A volunteer network of more than 3,000 youths, adults and seniors combined with community partnerships, local government and donors allow the Red Cross to provide all lines of service within the Bay Area.
The Northern California Coastal Region welcomed new Regional Chief Executive Officer Hanna Malak in July 2022. Most recently, he served as the Regional Donor Services Executive for the Western New York Blood Services Region and brings more than a decade of leadership and Red Cross experience to his new role.
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He then transitioned from Red Cross volunteer to employee in 2012 as a Senior Account Manager with the Blood Services Donor Recruitment team; from there he served as an Advisor to the National Youth Council and was selected for the competitive Red Cross Leadership Education And Development (LEAD) program.
In January 2017, he joined the regional development team in San Francisco, working with corporate donors in the Bay Area. Later that year, he relocated to Portland, Oregon to serve as the Regional Volunteer Services Officer (RVSO) in the Cascades Region; he led a team of paid staff, volunteers, AmeriCorps and interns serving the state of Oregon and Southwest Washington.
We provide help for members of the military, veterans and their families to prepare for, cope with and respond to the challenges of military service. Call 1-877-272-7337 (24 hours a day) or click below to learn more.
In 1898, Frederick Winslow Taylor joined Bethlehem Steel as a management consultant in order to solve an expensive machine shop capacity problem. Taylor and Maunsel White, with a team of assistants, applied a series of management principles established by Taylor, which would later come to be known as scientific management and was used in increasing mass production.
In 1901, Charles M. Schwab (no relation to the stockbroker Charles R. Schwab), purchased the Bethlehem Steel Company and made Samuel Broadbent its vice president.[8][7] During this time, the company's lease with the Bethlehem Iron Company came to an end as the Bethlehem Steel Company gained control of all properties from the Bethlehem Iron Company and the Bethlehem Iron Company ceased operations.[7]
Since its founding in 1957, Dallas-based Invited has operated with the central purpose of Building Relationships and Enriching Lives. The leading owner-operator of private golf and country clubs, city and stadium clubs in North America, Invited is relentless in its pursuit of providing extraordinary experiences, meaningful connections, shared passions, and memorable moments for its more than 400,000 members. With approximately 20,000 peak-season employees and a portfolio of 200 owned or operated golf and country clubs, city clubs, sports clubs, and stadium clubs in 29 states, and seven BigShots Golf locations. Invited creates communities and a lifestyle through its championship golf courses, workspaces, handcrafted cuisine, resort-style pools, tennis and pickleball facilities, golf lounges, fitness centers, and robust programming.
This inexpensive colored plastic signage is screwed directly into the corrugated siding, a highly expedient approach that has nonetheless endured the passing of decades fairly well. The signage looks distinctly handmade. On the left side a polka dot contains a tapered wine bottle flanked by a cocktail glass and a wine glass, all standing on different planes. On the right a shapelier, more feminine bottle is flanked by a champagne coupe and a footed pilsner glass, aspirational symbols for an inner-city liquor store. If the International Commission on Technology and Accessibility were to develop an international symbol for liquor understandable even to the most blotto illiterates, it might look something like these.
A former Binay ally, Mercado admitted to benefiting from corruption in the city's government when the Vice President was the mayor.
In an emailed statement, Tiu said the criminal charges against Abad stemmed from a petition filed by the AMLC before the Court of Appeals on May 7, 2015 to freeze his bank accounts, investment, and insurance policies.
Bill Behnken, Ann Chernow, Barbara Minton, Merle Perlmutter, and Ellen Nathan Singer are cherished members of the Society of American Graphic Artists (SAGA). Even after decades of service, they continue to contribute to the organization with their insights, leadership and remarkable energy! The camaraderie and support they have nurtured over the years is a legacy we hope to continue well into the future.
The Imperial Japanese Army (IJA) was the official ground based armed force of Imperial Japan from 1867 to 1945. It was controlled by the Imperial Army General Staff Office and the Ministry of War, both of which were nominally subordinate to the emperor as supreme commander of the army and the navy. Later an Inspectorate General of Military (Army) Aviation, became the third agency with oversight over the army. During wartime or national emergencies, the nominal command functions of the emperor would be centralized in an Imperial General Headquarters (IGHQ), an ad-hoc body consisting of the chief and vice chief of the Army General Staff, the minister of war, the chief and vice chief of the Naval General Staff, the inspector general of military aviation, and the inspector general of military training.
In 1941, the Imperial Japanese Army had 51 divisions and various special-purpose artillery, cavalry, anti-aircraft and armored units with a total of 1,700,000 men. At the beginning of the Second World War most of the Japanese Army was stationed in China. However, from 1942 soldiers were sent to Hong Kong (23rd Army), the Philippines (14th Army), Thailand (15th Army), Burma (15th Army), Dutch East Indies (16th Army) and Malaya (25th Army). The Japanese Army performed well in the early stages of the war. After 1943 they suffered from a shortage of supplies, to include heavy weapons, guns, tanks and aircraft, and was worsened by a long-standing and severe rivalry with the Imperial Japanese Navy. By 1945 there were 5.5 million men in the Imperial Japanese Army.
Throughout the Second Sino-Japanese War and World War II, the Imperial Japanese Army had gained a reputation both for its fanaticism and for its brutality against prisoners of war and civilians alike. After Japan surrendered in the summer of 1945, many Imperial Japanese Army officers and enlisted men were tried and punished for committing numerous atrocities and war crimes. Several reasons are theorized for the especially brutal and merciless behavior exhibited by many members of the IJA towards their adversaries or non-Japanese civilians. One is probably the brutal behavior that they themselves experienced. The IJA was known for the extremely harsh treatment of its enlisted soldiers, including beatings, unnecessarily strenuous duty tasks, lack of adequate food, and other violent or harsh disciplinary tactics. After the defeat of Japan in World War II, the Imperial Japanese Army was formally dissolved in September 1945 by the U.S. occupying forces.
In 1947 the Japanese formed the Public Security Force which later in 1954, formed the basis of the newly created Ground Self Defense Force. These forces, though significantly smaller than the Imperial Japanese Army and purely for defense, constitute the modern army of Japan.
RG 29 Records of the Bureau of the Census (crop schedules)
RG 36 Records of the United States Customs Service, 1745 - 1982
Congress created the Custom Service on July 31, 1789 and made it a part of the Department of Treasury (September 1789). The service assisted other agencies in the enforcement of the slave trading laws that were passed between 1794 to 1820. In particular, the 1807 law prohibited the transportation of slaves after 1808, and section 9 required that all vessels of 40 tons or more carrying slaves in the coastwise trade file duplicate manifests (ports of origin and destination) showing name, age and description of each slave, the name and residence of exporter and consignee, and pledge that the slave had not been imported after 1807. Manifest records exist for four ports.
Some state funding is also "categorical" and is frequently distributed in conjunction with federal programs. Programs for superintendents' salaries, teacher retirement, compensatory education, staff development, school lunches, assistance to the handicapped and cooperative educational service agencies fall under this general heading.
APEG sets forth thirteen items for cost calculation purposes: (1) salaries of special education teachers, (2) salaries of pre-school (i.e. kindergarten) teachers, (3) salaries of classroom teachers and vocational education teachers, (4) purchase of instructional media, (5) purchase and repair of instructional equipment, (6) maintenance and operation expenses, (7) payment of sick and personal leave expenses, (8) travel expenses of personnel, (9) student services support personnel, salaries, (10) salaries of administrative and supervisory personnel, (11) salaries of clerical personnel, (12) pupil transportation expenses, and (13) expenses of maintaining isolated schools. The APEG items, of course, are not funded equally over half of APEG funding is for Item 3 alone.[3]
Disparities in funding also affect the availability of textbooks, library books, audio-visual equipment, supplies, counseling and testing services, and extra-curricular activities as well as the condition of school buildings and grounds.
"This is not to say that public education is not vital. Of course it is. Rather we stress how difficult it would be to find an objective basis to say the equal protection clause selects education and demands inflexible statewide uniformity in expenditure. Surely no need is more basic than food and lodging... Essential also are police and fire protection, as to which the sums spent per resident vary with local decision. Nor are water and sundry public health services available [on an equalized basis]." Robinson v. Cahill, supra. at 495-496. 0852c4b9a8
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