challenging, particularly if the purpose of the meeting is a rapid-fire discussion of budget projections, data analysis, or similar quantitative concerns. In the same meeting an extraverted colleague is likely to benefit from a caffeine kick that creates, in the eyes of the introverts, the illusion of competency.

A good campaign usually deploys multiple tactics: paid media (TV ads, digital ads, radio ads, print ads), earned media (which is just jargon for public relations), opposition research (a euphemism for digging up dirt on someone), field (canvassing, door knocking, flyers, lit drops, posters, phone calls), lobbying (personal connections in one way or another), and today, perhaps more than anything else, social media. We went at it on every front. I convened a meeting of our senior team every morning at 8 a.m. to discuss what we could to do to drive Anthony from the race. Here’s the best of what we did: Earned media: I kicked things off by saying, on the front page of the New York Times, that if Anthony ran, I’d add an extra $20 million to our campaign budget to ensure that we destroyed his reputation so thoroughly, he’d never be able to run for anything ever again. In retrospect, the threat probably landed harder than I realized because Anthony was already starting to self-destruct. (It wasn’t like what he got caught doing on Twitter didn’t exist in other, pre-Twitter formats before then.) We started exactly where anyone would when it comes to Anthony Weiner: sex. In his time as a member of the House, Anthony had passed all of one bill. And that one illustrious piece of legislation was to give more visas to models. Yep, protecting the rights of hot women was Anthony’s sole achievement in office. That was a good point to make but not an exposé in and of itself. But then our research team noticed something: Anthony had also received campaign contributions from many of the models who received highly coveted H1B visas. Not only was this pay-to-play (give contributions, get government favors), it was illegal.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

When top management asks departments to make their budgets, people play a game called sandbagging—they push for the lowest possible expectation to make sure they will achieve the targets and collect their bonuses. When the numbers don’t add up, top management arbitrarily imposes higher targets (which they make sure exceed what they promised to shareholders, to ensure they will make their bonuses too), which people lower down have no choice but to accept. Instead of frank discussions about what’s feasible and what’s not, people exchange spreadsheets with fictive forecasts driven by fear of not making the numbers. In the process, budgets fail to deliver on one of their key objectives: making people feel accountable and motivated for their outcomes.

You can count on Precision Painting Inc. for quality, professional friendly service provided on time and on budget. A quality paint job will restore the beauty of your home or business and protect it for many years. To achieve this for our customers Precision Painting inc does not cut any corners. At every step we use nothing but proper techniques and premium products. Our painters employ excellent craftsmanship and attention to detail. We will make your home or business shine!

The Founding and the Constitution WHAT GOVERNMENT DOES AND WHY IT MATTERS The framers of the U.S. Constitution knew why government mattered. In the Constitution’s preamble, the framers tell us that the purposes of government are to promote justice, to maintain peace at home, to defend the nation from foreign foes, to provide for the welfare of the citizenry, and, above all, to secure the “blessings of liberty” for Americans. The remainder of the Constitution spells out a plan for achieving these objectives. This plan includes provisions for the exercise of legislative, executive, and judicial powers and a recipe for the division of powers among the federal government’s branches and between the national and state governments. The framers’ conception of why government matters and how it is to achieve its goals, while often a matter of interpretation and subject to revision, has been America’s political blueprint for more than two centuries. Often, Americans become impatient with aspects of the constitutional system such as the separation of powers, which often seems to be a recipe for inaction and “gridlock” when America’s major institutions of government are controlled by opposing political forces. This has led to bitter fights that sometimes prevent government from delivering important services. In 2011 and again in 2013, the House and Senate could not reach agreement on a budget for the federal government or a formula for funding the public debt. For 16 days in October 2013, the federal government partially shut down; permit offices across the country no longer took in fees, contractors stopped receiving checks, research projects stalled, and some 800,000 federal employees were sent home on unpaid leave—at a cost to the economy of $2–6 billion.1 39

Platinum Flooring Company’s certified and skilled installers are trained to install hardwood products for any give art form, which would not only make your new floor look great, but last long for years to come. The Platinum Flooring Company’s specialist would not only help you select the perfect laminate flooring for your home that would suit your home décor as well as budget, but would also install your new laminate flooring for a fast, worry-free installation experience. Platinum Flooring Company is a full service, Hayward based flooring and installation firm specializing in classic design with a global influence. Whether designing residential or commercial spaces, Platinum Flooring has built a reputation on achieving highly individual results for a discerning clientele across the state of California and Beyond. At Platinum Floor Company, we have a separate team of stair installers headed by a stair specialist, having intense knowledge of different wood species, latest technology tools and in-depth knowledge of angular complexities. “Wooden floor, especially hardwood is good as it can take a lot of abuse and has a greater life expectancy compared to laminate or engineered floors.”, says Alex Vongsouthi – Founder, Platinum Flooring Company. But there are several reasons which can make your wood floor crack or separate between boards, cup, crown, etc. some being high traffic on the floor, spillages, sunlight and high percentage of moisture content in the room. With this it can be difficult to know whether floors need to be replaced or can be fixed. Platinum Flooring is renowned for its high standards and uncompromising service quality, with the expertise of a high-end retailer in Hardwood, Engineered wood and Laminate flooring.

1. The Economic Model—A formula that shows you how to plug in specific numbers you’ll have to achieve in specific areas to receive a specific net income. 2. The Lead-Generation Model—The specific approach you must take to systematically generate a specific number of leads. 3. The Budget Model—An outline of the specific budget categories you should track and the percentage of your gross revenue you should spend in each of them. 4. The Organizational Model—The specific staff positions you will need to fill and the job responsibilities they will be given as your business grows.

The primary concern of projects in the monitoring process is the progress, the milestones achieved, the factor of complying with the time schedule, the scope, compliance with laws, and that the project is within the allocated/mobilized budget(costs).

As a personal finance advisor, you will provide guidance on how to manage money more effectively. Take into account techniques such as budgeting, setting financial goals, diversifying investments, and understanding credit. Offer advice about building wealth over time and discuss the importance of creating a plan for achieving long-term financial security. My first request is “What should I do to improve my financial situation?

On January 21, 2021, the day after inauguration, Biden reversed the order. It was one of his first actions as president. No wonder, because, as The Hill reported, this executive order would have been “the biggest change to federal workforce protections in a century, converting many federal workers to ‘at will’ employment.” How many federal workers in agencies would have been newly classified at Schedule F? We do not know because only one completed the review before their jobs were saved by the election result. The one that did was the Congressional Budget Office. Its conclusion: fully 88% of employees would have been newly classified as Schedule F, thus allowing the president to terminate their employment. This would have been a revolutionary change, a complete remake of Washington, DC, and all politics as usual. If the HHS Administrative State is to be dismantled, so that it will become possible to manage the various Executive Branch agencies once again, Schedule F provides an excellent strategy and template to achieve the objective. If this most important of all tasks is not achieved, then we will remain at risk that HHS will once again attempt to trade our national sovereignty for additional power by aligning with the WHO, as was recently attempted in the case of the surreptitious January 28, 2022, proposed modifications to the International Health Regulations [434]. These actions, which were not made public until April 12, 2022, clearly demonstrate that the HHS Administrative State represents a clear and present danger to the US Constitution and national sovereignty and must be dismantled as soon as possible.

By tracking your finances and fixing any leaks in your budget, you can ensure that your hard-earned money is not wasted and is put toward achieving your financial goals.

Tom King, the chief operating officer of U.S. Soccer, said that the federation invested $4.4 million on the women's team in 1999 and lost $2.7 million. The federation receives about $3 million from FIFA, soccer's world governing body, for qualifying for the men's World Cup, and $700,000 to $1 million per game, American officials said. The federation receives no money from FIFA for qualifying for the Women's World Cup. The men's team also receives guarantees from other countries when it travels of up to $140,000, King said, compared with zero for the women. 'I don't see the WNBA players asking for the same salaries as the NBA players,' Contiguglia said. In the case of soccer, however, the women are the NBA. It is the women's team that is more popular and higher achieving. And to suggest the men's team is a cash cow is incorrect. The men's team didn't pay for itself either in 1999, King said, losing $700,000 on a budget of $5.9 million. An argument could be made that the American women deserve more money than the men, not just equal pay. They have won two world championships and an Olympic gold medal, while the men have won nothing. The biggest men's home crowds often come at matches where the ethnic population is cheering for the other team.

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

have your dream wedding simply because it is your day. However, in order to achieve this,

The climate has been changing throughout history. Has man caused all these historical fluctuations in weather? No, of course not; but global warming alarmists want to make you feel responsible for natural cycles that have gone on for forever, and you need to know this is basically a moneymaker for some of them. In a way, global warming—or climate change as they now call it, to cover all their bases—is a pseudoscientific fad that comes complete with massive government grants and university research support for scientists, power and big budgets for bureaucrats, and a feel-good crusade for politicians. It’s an unholy combination that has left truth and common sense behind. With all the problems mankind has caused in this world, and all the deadly threats people currently face, claims that climate change is our number one threat, as the alarmists want you to believe, are downright ludicrous. Moreover, the idea that government can “fix” our future weather patterns doesn’t pass the straight-face test. Whatever government does in regulating power and siphoning off zillions of tax dollars for uneconomic, inefficient “green energy” projects will, according to some experts, chill our climate by less than two-hundredths of a degree Celsius over the course of a hundred years! And there is evidence, by the way, that our planet is entering a cooling trend anyway because of reduced solar flares and sunspot activity. What the government’s draconian regulations will actually achieve is not a healthier climate but scarcer and higher-cost energy, fewer jobs, a weaker economy, and a less secure America.

Our goal with a product-based funding model is to value the achievement of organizational and customer outcomes, such as revenue, customer lifetime value, or customer adoption rate, ideally with the minimum of output (e.g., amount of effort or time, lines of code). Contrast this to how projects are typically measured, such as whether it was completed within the promised budget, time, and scope.

The supposition that there is massive waste to be cut in the civilian budget is simply a myth. To recapitulate: ending all earmarks and foreign aid and achieving all of the specific cuts on civilian programs proposed by the deficit commission, even if such choices were meritorious, would amount to less than 1 percent of GDP. True

By following what they believe are stick orders from the top, many typical managers tend to concentrate on working within budget and resource constraint --- thereby developing a boxed-in, "can't do" mindset.

An overall picture of how a developing country with considerable amount of natural resources may get in trouble can be described by discussing the lack of absorption capacity where overspending on domestically produced goods leads to increased price level.Further, an inefficient choice of public policy cause poor economic performance through the mismanagement of budget expenditure. In this case governments undertake projects not to achieve social optimality rather to increase their fame. Hence “easy money” may easily lead to increased corrupt activities in contracting projects thereby affecting negatively the transparency level and the competitiveness of market economy

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

Avis Budget, recognising the emerging threat, spent $500m last year buying Zipcar, the world’s largest example of a “car club”, a form of sharing in which vehicles are parked on the streets and users can rent them, using a swipe-card, by the hour. In theory, the giant hire firms are well-placed to operate the car-club model: conventional rentals peak during the week, whereas club-car use peaks at weekends, so they can achieve high utilisation rates by shifting cars between the two services. Car clubs and other forms of sharing are proving especially attractive to young drivers. That is encouraging the carmakers to return to a business they have dabbled in before (Hertz has been owned by both Ford and GM; and GM once part-owned Avis).

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

beating the competition or one’s peers is a far more powerful weapon than financial incentives. Why do people need cash incentives to fulfill their work obligations to colleagues and customers? It is recognition of effort that is important. Managers will only strive to achieve ambitious goals if they know that their ‘best efforts’ will be recognized and not punished if they fail to get all the way.

improve your reflective thinking and writing skills with this feedback. Budget numerous additional hours for the following purposes: Research colleges; prepare for the SAT or ACT with Writing and SAT Subject Tests (“SAT IIs”), if these are not yet done by junior year; work with teachers, your school counselor, and any other non-school recommenders; attend college-related events; prepare for interviews; and take care of whatever else may be necessary to ensure you are submitting high-quality applications on time—on top of your busy schoolwork and extracurricular activities. Try not to take rejections personally. Acceptances or rejections—in regards to college admissions and life as a whole—should

Greece can balance its books without killing democracy Alexis Tsipras | 614 words OPINION Greece changes on January 25, the day of the election. My party, Syriza, guarantees a new social contract for political stability and economic security. We offer policies that will end austerity, enhance democracy and social cohesion and put the middle class back on its feet. This is the only way to strengthen the eurozone and make the European project attractive to citizens across the continent. We must end austerity so as not to let fear kill democracy. Unless the forces of progress and democracy change Europe, it will be Marine Le Pen and her far-right allies that change it for us. We have a duty to negotiate openly, honestly and as equals with our European partners. There is no sense in each side brandishing its weapons. Let me clear up a misperception: balancing the government’s budget does not automatically require austerity. A Syriza government will respect Greece’s obligation, as a eurozone member, to maintain a balanced budget, and will commit to quantitative targets. However, it is a fundamental matter of democracy that a newly elected government decides on its own how to achieve those goals. Austerity is not part of the European treaties; democracy and the principle of popular sovereignty are. If the Greek people entrust us with their votes, implementing our economic programme will not be a “unilateral” act, but a democratic obligation. Is there any logical reason to continue with a prescription that helps the disease metastasise? Austerity has failed in Greece. It crippled the economy and left a large part of the workforce unemployed. This is a humanitarian crisis. The government has promised the country’s lenders that it will cut salaries and pensions further, and increase taxes in 2015. But those commitments only bind Antonis Samaras’s government which will, for that reason, be voted out of office on January 25. We want to bring Greece to the level of a proper, democratic European country. Our manifesto, known as the Thessaloniki programme, contains a set of fiscally balanced short-term measures to mitigate the humanitarian crisis, restart the economy and get people back to work. Unlike previous governments, we will address factors within Greece that have perpetuated the crisis. We will stand up to the tax-evading economic oligarchy. We will ensure social justice and sustainable growth, in the context of a social market economy. Public debt has risen to a staggering 177 per cent of gross domestic product. This is unsustainable; meeting the payments is very hard. On existing loans, we demand repayment terms that do not cause recession and do not push the people to more despair and poverty. We are not asking for new loans; we cannot keep adding debt to the mountain. The 1953 London Conference helped Germany achieve its postwar economic miracle by relieving the country of the burden of its own past errors. (Greece was among the international creditors who participated.) Since austerity has caused overindebtedness throughout Europe, we now call for a European debt conference, which will likewise give a strong boost to growth in Europe. This is not an exercise in creating moral hazard. It is a moral duty. We expect the European Central Bank itself to launch a full-blooded programme of quantitative easing. This is long overdue. It should be on a scale great enough to heal the eurozone and to give meaning to the phrase “whatever it takes” to save the single currency. Syriza will need time to change Greece. Only we can guarantee a break with the clientelist and kleptocratic practices of the political and economic elites. We have not been in government; we are a new force that owes no allegiance to the past. We will make the reforms that Greece actually needs. The writer is leader of Syriza, the Greek oppositionparty

Ive’s dreamy insistence on a stainless-steel bezel for iPhones and industrial-grade glass for iPads, for instance, paid off in a way that managers worried about making a budget never could have achieved. If he were handcuffed to a spreadsheet, would Ive have insisted that the Italian marble being considered for Apple’s first Manhattan retail store be flown to Cupertino for him to inspect?

Musical Event Management Service– Make the right & sensible choice Music is essential to keep the spirit up in the day to day activities. It is known to elevate positive feelings and makes you a cheerful person. There is no one on this earth, who will not agree that listening to soulful songs is a great therapy to kick out stress. Not only this, it has become a great source of entertainment in modern day lifestyle. It keeps everyone upbeat and definitely lightens up everyone’s mood. With these benefits, there has been a massive rise in the demand of musical event management service. So, if you are someone who is planning to host such an event, it makes sense to take a right call by consulting the company SPRING OF RHYTHM. Well, this can be achieved by opting for a trustworthy event management firm like SPRING OF RHYTHM. Only consider the best, which can guarantee of top-notch musical event management solutions. In the market, you might come across to hundreds of companies, but never get fooled by their big promises. Sit down and perform extensive research to opt only the prominent one for your peace of mind. In case you compromise on this point, it can prove to be a costly affair. Of all, the event can turn out to be a major disappointment and this can harm your reputation in the society. This is why there is a need to be smart in the decision-making process. Firstly, one should get complete information about the musical event management service provider. Check their reputation in the industry and for how they have been performing. Give your vote of confidence to only the most experienced and the best one. With years of experience in their kitty, it can do wonders in the quality of service. Secondly, get an insight on the team members and their hands-on experience. Only a good team with superlative members can assure of exceptional service. Thirdly, check the industry connections of the firm and this is vital in terms of costing. This will prove to be decisive in a smooth event within the desired budget. Based on their industry connections, it helps to meet the requirements in a cost-effective way and without compromising on your end goals. A reputed musical event management service provider will assess the main objective of the occasion in a proficient manner. They can offer the customize service as per the necessities of the client in a clinical manner. SPRING OF RHYTHM possesses the much-needed expertise in organizing the best musical event. With the best pool of music artists, it gives the liberty to make the choice according to the budget and occasion. You certainly end up saving time by knowing which artist will be available for a particular day and what will be the charge. This can bring about a lot of clarity and make the decision-making process less stressful. Make the right decision to add the right enthusiasm to the event and make it unbelievable for everyone. SPRING OF RHYTHM is assuring you with the successful and entertaining event will give an immense satisfaction.

In Gujarat if you travel by autorickshaw the fair is ten rupees per kilometre, but friends, we have achieved Mission Mars at seven rupees per kilometre. That is less than the budget of a Hollywood film. And we have achieved this in our first attempt.’ This

As the Minister of State...I was the chief public relations man... As such, I spent time and money monitoring public issues surfacing at the various coffee houses in town. To assist in this hearsay hunt, I placed men and women on the government payroll under the title of States Services Officers. To hide th oepration from the budget scrutiny of the national legislature I placed them on personal services contracts. Was the purpose achieved? Most certainly. Many people, even my fellow cabinet members, kept wondering why the Minster of State had an extension office located in the lush business section of the town. This was to keep abreast with the runaway infomration boom of Koror town.

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What is an Achievement Story? As noted in the Hiring Manager’s Secrets chapter, hiring managers want to know: How you made money for your employer, How you saved money for your employer, How you made yourself, your department, your division, or your company more productive. They want to know how you made a positive difference. This is your time to answer the above questions with real-life examples from your experience. According to “Ask A Manager” blogger, Alison Green, resumes that stand out tell the reader what you accomplished that someone else wouldn’t have in the same position. For example, if you’re like me you may have: — trained managers to sell products through a new ordering system by documenting the process and conducting training sessions, — took on the work of two laid off employees, or — developed a budgeting system enabling managers to customize their budgets based on their unique needs. Alison also says that the hiring manager wants to know, “Were you solely interested in producing acceptable work, or did you do an impressive job?

There was a reason, I told Valerie, why Republicans tended to do the opposite—why Ronald Reagan could preside over huge increases in the federal budget, federal deficit, and federal workforce and still be lionized by the GOP faithful as the guy who successfully shrank the federal government. They understood that in politics, the stories told were often as important as the substance achieved.

But those achievements pale next to the audacity of trying to send humans to Mars, which remains far beyond the present-day capability of NASA or any other space agency around the world. Even with an annual budget approaching $25 billion a year, and some of the smartest scientists and engineers anywhere, the space agency that landed humans on the Moon remains several giant leaps away from sending a few astronauts to Mars.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

Appreciating Your Work Before you can write your Achievement Stories, you need to appreciate your achievements. You cannot take your work for granted. Malcolm Forbes, Forbes’ magazine’s late publisher, said: Too many people overvalue what they are not and undervalue what they are. What usually happens is that if we do something, it seems commonplace, not special, just ordinary. However, when we see someone doing something we cannot do, we’re impressed. What we’re not considering is whether the person who impressed you can do what you can do. We’re also not asking ourselves: “Why did you keep your job so long?” “Why did you get raises?” “Why did you get promoted?” “Why did you receive those awards?” “Why did you get recognized as often as you did, via awards or complementary messages from your boss and others?” If you’re not getting raises, promotions, awards or complements, there could be a number of reasons. It might be that your company cannot afford to provide raises and promotions. It’s possible that a boss may think that if you get awards and compliments, you’ll ask for a raise, which her budget doesn’t permit. Unfortunately, there are also times when a boss may not want to draw attention to you because she’s afraid of you, afraid you’ll outshine her, afraid you’ll get her job. Of course, you need to be careful around someone like this. I once gave a presentation to a group of people, including my boss and her boss. After the presentation, my boss’s boss said it was excellent. All my boss did was look at me for what seemed like a long time. As long as she worked there, she never let me give another presentation.

Focus your efforts by recognizing the power of the Pareto principle first. Then you’ll have tons of cash to do whatever else you want to do. Spend more of your budget on less people. Deliver much more value to them and you will achieve more in less time while raising more funds at lower cost. Breaking

I am committed to making significant life changes with my money, and I’d like you to hold me accountable for five things. 1.​I will make a budget and give every dollar a job. 2.​I will track my money every month. 3.​I will give my absolute best every day at work. 4.​I will continually look for ways to earn more income and provide more value. 5.​I will invest in real estate for my future.

Financial Issues People with self-control issues will either not have a budget or have pretty hard time sticking to one. They’re easily swayed by their impulses and sweet discounts on stuff they don’t even need.

Don’t drink any alcohol, period—and if you absolutely, positively must, limit yourself to one drink before about 6 p.m. Alcohol probably impairs sleep quality more than any other factor we can control. Don’t confuse the drowsiness it produces with quality sleep. Don’t eat anything less than three hours before bedtime—and ideally longer. It’s best to go to bed with just a little bit of hunger (although being ravenous can be distracting.) Abstain from stimulating electronics, beginning two hours before bed. Try to avoid anything involving a screen if you’re having trouble falling asleep. If you must, use a setting that reduces the blue light from your screen. For at least one hour before bed, if not more, avoid doing anything that is anxiety-producing or stimulating, such as reading work email or, God help you, checking social media. These get the ruminative, worry-prone areas of our brain humming, which is not what you want. For folks who have access, spend time in a sauna or hot tub prior to bed. Once you get into the cool bed, your lowering body temperature will signal to your brain that it’s time to sleep. (A hot bath or shower works too.) The room should be cool, ideally in the midsixties. The bed should be cool too. Use a “cool” mattress or one of the many bed-cooling devices out there. These are also great tools for couples who prefer different temperatures at night, since both sides of the mattress can be controlled individually. Darken the room completely. Make it dark enough that you can’t see your hand in front of your face with your eyes open, if possible. If that is not achievable, use an eye shade. I use a silky one called Alaska Bear that costs about $8 and works better than the fancier versions I’ve tried. Give yourself enough time to sleep—what sleep scientists call a sleep opportunity. This means going to bed at least eight hours before you need to wake up, preferably nine. If you don’t even give yourself a chance to get adequate sleep, then the rest of this chapter is moot. Fix your wake-up time—and don’t deviate from it, even on weekends. If you need flexibility, you can vary your bedtime, but make it a priority to budget for at least eight hours in bed each night. Don’t obsess over your sleep, especially if you’re having problems. If you need an alarm clock, make sure it’s turned away from you so you can’t see the numbers. Clock-watching makes it harder to fall asleep. And if you find yourself worrying about poor sleep scores, give yourself a break from your sleep tracker.

In order to ensure that only states which had achieved monetary stability should participate in the euro, five ‘convergence criteria’ were established regarding rates of inflation and of interest; ceilings for budget deficits and for total public debt; and stability of exchange rates. Budget deficits, for example, were not to exceed 3 per cent of GDP and public debt was to be limited to 60 per cent of GDP, unless it was ‘sufficiently diminishing’ and approaching the limit ‘at a satisfactory pace’. Only states that had satisfied the criteria were to be allowed to participate; and once again, stages and a timetable were fixed, in order to give at least a minimum number of states the time to do so. Others

Answer premortemI questions: What do you want to learn? What is the greatest source of uncertainty or most important question you want to answer? What is most likely to fail? Communicate with stakeholders: Explain to your manager, colleagues, clients, customers, shareholders, contractors, etc., what the project is about and why it matters. Define success criteria: What needs to happen for this project to be considered successful? What are the minimum results you need to achieve, or the “stretch goals” you’re striving for? Have an official kickoff: Schedule check-in calls, make a budget and timeline, and write out the goals and objectives to make sure everyone is informed, aligned, and clear on what is expected of them. I find that doing an official kickoff is useful even if it’s a solo project!

Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized. Hold regular internal DevOps mini-conferences. We’ve seen organizations achieve success using the classic DevOpsDays format, which combines pre-prepared talks with “open spaces” where participants self-organize to propose and facilitate their own sessions. Give staff dedicated time, such as 20% time or several days after a release, to experiment with new tools and technologies. Allocate budget and infrastructure for special projects.

Specific Architectural Topics Is the overall organization of the program clear, including a good architectural overview and justification? Are major building blocks well defined, including their areas of responsibility and their interfaces to other building blocks? Are all the functions listed in the requirements covered sensibly, by neither too many nor too few building blocks? Are the most critical classes described and justified? Is the data design described and justified? Is the database organization and content specified? Are all key business rules identified and their impact on the system described? Is a strategy for the user interface design described? Is the user interface modularized so that changes in it won’t affect the rest of the program? Is a strategy for handling I/O described and justified? Are resource-use estimates and a strategy for resource management described and justified for scarce resources like threads, database connections, handles, network bandwidth, and so on? Are the architecture’s security requirements described? Does the architecture set space and speed budgets for each class, subsystem, or functionality area? Does the architecture describe how scalability will be achieved? Does the architecture address interoperability? Is a strategy for internationalization/localization described? Is a coherent error-handling strategy provided? Is the approach to fault tolerance defined (if any is needed)? Has technical feasibility of all parts of the system been established? Is an approach to overengineering specified? Are necessary buy-vs.-build decisions included? Does the architecture describe how reused code will be made to conform to other architectural objectives? Is the architecture designed to accommodate likely changes? General Architectural Quality Does the architecture account for all the requirements? Is any part overarchitected or underarchitected? Are expectations in this area set out explicitly? Does the whole architecture hang together conceptually? Is the top-level design independent of the machine and language that will be used to implement it? Are the motivations for all major decisions provided? Are you, as a programmer who will implement the system, comfortable with the architecture?

In all racial groups, students from wealthy households tend to score better than those who are poor, but income does not explain group differences. A study by McKinsey and Company found that white fourth graders living in poverty scored higher—by the equivalent of about half-a-year’s instruction—than black fourth graders who were not poor. These differences increase in high school. On the 2009 math and verbal SAT tests, whites from families with incomes of less than $20,000 not only had an average combined score that was 117 points (out of 1600) higher than the average for all blacks, they even outscored by 12 points blacks who came from families with incomes of $160,000 to $200,000. Educators and legislators have not ignored the problem. The race gap in achievement is such a preoccupation that in 2007, 4,000 educators and experts attended an “Achievement Gap Summit” in Sacramento. They took part in no fewer than 125 panels on ways to help blacks and Hispanics do as well as whites and Asians. Overwhelming majorities in Congress passed the No Child Left Behind Act in 2002 to improve student performance and bridge achievement gaps. The government budgeted $24.4 billion for the program for fiscal year 2007, and its requirements for “Adequate Yearly Progress” have forced change on many schools. This is only the latest effort in more than 25 years of federal involvement. The result? In 2009, Chester E. Finn, Jr., a former education official in the Reagan administration, put it this way: “This is a nearly unrelenting tale of woe and disappointment. If there’s any good news here, I can’t find it.

all bastions of bureaucracy. They all conform to the same bureaucratic blueprint: There is a formal hierarchy Power is vested in positions Authority trickles down Big leaders appoint little leaders Strategies and budgets are set at the top Central staff groups make policy and ensure compliance Job roles are tightly defined Control is achieved through oversight, rules, and sanctions Managers assign tasks and assess performance Everyone competes for promotion Compensation correlates with rank These organizational features may seem innocuous, but as we’ll see, it’s here, in the unremarkable landscape of bureaucracy, that we find the roots of institutional incompetence.

When you complete a major quest and return home, do take a few moments to celebrate with friends and family, or simply celebrate alone with your thoughts. If there’s a chance to capture a memento or stick your achievement on the wall, go for it. You’ve earned it, and you should be proud of your accomplishments. However, after a little while it’s time to grab the sword, don your cape once again, and set out on another adventure. If your life is a movie, then you just got green-lit for a sequel with an even bigger budget.

According to Herzl’s account, he harangued the baron about the inadequacy of his programs that settled Jews in the New World by the thousands, when millions were in danger. At first, Herzl raised themes from The New Ghetto about restoring Jewish honor and self-esteem. “Whether the Jews stay put or whether they emigrate, the race must first be improved on the spot. It must be made strong for war, eager to work, and virtuous. Afterwards, let them emigrate, if necessary.”35 Herzl suggested that the baron fund handsome prizes in antisemitic countries for Jews who perform “deeds of great moral beauty, for courage, self-sacrifice, ethical conduct, great achievements in arts and science … in short, for anything great.” When Hirsch insisted that emigration was the only solution, Herzl “almost shouted”: “‘Well, who told you that I don’t want to emigrate?’” Herzl said he would lay his plan before the German emperor and raise from Europe’s wealthiest Jews a loan of ten million marks—a staggering sum, equivalent to twice the German imperial navy’s annual budget. Immediately after he got home from the meeting, Herzl saw to his dismay that he had only gotten through six of the twenty-two pages of notes. So he wrote Hirsch a long letter that, more clearly, yet with an even higher emotional charge than their

And some of the worst add an extra twist: they take perverse pleasure in insisting that project managers like her commit to timetables and budgets that are impossible to meet—and then berate and bad-mouth them when the project begins to fail, even when the project manager had warned them that their goals were impossible to achieve (and the client insisted on charging forward despite the expert advice).

Many theories have been advanced to explain racial gaps in performance, of which these are the most common: black and Hispanic schools do not get enough money, their classes are too big, students are segregated from whites, minorities do not have enough teachers of their own race. Each of these explanations has been thoroughly investigated. Urban schools, where non-whites are concentrated, often get more money than suburban white schools, so blacks and Hispanics are not short-changed in budget or class size. Teacher race has no detectable effect on learning (Asians, for example, outperform whites regardless of who teaches them), nor do whites in the classroom raise or lower the scores of students of other races. Money is not the problem. From the early 1970s to the 2006-2007 school year per-pupil spending more than doubled in real terms. The Cato Institute calculates that when capital costs are included, the Los Angeles School District spends more than $25,000 per student per year, and the District of Columbia spends more than $28,000. Neither district gets good results. Demographic change can become a vicious cycle: As more minorities and immigrants enter a school system average achievement falls. More money and effort is devoted to these groups, squeezing gifted programs, music and art, and advanced placement courses. The better-performing students leave, and standards fall further.

They started with no budget and had to justify every cost—and were told that only those costs that were absolutely essential to making product for the customer would be approved.

Influential educational school in Abu Dhabi: Reach British School Selecting schools that speak about the type of education you want to impart to your kid is an important decision. Like all other difficult decisions that parenthood brings with it, this one too cannot be decided based on one impulsive thought. School is an important part of any child's growth. They learn, they giggle, and grow into beautiful individuals. Thus, schools build them into responsible beings. However, finding the right school can be research-heavy and hectic. International education in the United Arab Emirates is not cheap, and this adds to an extra load of pressure on deciding parents. Yet, Abu Dhabi is known to host an excellent range of international schools that are somewhat budget-friendly. The British International School is one such example, they surely secure a place in the list of best schools in Abu Dhabi. Why choose Reach British School? Reading through different curriculums, and googling into millions of school websites is a part of this decision-making. You look for that spark, one that you look for in any relationship. Yes, choosing a school is the beginning of a life-long relationship, an important part of your child’s life. This article will push you towards decision making, as it lists the points on why you should choose Reach British School. The following reasons will convince you that it fits into the best schools in Abu Dhabi. English proficiency The staff is filled with native English-speaking teachers. Thus, they bring with them, years of experience in the language field and absolute English proficiency. Being native English speakers, they can showcase experience in the UK or other international schools. Excellent facilities Schooling is a part of a child's overall growth, and there is more to it than just academics. Being one of the best schools in Abu Dhabi, they support an exciting curriculum. It includes sports, arts, academic subjects, and a bunch of other extra-curricular activities. High Academic standards and behavioral expectations A child grows into a successful human being, who is also a responsible citizen. Thus, the school sets a strong focus on the academic depth and the behavioral patterns of the child. They ensure that your child reaches their fullest potential in a safe and secure environment. Student progress tracking You will get a chance to be deeply involved in your child's progress. The school will provide regular reports on your child's growth that will give you a fair idea about their needs, likes, and dislikes. Thus, you can take an active part in their academic progress, social and emotional well-being. Secondary scholarships The school funds a scholarship program to motivate students to achieve their dreams. The program attracts bright minds and pushes them to reach their potential in the fields they are passionate about. Amazing learning Not just the staff, but also the environment of the school will enable your child to go through an amazing learning experience. Your child will be motivated and encouraged to perform better as that is the base for amazing learning. Endnotes Reach British School wants to let your child shine, in the truest sense possible. Keeping the tag of being one of the best schools in Abu Dhabi, is difficult. Thus, they aspire to be better every day and sculpt new souls into responsible adults, while protecting their innocence and childhood.

The irony, however, is that all these “licensed” harmful behaviors keep us from achieving what really matters—a fit body, a robust mind, a long life, a balanced budget, a completed project. When we think this way, we’re tricking ourselves into believing that squandering our health, money, time, effort, and opportunities is a “treat” to be “cherished,” that self-subversion is okay so long as it feels okay. Who are we really kidding, though? Only ourselves.

To escape from this trap, we must first stop moralizing our behaviors. Instead of using fuzzy feelings of “right” and “wrong” and “good” and “bad” to guide our actions, we need to remember why we’ve committed to doing the hard things like exercising, following a meal plan, educating ourselves, sticking to a budget, and working overtime. We need to view these actions as independent steps necessary for achieving the outcomes we desire, not as “good” behaviors that we can “cash in” for sins. For our purposes here, remember that our goal isn’t just good workouts or on-target eating. It’s enjoying shopping for clothes again—especially for the breezy, summer, sleeveless stuff. It’s throwing away the scale because you don’t need it anymore. It’s the surprise on people’s faces when they haven’t seen you in a while. It’s the newfound intimacy in your love life. In short, bingeing on chocolate and missing workouts aren’t little “oopsies” that you can erase with the right thoughts. They’re direct threats to your overarching objectives. Remember that when you come face to face with sticky willpower challenges.