Thursday, January 24, 2019

PDF Ebook Gridlock Sam Traffic ConundrumsBy Sam Schwartz

PDF Ebook Gridlock Sam Traffic ConundrumsBy Sam Schwartz

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Gridlock Sam Traffic ConundrumsBy Sam Schwartz

Gridlock Sam Traffic ConundrumsBy Sam Schwartz


Gridlock Sam Traffic ConundrumsBy Sam Schwartz


PDF Ebook Gridlock Sam Traffic ConundrumsBy Sam Schwartz

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Gridlock Sam Traffic ConundrumsBy Sam Schwartz

The mystery of traffic in New York City has been solved!! Critics say more complex than the Da Vinci Code, Gridlock Sam has broken Da Traffic Code! When can you double park? What is the statute of limitations on a ticket? How can you get unhooked from an NYPD tow truck? Learn the 'whens,' 'wheres,' 'why's' and, most importantly, 'how's' of traffic.

  • Sales Rank: #5966546 in Books
  • Published on: 2006-01
  • Binding: Paperback
  • 48 pages

About the Author
This may sound strange from someone who has made his living out of it, but I detest delays. I prefer the local bodega over the low-priced supermarket any day, just to avoid the long lines. Saturday night at the movies is anathema to me because of the ticket queue. So, from the day I got my driver's license I avoided driving with the hordes. When you follow my shortcuts, you will, too.

Some twenty-five years ago I began my professional career as a New York City taxi driver. This provided basic training for maneuvering through the city's streets. Though trained in science, I switched majors to transportation engineering in graduate school. I thought I would save the subways, but the Transit Authority wouldn't offer me a job. I ended up as a junior engineer at the old Traffic Department.

Initially I worked developing neighborhood one-way plans but soon I was moved to "Special Projects". John Lindsay was mayor and proposed many innovative and bold schemes to reduce traffic in Midtown. I spent a lot of time on these plans, working with an old-time traffic engineer named Roy Cottam. One day, Roy spoke of his fears if we closed the streets in the Theater District, the grid system would "lock-up" and all traffic would grind to a halt. Soon we simply juxtaposed the word, and the term gridlock was born.

In 1980, when I was chief engineer in charge of traffic operations during the transit strike, the press heard of our concerns about gridlock. The word caught on, and within days I received a phone call from William Safire, the certifier of new words for The New York Times. "Gridlock, such a word cannot miss," he wrote on his "On Language" column. I tried to share the credit for the word with Roy, but he didn't want to be blamed for it. So I became the father of the trendiest word of the '90s, earning the moniker "Gridlock" Sam.

Sam Schwartz is one of the leading transportation engineers in the United States today. His expertise extends into the areas of regional planning and development, urban design and civil engineering. Mr. Schwartz is regarded as New York City's authority on issues of urban infrastructure, traffic safety and transportation systems.

Mr Schwartz graduated from the University of Pennsylvania with a M.S. in Civil Engineering, a B.S from Brooklyn College and is currently a doctoral candidate at Polytechnic University. A licensed professional engineer in New York and New Jersey with over a quarter century of experience, Sam Schwartz has served in many leadership positions and has successfully executed a wide range of urban infrastructure projects.

Professional Experience

From 1982-86, Sam Schwartz served an extremely successful term as New York City's Traffic Commissioner before going on to serve the next four years as the New York City Department of Transportation's Chief Engineer/First Deputy Commissioner.

After nearly twenty years with the New York City Department of Transportation, Mr. Schwartz moved from public service in 1990 to join Hayden-Wegman Consulting Engineers, Inc. as Senior Vice President in charge of transportation engineering, infrastructure, quality control and planning.

In the summer of 1995, The Sam Schwartz Company opened its doors with a staff of two. Since that time, the company has grown to include over a dozen diverse professionals. Today, under Sam's direction, The Sam Schwartz Company produces some of the finest work in civil engineering, planning, and urban design.

Awards and Recognitions

Frequently throughout his career, Sam Schwartz has received both domestic and international recognition for his outstanding work and community service. These honors include:

In 1996 The Sam Schwartz Company was presented the Gowanus Expressway Project Award by the New York State Department of Transportation for demonstrating Engineering excellence.

He was chosen as 1990 Bridge Engineer of the Year by the Institute of Bridge Integrity and Safety for leading natio

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Gridlock Sam Traffic ConundrumsBy Sam Schwartz PDF
Gridlock Sam Traffic ConundrumsBy Sam Schwartz PDF

Monday, January 7, 2019

Ebook New UK GAAP Supplement 2016By Ernst & Young LLP

Ebook New UK GAAP Supplement 2016By Ernst & Young LLP

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New UK GAAP Supplement 2016By Ernst & Young LLP

New UK GAAP Supplement 2016By Ernst & Young LLP


New UK GAAP Supplement 2016By Ernst & Young LLP


Ebook New UK GAAP Supplement 2016By Ernst & Young LLP

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New UK GAAP Supplement 2016By Ernst & Young LLP

New UK GAAP Supplement 2016 complements our existing publication, EY's New UK GAAP 2015 and provides a comprehensive guide to the changes made to the new UK accounting standards since August 2014, particularly:

  • The amendments to FRSs 100, 101 and 102 published in July 2015, which include the ability to use IFRS-style primary financial statements;
  • The new accounting regime for Small Entities using FRS 102; and
  • FRS 104 – Interim Financial Reporting
  • New UK GAAP 2015 and the New UK GAAP Supplement 2016 are an essential tool for anyone applying, interpreting, regulating, studying or teaching the new accounting standards.

    Written by financial reporting professionals from the Financial Reporting Group of EY, this book provides a clear explanation of the recent changes to the new accounting standards, most of which are mandatory for periods beginning on or after 1 January 2016, as well as the new requirements for Small Entities and those preparing interim financial statements, and will prove invaluable in implementing these new requirements. It also addresses the related UK Companies Act and relevant statutory instrument changes, as well as providing practical worked examples.

    Also available is International GAAP® 2016 – a three volume comprehensive guide to interpreting and implementing IFRS, setting IFRS in a relevant business context and providing insights into how complex practical issues should be resolved in the real world of global financial reporting.

    • Published on: 2016-02-23
    • Original language: English
    • Number of items: 1
    • Dimensions: 9.30" h x 1.10" w x 7.40" l, .0 pounds
    • Binding: Paperback
    • 510 pages

    From the Back Cover

    New UK GAAP Supplement 2016 complements our existing publication, EY's New UK GAAP 2015 and provides a comprehensive guide to the changes made to the new UK accounting standards since August 2014, particularly:

  • The amendments to FRSs 100, 101 and 102 published in July 2015, which include the ability to use IFRS-style primary financial statements;
  • The new accounting regime for Small Entities using FRS 102; and
  • FRS 104 – Interim Financial Reporting
  • New UK GAAP 2015 and the New UK GAAP Supplement 2016 are an essential tool for anyone applying, interpreting, regulating, studying or teaching the new accounting standards.

    Written by financial reporting professionals from the Financial Reporting Group of EY, this book provides a clear explanation of the recent changes to the new accounting standards, most of which are mandatory for periods beginning on or after 1 January 2016, as well as the new requirements for Small Entities and those preparing interim financial statements, and will prove invaluable in implementing these new requirements. It also addresses the related UK Companies Act and relevant statutory instrument changes, as well as providing practical worked examples.

    Also available is International GAAP® 2016 – a three volume comprehensive guide to interpreting and implementing IFRS, setting IFRS in a relevant business context and providing insights into how complex practical issues should be resolved in the real world of global financial reporting.

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    Saturday, January 5, 2019

    Free PDF Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand

    Free PDF Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand

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    Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand

    Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand


    Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand


    Free PDF Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand

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    Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand

    Using an interactive, three-part structure, this book covers all the latest supervisory concepts and practices—and emphasizes character, values and strengths-based leadership throughout. Organized around 15 core responsibilities, it tackles issues such as ethics, communications, training, evaluations, empowerment and problem-oriented policing— uniquely combining the human factor with the performance edge. New chapters on strengths-based leadership, emotions, and performance appear in this edition and exercises reinforce what’s required to lead and supervise today’s police force.  Broken up into three parts, the updated content includes:

    • Part I–On Becoming a Leader focuses on core character traits and values such as ethics, strength-based leadership, vision, communications, emotions and team leadership.
    • Part II–On Becoming a Supervisor discusses police supervisory competencies such as time, vitality, issues, training and evaluation.
    • Part III–Getting Results includes discussion of empowerment, community and problem-oriented policing and performance. 

    This book is a perfect resource for professionals with a career in police supervision, human or organizational behavior, criminal justice, community relations, mediation, and/or ethics.

    • Sales Rank: #504464 in Books
    • Published on: 2010-01-23
    • Original language: English
    • Number of items: 1
    • Dimensions: 9.20" h x 1.00" w x 7.10" l, 1.61 pounds
    • Binding: Hardcover
    • 360 pages

    From the Publisher
    A practical book which covers all the latest supervisory concepts and practices, and encourages the reader to think and then behave as a supervisor.

    From the Inside Flap
    PREFACE

    This, the fourth edition, continues to represent the police supervisor's role as a set of integrated responsibilities. This has been and, in all likelihood, will be an enduring theme for future editions.

    As in past editions, all fifteen responsibilities are formatted as chapters. Each one of the responsibilities has been modified, some considerably. more than others. A few have been retitled to reflect a thematic emphasis on teamwork.

    I realize that the term "team" is overused to the point that today some find it trite. I toyed with the words "partner," "collaborative," "consensual," "seamless," and others. "Teamwork" prevailed, as you'll soon see in the three major sections: Team Basics, Team Building, and Teamwork.

    Team Basics provides the infrastructure for contemporary police work—community-oriented policing. These chapters deal with constancy and integrity of purpose—values, ethics, and vision—and with the allocation of the requisite time to communicate all three. The chapters on ethics and vision contain a lot of new material.

    Team Building starts with a supervisor's responsibility for serving as a team leader. This naturally encompasses motivating, empowering, and training one's staff, while ensuring that everyone is mentally and physically well. The two chapters on team leadership and motivation are essentially new.

    Teamwork includes organizing for action, measuring the results of that action, rectifying mistakes, and making certain that community-oriented policing works. I am convinced that it takes teamwork to make it work. Finally, the supervisor is challenged to sense incoming demands or needs for change. Significant updatings are found in the chapters on performance appraisal and conflict resolution.

    Being a police supervisor is much more than having more pay, more authority, more influence, more status, and the like, It is much more a set of vital responsibilities, as you will soon discover in the chapters that follow.

    I would like to thank Joe Sandoval of Metropolitan State College, Sgt. Twan Uptgrow of the Metro-Dade Police Department, and Sgt. Marc Deluca of the Charlotte Police Department for reviewing the manuscript. My warmest thanks to Kim Davies, Senior Editor, Prentice Hall, who coached and inspired me during the writing of this edition; Pat David and Julie Schmidt, who expertly typed and critically edited the manuscript; and, finally, my longtime prized teammate and wise co-author, George Rush, who said, "Be a big boy. Write this one by yourself."

    Paul Whisenand
    San Clemente, California

    From the Back Cover

    Using an interactive, three-part structure, this book covers all the latest supervisory concepts and practices-and emphasizes character, values and strengths-based leadership throughout. Organized around 15 core responsibilities, it tackles issues such as ethics, communications, training, evaluations, empowerment and problem-oriented policing- uniquely combining the human factor with the performance edge. New chapters on strengths-based leadership, emotions, and performance appear in this edition and exercises reinforce what's required to lead and supervise today's police force.  Broken up into three parts, the updated content includes:

    • Part I—On Becoming a Leaderfocuses on core character traits and values such as ethics, strength-based leadership, vision, communications, emotions and team leadership.
    • Part II—On Becoming a Supervisordiscusses police supervisory competencies such as time, vitality, issues, training and evaluation.
    • Part III—Getting Resultsincludes discussion of empowerment, community and problem-oriented policing and performance. 
    • Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand PDF
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      Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand PDF
      Supervising Police Personnel: The Fifteen Responsibilities (7th Edition) (Pearson Criminal Justice)By Paul M. Whisenand PDF