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These trends-of convergence in basic education and divergence in enhanced education-are not destiny; there is heterogeneity bad arthritis in dogs order etoricoxib 120mg otc, reflecting space for policies. Taking information about attainment, for instance, East Asia and the Pacific and Europe and Central Asia have made notable progress in expanding tertiary education, closing in on developed countries (see figure 1. However, the other regions follow the overall trend, with Sub-Saharan Africa catching up very strongly in primary education and lagging behind in tertiary education. Data for 47 developing countries show divergence in the acquisition of enhanced capabilities: Quintiles with higher access to postsecondary education 10 years ago have seen the largest gains (figure 1. The largest gaps appear in the formation of enhanced capabilities, which are the areas with the highest returns: in preprimary education, with the highest social returns,45 and in tertiary education, with the highest private returns. The inequalities in the formation of enhanced capabilities pave the way to future inequality throughout the lifecycle, particularly in access to work opportunities and income. The large and widening gaps not only show differentiated access to tertiary education and its direct impact on access to learning; they also determine inequalities in the availability of professionals between and within countries, with effects on multiple areas of human development. For instance, the inequalities in the availability of physicians are widening between countries. High and very high human development countries had significantly more physicians per capita in 2006 and have, on average, increased the gaps between themselves and low and medium human development countries (figure 1. Only one very high human development country (Montenegro) is included in the sample. Source: Human Development Report Office calculations based on data from Demographic and Health Surveys and Multiple Indicator Cluster Surveys processed by the World Bank. These socioeconomic inequalities have remained high and stable over the past two decades in countries with a longer history of standard data. Convergence in the basics is not benefiting everyone: Identifying those furthest behind this chapter has documented convergence across basic capabilities. This section shows that, despite convergence, many people are excluded and remain stuck at the very bottom of society. Convergence in basic capabilities is not absolute-advances in health and education within countries continue to leave many behind. But the great education expansion has not translated into commensurate gains in learning, where large inequalities exist. And much remains to be done-in many countries achievement in learning is disturbingly low. While more than 90 percent of children in the world today receive some schooling, fewer than half of those in school achieve minimum proficiency in reading and mathematics by the end of primary school. Students who fall behind may struggle if the level of classroom instruction (based on textbooks that follow ambitious curricular standards) is considerably above their learning level. Low skills continue to undermine career opportunities-and earnings-long after students leave school. In nearly all countries, family background- including parent education, socioeconomic 500 400 300 Low Medium High Very high Human development group Note: Each box plots the middle 50 percent of the distribution; the central line is the median; the extreme lines are the approximate minimum and maximum of the distribution. Source: Human Development Report Office calculations based on country-level data from World Bank (2018b). The analysis is based on the share of the population in low, medium and high human development countries converging (or not) to very high human development achievements (table 1. The difference between absolute convergence and weak convergence was consequential: the "lost" progress in terms of life expectancy at birth was 2. By contrast, 36 percent of the population was in a mixed zone, with convergence in one variable and divergence in the other (yellow cells in table 1. And 14 percent of the population was in the divergence zone (red cells in table 1. Part of the population has not met the basic set of human development capabilities in their life expectancy, schooling and income. And a larger part is also falling behind the enhanced capability set that revolves around higher thresholds of educational achievement, labour and digital skills. And there are vast disparities within countries: the poorest 20 percent in middle income Guatemala have the same average mortality rate as in low income Senegal. Most would be the result of eminently preventable causes rooted in poverty and unequal access to quality health care. Given that the ratio of deaths between the poorest and the richest is more than 5 to 1, accelerating progress for the poorest children would act as a powerful catalyst for overall progress-and this illustrates the power of convergence by moving up those at the bottom, which would save 4.

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Training facilitator; Large-volume outlet manager; Regional or area manager; Profit analyst working with senior managers; Public-relations director; Product manager for a product launch; Franchise-sales manager; or Task-force chairperson arthritis knee medication 60 mg etoricoxib for sale. Often participants are high-potential managers who need (or would welcome the opportunity) to grow quickly in order for the company to reap maximum return on its investment in human resources. The trick to making these assignments work, whether they are created or captured assignments, is to make them challenging. Opportunities to become involved in a leap experience may arise for each employee as he or she advances to an accelerated career the Pfeiffer Library Volume 20, 2nd Edition. They constitute a varied group; each has been chosen for particular skills and experience, ranging from a newly hired junior executive to a senior vice president who heads the project. The president of the company, who is visiting the group to discuss its progress, asks each manager, regardless of rank, what he or she thinks will happen as a result of the work. The managers have been there every night for nine weeks, meeting into the early morning. Their mission: to solve serious employee-relations, morale, and productivity issues. Two years later the secret mission has been lauded as an astounding success; it has exceeded all expectations. The senior vice president who worked on the project and the company president meet for lunch to discuss a strange phenomenon. Of the seven managers, each hand picked for the assignment, none remain in the company. In fact, as a group they have gained a reputation as some of the best results-oriented managers in town. Yet even after making a major contribution to the success of their company, they left without looking back. What the president does not yet know is that in another year, the senior vice president with whom he is speaking will leave to start her own consulting firm. This example illustrates what often occurs after employees have been involved in major career leaps. Let employees know that their assignments are carefully designed to create the most and best growth for them. Encourage high-level managers to mentor participants during, after, and between their leaps. Three to six weeks before the end of leap assignments, map out long-term growth strategies for the participants. The strategies need not outline specific future assignments but should include general goals; areas for further work or exposure; and measurable, bottom-line results. This discussion can also outline future salary growth or the potential for growth based on results. Once participants have seen the view from the mountaintop, it is hard for them to get used to being back in the valley. After their leap assignments, participants should encounter a continued expectation of results so that they will be encouraged to remain productive. Participants often complain that after they have learned to work on their own in the rarefied company of senior managers, they are then returned to "boring, middle-level jobs in the `real world. Another way is to assign tasks that will encourage them to mentor others or to help others make career leaps. It is up to the company to nurture the new-found skills of participants; otherwise, the company risks losing these employees. During the times when they are being encouraged to grow, they become exceptions to many rules. This is especially true immediately after they have completed leap assignments and have learned new skills, many by watching the effective senior managers with whom they have worked. Participants are known to attain the following: s s s s s s Geometric leaps in growth; Growth not readily associated with traditional management development; Excellent leadership skills; Outstanding business results; Catalyzed career development; and Trouble remaining in conventional career tracks.

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Registering property Nigeria (Kano) made transferring property more transparent by publishing the list of documents arthritis foot massage machine generic etoricoxib 60 mg on line, fee schedules and service standards for property transactions. Nigeria (Lagos) made transferring property easier and more transparent by removing the sworn affidavit for certified copies of land ownership records, introducing a specific and independent complaint mechanism and by publishing statistics on land transfers. Getting credit Nigeria improved access to credit information by guaranteeing borrowers the legal right to inspect their credit data from the credit bureau and by starting to provide credit scores to banks, financial institutions and borrowers. Nigeria also strengthened access to credit by adopting a new law on secured transactions Paying taxes Norway made paying taxes less costly by reducing the statutory corporate income tax rate. Oman Trading across borders Oman made exporting and importing easier by enhancing its online single window system for exports and imports, reducing the time required for documentary compliance. The new law also allows creditors greater participation in important decisions during insolvency proceedings and regulates insolvency practitioners. Paraguay Labor market regulation Paraguay increased the mandatory length of paid maternity leave. Pakistan Starting a business Pakistan made starting a business easier by replacing the need to obtain a digital signature for company incorporation with a less costly personal identification number. Registering property Pakistan (Karachi) improved the transparency of the land registration process by making the fee schedule and list of documents to submit for property registration available online. Protecting minority investors Pakistan increased minority investor protections by making it easier to sue directors in case of prejudicial transactions with interested parties. Trading across borders Pakistan made importing and exporting easier by developing a new container Philippines Getting electricity the Philippines reduced the time to get an electricity connection by implementing a new asset management system and by creating a new scheduling and planning office. Paying taxes the Philippines made paying taxes easier by introducing a new electronic system for payment and collection of housing development fund contributions. Qatar Registering property Rwanda made registering property easier by implementing online services to facilitate the registration of property transfers. Protecting minority investors Rwanda strengthened minority investor protections by making it easier to sue directors, clarifying ownership and control structures and requiring greater corporate transparency. Paying taxes Rwanda made paying taxes easier by establishing an online system for filing and paying taxes. Getting credit Qatar improved access to credit information by starting to provide consumer credit scores to banks, financial institutions and borrowers. Trading across borders Qatar made exporting and importing easier by inaugurating the new Hamad Port. Registering property Saudi Arabia improved the efficiency of its land administration system by implementing an online platform to check for ownership and encumbrances and by streamlining the property registration process. Protecting minority investors Saudi Arabia strengthened minority investor protections by increasing shareholder rights and role in major decisions, clarifying ownership and control structures, requiring greater corporate transparency and regulating the disclosure of transactions with interested parties. Paying taxes Saudi Arabia made paying taxes easier by improving its online platform for filing and paying taxes. Trading across borders Saudi Arabia reduced the time for documentary compliance for exports and imports by reducing the number of documents required for customs clearance. Enforcing contracts Saudi Arabia made enforcing contracts easier by introducing an electronic case management system for the use of judges and lawyers. Romania Registering property Romania improved the quality of land administration by digitizing ownership and land records. Russian Federation Registering property the Russian Federation made it easier to transfer property by reducing the time needed to apply for state registration of title transfer. Getting credit Russia improved access to credit by adopting a new law that establishes a modern collateral registry. Trading across borders Russia made exporting and importing easier by opening a new deep water port on the coast of the Gulf of Finland, increasing competition and reducing the cost of border compliance at the Port of St. Samoa Getting credit Samoa strengthened access to credit with the implementation of the Personal Property Securities Act and by establishing a modern, noticebased collateral registry to register all types of charges and functional equivalents.

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As a result rheumatoid arthritis heel pain buy etoricoxib, in the early 1990s, the theory of multi-level governance emerged (generally attributed to Gary Marx22). Initially it was an analytical construct that reflected the characteristics of the regional and structural policy of the European Community23, which focused on networking24 among authori- 19 M. Ilyin, "Suverenitet: vyzrevaniye ponyatiynoy kategorii v usloviyakh globalizatsii [Sovereignty: the aging of the conceptual category in the context of globalization]," Politicheskaya Nauka 4 (2005): 11. The network, as a relatively stable, long-term relationships, allows to mobilize and bring together the scattered resources in order to organize a collective (or parallel) actions aimed at achieving a common goal in politics. Concepts and problems of border studies ties of different levels25, as well as the interaction of governmental and nongovernmental actors. Multi-level governance is defined as a complex political process involving sub-state, state and supra-state levels, as well as the activities of governmental and nongovernmental actors. The absence of a single center of power requires networking between all parties in the international political processes. The nation-state is not a single organizer, and parts of the state may devolve from the control of the center and independently enter into an alliance with a supranational actor. Reducing the role of the nation-state and increasing the role of sub-national and supranational actors are reflected in the partial transfer to them of national sovereignty. Changes in national states themselves are taking place which is resulting in the emergence of a system of multilevel governance. The nation-state in Europe is conventionally divided in half, which means the two levels of government have equal opportunities to represent the interests of their citizens. In such circumstances, border regions have more freedom of action in carrying out transborder projects. This model reflects the most favorable direction for the development of cooperation across the border. Despite the narrow civilizational scope in which this model has been applied, the European experience provides an invaluable theoretical base that enriches scientific research by the welldefined concepts revealing different features of transborder cooperation. So, in document 181/2000 of 13 March 2002, entitled "Strategies for promoting cross-border and inter-re25 A. Limanskii, "Vliyaniye regionalizatsii na formirovaniye federativnykh otnosheniy v Rossii, [The impact of regionalization on the formation of federal relations in Russia]," Polzunovsky almanac 4 (2005): 135. Cross-border cooperation is a bilateral, trilateral or multilateral interaction between local and regional authorities (in which may be involved para-state or private organizations) to be carried out in adjacent geographical areas. Inter-regional cooperation (transborder cooperation) is a bilateral, trilateral or multilateral interaction between local and regional authorities (in which may be involved parastate or private organizations) to be carried out in a non-contiguous geographical areas. Transnational cooperation, which implies interaction between national, regional and local authorities in programs and projects. This form of cooperation covers broader adjacent zones, and the participants belong to at least two Member States and / or third countries. These definitions concretize the statutory definition of European transborder practices and move beyond the necessity of adjacent territories; that is, the interacting subnational regions should not necessarily have a common border for the implementation of cooperative projects. More attention is paid to the political and legal status of the participants in cooperation, and to the social aspect of it as a whole. For example, the definition of transnational cooperation is not based on geographical proximity, but on status: belonging to a region and participant in an organization of general integration. According to the theory of evolutionary maturity of the political organization29, modern transborder cooperation has the form of a network, and involves interaction between actors at various levels while relying on nodes of global interaction to bypass territorial demarcations. The need to focus attention on the affiliation of a participant in cooperation with particular 28 the Congress of Local and Regional Authorities of the Council of Europe, "Zaklyucheniye O proyekte analiticheskogo doklada Komiteta regionov "Novyy yuridicheskiy instrument dlya transgranichnogo sotrudnichestva" [Conclusion About the analytical report of the Committee of Regions "The new legal instrument for cross-border cooperation"]," accessed July 15, 2015, http: Concepts and problems of border studies integration associations is the result of different approaches held by the countries in question to the model for socio-economic development and political structure. Of course, the Western experience of transborder cooperation, an approach based on the theory of multi-level governance, requires adaptation to the realities and experiences of other socio-cultural communities. Such adaptation has been done by participants in Asian integration, who emphasize achieving economic development goals. Recognizing the uniqueness of the historical path of Asia and the special conditions of its modern development, some researchers estimate the European model as a good example to follow. Even the financial crisis in 1997 did not become a pretext for strengthening common institutions, so each Asian country has adopted national measures to prevent the crisis. Already by the 1970s, the successful development of regional integration and emergence of a global economy (including the interlacing of socialist and capitalist systems through commodity exchange) had resulted in such new global actors as transnational corporations became a common phenomenon. Moreover, since the mid-1980s, the socialist system has undergone major changes, which marked the end of its ideological role and transformation into a system trying to operate within a framework defined by the liberal economic attitudes.

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About the Security Industries Authority Staff

The Security Industies Authority is headed by a Registrar as the CEO and has thirteen (13) other staff members from all four (4) regions of the country working under him. These includes the Manager Finance and Administration, Manager Licensing and Compliance and four (4) Regional inspectors(MOMASE, Islands, Highland and Southern).

The Inspectors job are very challenging because they are at the front line of enforcement to ensure that private security companies are compliant with the provisions of the Security Protection Act to operate a security company. Most of them are former officers of the Royal PNG Constabulary. Apart from them we also have a efficient staff made up of the Executive Secretary, Accounts Officer, HR Officer , I.T Officer & an Office Janitor in Head Office Port Moresby while Admin Assistance/ Driver and an Office Admin/ Reception in Lae Momase & Highlands Region branch office.

Staff Profiles

paul

Mr. Paul Kingston Isari

Registrar & CEO of PNG Security Industries Authority

philip

Mr. Philip Gene, BAC, CPA PNG

Manager Finance & Administration

spencer

Mr. Spencer Gelo

Manager Licencing & Compliance

POM Office Staff

Front left – right Ms Margaret Biskum- Security Inspector New Guinea Islands, Ms Alicia Nana – Executive Secretary & Mrs Mackey Kembi Office Janitor

Back left – right Mr. Rinson Ngale – Security Inspector NCD/Southern Region, Mr. Emmanuel Tumbe HR Officer, Mr. Elijah Fave – Accounts Officer, Mr. Andrew Kaiap – I.T Officer

leo-staff

Lae Office Staff

Front left – right Ms Nelison Roberts – Office Secretary / Reception , Mr. Elvis Otare – Office Admin Assistance / Driver & Acting Momase Region Inspector

Back left – right Vacant – Office Manager & Security Inspector Momase Region, Mr. Pius Moi – Acting Office Manager Security Inspector Highlands Region

Security Industries Authority organizational chart

organization-chart

Vacancies for Council Representatives from the Security
Industry to sit in the Council

The Security Industries Authority currently does not have any vacant Council Representative position. There in total six (6) nominated representative from Security Industries in the council.(see SIA Council)

Qualified candidates will be made known here if there is a vacant in Council Representative positions.

Security Industries Authority Position Vacancies

SIA Currently has no vacancy positions available. Public will be notified for any positions available in the future.

Criteria for appointment to the Security Industries Council

  1. The candidates must have a sound knowledge in the operations of private security companies and are quite versed with the Security Protection Act 2004.
  2. The candidates shall not be currently employed in any licensed security companies that are currently registered with the Security Industries Authority or were not previously employed by any licensed security companies.
  3. The candidates shall not be a current owner or a shareholder of a licensed security company currently registered with the Security Industries Authority and the IPA (Investment promotion Authority).
  4. The candidates shall not be a previous owner or a shareholder of a licensed security company registered with the Security Industries Authority or with the IPA. (Investment promotion Authority).
  5. Interested persons may submit their application with a CV with three (3) references named and attached with their latest passport size photos.
  6. Both male and females are encouraged to participate.
  7. Only registered security companies and permitted security guards will participate in the nominations.
  8. All candidates shall be subjected to a fit and proper persons test before they are formally appointed for 3 years term by the Minister for Police & Internal Security.

For enquiries on this matter

Visit us at the Top floor of the Former Fraud Squad blue building, Gorobe Street, Badili, 2 Mile, Port Moresby NCD or Lae at Post Office Building, second street, top floor, suite # 14, Lae Morobe Province or write to the Chairman Security Industries Council PO BOX 80 Port Moresby National capital District. You can also contact Manager Licensing & Compliance – Mr. Spencer Gelo on telephone 3239851 / 3257930, or email executivesecretary@sia.gov.pg

Invitation to the Stake Holders and the Industry to make a submission on the amendments to current security Protection Act

The Registrar now invites all the registered security companies, service receivers and interested stake holders for their written submission to amend the current Security Protection Act to cover many grey areas of the law.

The submissions should clearly state what provisions of the current Security Protection Act 2004 and the Security Protection regulation 2012 are to be amended to enhance the growth of the industry. This is necessary in light of numerous complaints from the security companies and interested stake holders of the short falls in the current Act which is said to be hindering the growth of the industry.

All submissions must be dropped at The Authority Head Office: Former Fraud Squad Office, Top Floor, Gorobe Street, 2 Mile Drive, Badili,Boroko NCD in Port Moresby. They can also be posted or emailed using the address on the last page. Copies of the current Security Protection Act 2004 can be obtained at the Security Industries Authority office for K35 to use as a guide to prepare the submissions.

Appointment to the Board of Complaints

The Security Industries Authority in compliance with section 57 of the Security Protection Act 2004 has already advertised in the media in early February 2013 seeking for two (2) interested persons to sit on the Board of Complaints.

The purposes of the Board of Complaints is to hear allegations made against licensed security companies by the general public and to award appropriate disciplinary penalties to protect the integrity of the security industry. Several applications have already been received and the short listed candidates will be advised in writing by the chairman shortly before a final selection is made for their three (3) yeas appointments by the Minister for Police and Internal Security.