Interim Service Quotes

Nominal assets are subject to a substantial inflation risk: if you invest 10,000 euros in a checking or savings account or a nonindexed government or corporate bond, that investment is still worth 10,000 euros ten years later, even if consumer prices have doubled in the meantime. In that case, we say that the real value of the investment has fallen by half: you can buy only half as much in goods and services as you could have bought with the initial investment, so that your return after ten years is −50 percent, which may or may not have been compensated by the interest you earned in the interim.

Your written statement of your purpose should be similar to the following: “By the first day of January, 19…, I will have in my possession $ 50,000, which will come to me in various amounts from time to time during the interim. “In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of . . . . . . . . (describe the service or merchandise you intend to sell). “I believe that I will have this money in my possession. My faith is so strong that I can now see this money before my eyes. I can touch it with my hands. It is now awaiting transfer to me at the time, and in the proportion that I deliver the service I intend to render in return for it. I am awaiting a plan by which to accumulate this money, and I will follow that plan, when it is received.” Second. Repeat this program night and morning until you can see, (in your imagination) the money you intend to accumulate. Third. Place a written copy for your statement where you can see it night and morning, and read it just before retiring, and upon arising until it has been memorized.

The Libertarian Party platform on which Koch ran in 1980 was unambiguous. It included the following: • We favor the abolition of Medicare and Medicaid programs. • We oppose any compulsory insurance or tax-supported plan to provide health services. . . . • We favor the repeal of the . . . Social Security system. . . . • We oppose all personal and corporate income taxation, including capital gains taxes. • We support the eventual repeal of all taxation. • As an interim measure, all criminal and civil sanctions against tax evasion should be terminated immediately. • We support repeal of all . . . minimum wage laws. . . . • Government ownership, operation, regulation, and subsidy of schools and colleges should be ended. . . . • We support the abolition of the Environmental Protection Agency. . . . • We call for the privatization of the public roads and national highway system. . . . • We advocate the abolition of the Food and Drug Administration. . . . • We oppose all government welfare, relief projects, and “aid to the poor” programs.44 The list went on from there, including ending government oversight of abusive banking practices by ending all usury laws; privatizing our airports, the FAA, Amtrak, and all of our rivers; and shutting down the Post Office.

By the first day of January, 19.., I will have in my possession $50,000, which will come to me in various amounts from time to time during the interim. In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of (describe the service or merchandise you intend to sell). I believe that I will have this money in my possession. My faith is so strong that I can now see this money before my eyes. I can touch it with my hands. It is now awaiting transfer to me at the time, and in the proportion that I deliver the service I intend to render in return for it. I am awaiting a plan by which to accumulate this money, and I will follow that plan, when it is received.

By the first day of January, 19.., I will have in my possession $50, 000, which will come to me in various amounts from time to time during the interim. “In return for this money I will give the most efficient service of which I am capable, rendering the fullest possible quantity, and the best possible quality of service in the capacity of salesman of . . . . . . . . . . . (describe the service or merchandise you intend to sell). “I believe that I will have this money in my possession. My faith is so strong that I can now see this money before my eyes. I can touch it with my hands. It is now awaiting transfer to me at the time, and in the proportion that I deliver the service I intend to render in return for it. I am awaiting a plan by which to accumulate this money, and I will follow that plan, when it is received.” Second. Repeat this program night and morning until you can see, (in your imagination) the money you intend to accumulate. Third. Place a written copy of your statement where you can see it night and morning, and read it just before retiring, and upon arising until it has been memorized. Remember, as you carry out these instructions, that you are applying the principle of auto-suggestion, for the purpose of giving orders to your subconscious mind. Remember, also, that your subconscious mind will act ONLY upon instructions which are emotionalized, and handed over to it with “feeling.” FAITH is the strongest, and most productive of the emotions. Follow the instructions given in the chapter on FAITH.

In order for a person to work at a church legally as an independent contractor, we believe it is prudent to consider the following guidelines:   ·       The church cannot substantially direct the person’s duties; the church can only give them overall tasks to complete.   ·       The church cannot control or set their hours that they work.   ·       Since their “company” provides the service, they can send anyone to do the job.   ·       They cannot have an office at the church that is their primary office.   ·       It cannot be their only source of income.   ·       The church needs to have a written contract in place including cost, delivery of Services, duration (i.e. six months, one year, etc.) and a termination clause.   ·       They cannot participate in any employee benefits plans (insurance, retirement plans, etc).   ·       The contractor must provide annual proof of worker’s comp and liability insurance naming the church as additionally insured or the church could be held liable in the event of a claim.   ·       The church must issue a 1099 at the end of the year for all contract wages paid if the total amount for the year exceeds $600.00 to one contractor. We strongly recommend that no payments are made until an accurate and fully completed W-9 is completed by the contractor and on file at the church.        Given these requirements, many workers such as those in the nursery, kitchens, and other service areas are not 1099 contractors, but employees.     Regarding interim pastors, there is disagreement over whether they should receive a W-2 or 1099. Factors such as length of service, who supervises them, and whether they are a contractor, come into play in the decision on how to report their salary. For the best practice we recommend always using the W-2 to report salaries, but seeking tax and legal counsel would be wise to avoid any future IRS issues.      While there are advantages to the church to pay independent contractors who regularly work for the church such as avoiding the need to pay the employer's part of the FICA tax and the ease of terminating their services, we would recommend against their regular use.      We recommend against the use of independent contractors (that regularly work at the church) because we believe it can create the following problems for the church:   ·       Less control over the position   ·       Leaves the church open to an IRS challenge, which the church only has a 50/50 chance of defending, not to mention the cost and hassle of litigation   ·       In the event of insurance claims, the church may encounter issues with worker’s compensation coverage or liability insurance coverage such as sexual misconduct, etc.   ·       The church is open to contract disputes with the independent contractor   ·       Based on how the individual/company is filing their taxes, it could bring an unwanted tax audit to the church        Our conclusion is that we do not see enough cost-saving advantages for the church to move in this direction. It also creates unnecessary red flags for the IRS. The other looming question is, why is this such an important issue for such a small incremental (if any) tax break for the individual? Because the independent contractor will have to pay employer FICA, we don’t see any large tax advantage for this shift. They can claim mileage and some home office expense (maybe), but it just does not amount to enough to place the church at risk.      Here are some detailed guidelines

Building trust and nurturing legitimacy on both sides of the police/citizen divide is not only the first pillar of this task force’s report but also the foundational principle underlying this inquiry into the nature of relations between law enforcement and the communities they serve.

Decades of research and practice support the premise that people are more likely to obey the law when they believe that those who are enforcing it have the legitimate authority to tell them what to do. But the public confers legitimacy only on those whom they believe are acting in procedurally just ways.

Procedurally just behavior is based on four central principles: 1. Treating people with dignity and respect 2. Giving individuals ‘voice’ during encounters 3. Being neutral and transparent in decision making 4. Conveying trustworthy motives8

Research demonstrates that these principles lead to relationships in which the community trusts that officers are honest, unbiased, benevolent, and lawful. The community therefore feels obligated to follow the law and the dictates of legal authorities and is more willing to cooperate with and engage those authorities because it believes that it shares a common set of interests and values with the police.9

Half of all law enforcement agencies in the United States have fewer than ten officers, and nearly three-quarters have fewer than 25 officers.48 Lawrence Sherman noted in his testimony that “so many problems of organizational quality control are made worse by the tiny size of most local police agencies . . . less than 1 percent of 17,985 U.S. police agencies meet the English minimum of 1,000 employees or more.”49 These small forces often lack the resources for training and equipment accessible to larger departments and often are prevented by municipal boundaries and local custom from combining forces with neighboring agencies. Funding and technical assistance can give smaller agencies the incentive to share policies and practices and give them access to a wider variety of training, equipment, and communications technology than they could acquire on their own. Table 1. Full-time state and local law enforcement employees, by size of agency, 2008

Community policing must be a way of doing business by an entire police force, not just a specialized unit of that force.77

First: go into some quiet spot (preferably in bed at night) where you will not be disturbed or interrupted, close your eyes, and repeat aloud, (so you may hear your own words) the written statement of the amount of money you intend to accumulate, the time limit for its accumulation, and a description of the service or merchandise you intend to give in return for the money. As you carry out these instructions, see yourself already in possession of the money. For example:—Suppose that you intend to accumulate $50,000 by the first of January, five years hence, that you intend to give personal services in return for the money, in the capacity of a salesman. Your written statement of your purpose should be similar to the following: “By the first day of January, 19 … I will have in my possession $50,000, which will come to me in various amounts from time to time during the interim.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

the intellectual left was handed the ultimate salvation: environmentalism. Now the experts will regulate your life not in the name of the proletariat or Fabian socialism but—even better—in the name of Earth itself. Environmentalists are Gaia’s priests, instructing us in her proper service and casting out those who refuse to genuflect. (See Newsweek above.) And having proclaimed the ultimate commandment—carbon chastity—they are preparing the supporting canonical legislation that will tell you how much you can travel, what kind of light you will read by and at what temperature you may set your bedroom thermostat. Only Monday, a British parliamentary committee proposed that every citizen be required to carry a carbon card that must be presented, under penalty of law, when buying gasoline, taking an airplane or using electricity. The card contains your yearly carbon ration to be drawn down with every purchase, every trip, every swipe. There’s no greater social power than the power to ration. And, other than rationing food, there is no greater instrument of social control than rationing energy, the currency of just about everything one does and uses in an advanced society. So what does the global warming agnostic propose as an alternative? First, more research—untainted and reliable—to determine (a) whether the carbon footprint of man is or is not lost among the massive natural forces (from sunspot activity to ocean currents) that affect climate and (b) if the human effect is indeed significant, whether the planetary climate system has the homeostatic mechanisms (like the feedback loops in the human body, for example) with which to compensate. Second, reduce our carbon footprint in the interim by doing the doable, rather than the economically ruinous and socially destructive. The most obvious step is a major move to nuclear power, which to the atmosphere is the cleanest of the clean. But your would-be masters have foreseen this contingency. The Church of the Environment promulgates secondary dogmas as well. One of these is a strict nuclear taboo. Rather convenient, is it not? Take this major coal-substituting fix off the table and we will be rationing all the more. Guess who does the rationing.

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There are both internal and external aspects to procedural justice in policing agencies. Internal procedural justice refers to practices within an agency and the relationships officers have with their colleagues and leaders. Research on internal procedural justice tells us that officers who feel respected by their supervisors and peers are more likely to accept departmental policies, understand decisions, and comply with them voluntarily.10 It follows that officers who feel respected by their organizations are more likely to bring this respect into their interactions with the people they serve.

The culture of policing is also important to the proper exercise of officer discretion and use of authority, as task force member Tracey Meares has written.16 The values and ethics of the agency will guide officers in their decision-making process; they cannot just rely on rules and policy to act in encounters with the public. Good policing is more than just complying with the law. Sometimes actions are perfectly permitted by policy, but that does not always mean an officer should take those actions. Adopting procedural justice as the guiding principle for internal and external policies and practices can be the underpinning of a change in culture and should contribute to building trust and confidence in the community.

In written testimony to the task force, James Palmer of the Wisconsin Professional Police Association offered an example in that state’s statutes requiring that agency written policies “require an investigation that is conducted by at least two investigators . . . neither of whom is employed by a law enforcement agency that employs a law enforcement officer involved in the officer-involved death.”35 Furthermore, in order to establish and maintain internal legitimacy and procedural justice, these investigations should be performed by law enforcement agencies with adequate training, knowledge, and experience investigating police use of force.

As Chuck Wexler noted in his testimony, In traditional police culture, officers are taught never to back down from a confrontation, but instead to run toward the dangerous situation that everyone else is running away from. However, sometimes the best tactic for dealing with a minor confrontation is to step back, call for assistance, de-escalate, and perhaps plan a different enforcement action that can be taken more safely later.34