Important state papers : declaration of war, Washington, June 18, 4 o'clock, P.M

Message to the Senate and House of Representatives of the United States / James Madison -- Report : the Committee on Foreign relations, to whom was referred the message of the President of the United States of the 1st of June, 1812 -- An Act, declaring war between the United Kingdom of Great Britain and Ireland and the dependencies thereof, and the United States of America and their territories -- Address of the Senate to the people of the Commonwealth of Massachusetts.

A sermon, preached in Boston, August 20, 1812, the day of humiliation and prayer, appointed by the President of the United States, in consequence of the declaration of war against Great Britain

Published at the request of the hearers. Printed by C. Stebbins

A sermon, preached in Boston, July 23, 1812, the day of the publick fast, appointed by the Executive of the Commonwealth of Massachusetts, in consequence of the declaration of war against Great Britain

Published at the request of the hearers Printed by Greenough and Stebbins

Message from the President of the United States, Recommending an Immediate Declaration of War Against Great Britain (1812)

"June 1st, 1812. Referred to the Committee on Foreign Relations. June 3d, 1812. Bill reported, declaring war ..."

Examining the Influence of the Patient Declaration of Values on Hospital Policies and Practices

The purpose of this study was to explore how a leading Ontario hospital operationalizes their Patient Declaration of Values (PDoV) in policy and in practice. This was a single case study, which took place in a leading patient-centred Ontario hospital. The study included 18 individual interviews with employees and patient experience advisors, as well as, document analysis of strategic planning reports (n=10). Five themes emerged: (1) setting the stage, (2) inspiring change, (3) organizational structures, (4) organizational and environmental barriers, and (5) reflection and improvement. This study has highlighted the role of the PDoV within a leading Ontario hospital. It lends itself to providing a process with core strategies for creating change in an acute health care organization; to embed a culture of patient and family centred care.

Letter to “all men” in a declaration by Samuel D. Woodruff

Letter to “all men” in a declaration by Samuel D. Woodruff of St. Catharines that he received money from the Canada Southern Railway Line for Lot no.10 in Willoughby, July 1, 1883.

Declaration from John Brown, culler who states that there are 1167 pieces which equal 75704 cubic feet of timber to be culled

Declaration from John Brown, culler who states that there are 1167 pieces which equal 75704 cubic feet of timber to be culled, April 9, 1878.

Ordered Model Processes, Reference Declaration And The Economic Organization: Implications For A Balanced Scorecard Contextual Framework

Les Tableaux de Bord de la Performance ont été acclamés avec raison depuis leur introduction en 1992, mais les intellectuels continuent encore à étudier leurs aspects pragmatiques. Ce papier contribue à la littérature sur les Tableaux de Bord de la Performance, tout d’abord, en offrant une explication logique quant à leur succès et ensuite, en présentant un cadre de travail contextuel de tableaux de bord de la performance pour une structure de gestion hiérarchisée. Le cadre de travail contextuel réforme la perspective d’apprentissage et de croissance du tableau de bord de la performance (i) en effectuant la transition de référence (subjective/objective), et (ii) en reconnaissant que la Perspective d’Apprentissage et de Croissance implique avant tout une incidence de formulation stratégique d’une extra-entité. Le transfert de l’incidence (intra-entité/extra-entité) réconcilie l’évolution de la position de politique de gestion non ordonnée [Contenu: (Contenu: Contexte): Contexte] qu’est la Perspective d’Apprentissage et de Croissance Concomitante. Le cadre de travail supplante également les Perspectives des Tableaux de Bord de la Performances développés par Kaplan et Norton en ajoutant la perspective de politique sociale qui manquait. La perspective manquante implique une transition de référence objective [(position endogène, perspective exogène): (position exogène, perspective exogène)]. De tels signaux de transition [Contenu: (Contenu: Contexte): Contexte] ordonnent l’évolution de la position de politique de gestion.