text stringlengths 222 548k | id stringlengths 47 47 | dump stringclasses 95 values | url stringlengths 14 1.08k | file_path stringlengths 110 155 | language stringclasses 1 value | language_score float64 0.65 1 | token_count int64 53 113k | score float64 2.52 5.03 | int_score int64 3 5 |
|---|---|---|---|---|---|---|---|---|---|
anumana, ( Sanskrit: “measuring along some other thing,” or “inference”) in Indian philosophy, the second of the five means of knowledge (pramana) that enable accurate cognitions. Inference occupies a central place in the Hindu school of logic (Nyaya). This school worked out a syllogism that has the form of an argument rather than a formula and that goes through five stages: (1) the proposition (pratijna, literally “promise”), (2) the ground (hetu), (3) the illustration (udaharana), (4) the application (upanaya), and (5) the conclusion (nigamana). A syllogism is vitiated by a fallacious ground; this is called hetvabhasa (“the mere appearance of a ground”). A number of types of invalid grounds are distinguished: simple error, contradiction, tautology, lack of proof for the ground, and inopportunity. | <urn:uuid:ee0ae1c6-8c57-43e2-834e-8e62db2a5b96> | CC-MAIN-2013-48 | http://www.britannica.com/print/topic/29022 | s3://commoncrawl/crawl-data/CC-MAIN-2013-48/segments/1386163046947/warc/CC-MAIN-20131204131726-00016-ip-10-33-133-15.ec2.internal.warc.gz | en | 0.901251 | 218 | 4.09375 | 4 |
The American Psychological Association (APA) writing style is frequently followed in social sciences. The Publication Manual of the American Psychological Association (Sixth Ed.) lays out specific rules for citations, including references to music and songs. Original papers should always include proper citation of outside sources to avoid allegations of plagiarism.
In-text citations parenthetically identify the song composer's last name and publication year. For example, an in-text citation would look like this: (Kakish, 2013). If a song is co-authored, both last names are cited. For example: (Simms & Roberts, 2010). Alternatively, you can include the citation information in the context of the sentence, like this: Kakish (2013) told us never to quit in his popular song.
Reference List Citation
APA song citations begin with the composer's last name and initial. Copyright dates and song titles follow. If a song's recording artist is different from its composer, her first and last name should be placed in brackets after the song title, preceded by the words "Recorded by" (without the quotation marks). This is followed by the album title, preceded by the word "On," and then the recording medium in brackets. Next comes the record label's company location and label name, and if the recording date is different from the copyright date, it is placed at the end of the citation.
APA song citations capitalize only the first word in the song and album titles. Album names are italicized, which is noted parenthetically in the following example. Kakish, R. (2013). Never say quit [Recorded by Bobby Blackstone]. On Big people live fast (italics) [CD]. London, England: Happy Dog Music Company.
- Purdue Online Writing Lab: Reference List: Other Non-Print Sources
- The Publication Manual of the American Psychological Association (Sixth Edition); 2009
- Purdue Online Writing Lab: Overview and Contradictions
- Trinity College Library: APA Style - CD (Musical Recording)
- Hemera Technologies/AbleStock.com/Getty Images | <urn:uuid:a8b54ef0-3293-418e-86fa-750a04c26daa> | CC-MAIN-2016-36 | http://classroom.synonym.com/cite-songs-apa-format-1120.html | s3://commoncrawl/crawl-data/CC-MAIN-2016-36/segments/1471982297699.43/warc/CC-MAIN-20160823195817-00130-ip-10-153-172-175.ec2.internal.warc.gz | en | 0.897049 | 429 | 3.125 | 3 |
Intellectual property is often a company’s most valuable asset. For companies with federal government customers, following the government’s rules can mean the difference between maximizing and losing value in newly developed IP.
This article addresses rights in technical data and computer software, as defined below. Future articles will address other forms of IP, such as patents.
When developed and/or used as part of a government contract, IP rights generally are determined by standard government contract clauses imposed by regulation. In certain circumstances, the government may impose IP terms unique to a given contract. Either way, government contract terms create a wide range of outcomes with respect to ownership and use of IP once delivered to the government.
As a result, contractors should place the highest priority on reviewing, understanding and, if possible, negotiating IP terms prior to signing any government contract. After the contract has been executed, the contractor should ensure that at least one member of its legal or management team understands the applicable IP rules and ensures strict compliance throughout contract performance.
Definitions and Authority
“Technical data” means recorded information, including databases and computer software documentation – not the component or item itself. “Computer software” includes computer programs and recorded information such as source code listings, design details, algorithms and related material that would enable the computer program to be produced.
Standard government contract clauses create a framework for IP ownership and use. Standard clauses vary depending on the contracting agency, as well as the agency’s expectation of how it will use the technical data and/or computer software developed under the contract. The most common are found in the Federal Acquisition Regulation (FAR) 52.227-14 and in the Defense Federal Acquisition Regulation Supplement (DFARS) 252.227-7013 and 252.227-7014.
Generally speaking, the FAR and DFARS rules allow the contractor to maintain ownership of the technical data or computer software that the contractor develops. The government receives use rights similar to a license. However, the government may include contract language that adds to or differs from its standard provisions.
The government’s standard use rights may be divided into three categories: unlimited rights, limited/restricted rights and government purpose rights.
As the name suggests, unlimited rights allow the government to use the technical data or computer software as it sees fit. This may include distributing the material beyond the government and giving rights in the material to third parties. As a rule, the government receives unlimited rights when the contractor develops the material only as part of contract performance (FAR) or when the material is developed exclusively with government funds (DFARS).
At the other end of the spectrum, the government receives limited rights in technical data and restricted rights in computer software where the material has been developed at private expense. Under the FAR, the material also must not have been developed in performance of the contract. With limited rights, the government may reproduce technical data and use the material only within the government. With restricted rights, the government may use computer software only on one computer at a time. Other permitted uses may be set forth in the contract.
When the technical data or computer software has been developed with mixed government and contractor funds, the government typically receives government purpose rights. With government purpose rights, the government itself may use the material, and it may authorize third parties to use the material for the government’s purposes.
If the provision of goods or services to the government is deemed “commercial,” the government generally accepts the same license as is available on the commercial market. Some provisions, such as choice of law and indemnification clauses, may be deemed invalid since the government is the contracting party. Even so, this provides a tremendous benefit for the vast majority of contractors who impose much more stringent use restrictions on their commercial customers than they can under the government’s standard data rights provisions.
In order to limit the government’s use of technical data or computer software, contractors must follow the marking requirements set forth in the FAR and DFARS. This means that contractors attach standard language to any newly developed material prior to government submission. Contractors further must maintain records to justify why the government should be limited in its use of technical data or computer software.
The government may require the production of technical data or computer software up to three years after contract performance. This means keeping detailed records (including accounting records to show who paid for development) is critical, even after the contract’s end. During performance, any and all material should be reviewed for possible marking before contractor delivery to the government. | <urn:uuid:95faf42c-141a-4fbd-b7ae-0f264249bd3c> | CC-MAIN-2019-04 | https://www.lexology.com/library/detail.aspx?g=887693b5-674b-4546-8c84-5f5651178f82 | s3://commoncrawl/crawl-data/CC-MAIN-2019-04/segments/1547583763839.28/warc/CC-MAIN-20190121070334-20190121092334-00023.warc.gz | en | 0.934351 | 929 | 2.9375 | 3 |
This assignment is for all grades:
- Find a steady beat in music
- Create a musical composition
- Identify high and low sounds
Good morning! For today's music class, please go to www.quavermusic.com and log in to your student account (like we have done in music class).
Click here if you do not have a Quaver Account yet.
Click here if you do not remember how to log in.
If you are still having trouble loggin in, send me an email or a message on ClassDojo, and I will try to help!
Make sure you select "With Flash" after you log in.
Once you get to Quaver Street, you will need to click "STUDENT" at the bottom of the Page
The Student Menu will have a button that says "Assignments." Click this button.
Find the assignment with today's date on it, and "Launch" the assignment.
If you have trouble following these steps, please have someone at home email me at: email@example.com | <urn:uuid:54ad2677-e1f0-4db5-b0b9-8e74f961c327> | CC-MAIN-2020-29 | https://www.mcas.k12.in.us/domain/3491 | s3://commoncrawl/crawl-data/CC-MAIN-2020-29/segments/1593655886865.30/warc/CC-MAIN-20200705023910-20200705053910-00011.warc.gz | en | 0.889363 | 228 | 2.703125 | 3 |
0333 005 8888
Pound Sterling £ (GBP)
WHERE ARE YOU SHIPPING TO?
LOGIN / REGISTER
Split payment option available at the checkout
30 DAY MONEY BACK GUARANTEE
WORLDS LARGEST GEM STORE
Elsewhere in this book we discuss Moissanite as a man-made gemstone. In actual fact the matter is a little more complicated than that.
Moissanite was first created in a laboratory in 1893 by the inventor Eugene Acheson. At the time of patenting his creation he named it Carborundum. 22 years later, French chemist Dr Ferdinand Moissan discovered the exact same silicon carbide composition while studying fragments of meteoric iron at the Diablo Canyon in Arizona; this new discovery was later named Moissanite in his honour. Because the natural pieces are so small it is classed as an element and to-date no piece has been found large enough to facet.
Moissanite first appeared in jewellery in the 1990’s and was the creation of a company called C3 Inc of America. They have created a proprietary process for creating this man-made material, which bears a striking resemblance to a Diamond. So much so that when it first appeared, many in the jewellery trade predicted it would dramatically affect the sales of Diamonds and many experts initially struggled to correctly identify the difference between the two.
So, although all Moissanite on the market set in jewellery is man-made, it shares the same elements as a piece of nature. Essentially, it is the same as a lab-created coloured gemstone. Although it is undeniably beautiful, when purchasing remember that as it is man-made in a laboratory, company owners can produce as much as they want, therefore it cannot be rare. And if it is not rare, then it is not really a gemstone at all.
GIA qualified Gemmologists
Members of the British Jewellery Association
Members of the Coloured Gemstone Assocation | <urn:uuid:8cac471c-77e2-4548-ac73-1a826bf55245> | CC-MAIN-2019-35 | https://www.gemcollector.com/en-gb/learning-library/gemstone/moissanite%20gemstone/ | s3://commoncrawl/crawl-data/CC-MAIN-2019-35/segments/1566027313747.38/warc/CC-MAIN-20190818083417-20190818105417-00265.warc.gz | en | 0.949519 | 415 | 2.640625 | 3 |
1 Answer | Add Yours
Canetti attempted to show life as it was in the early 1930s in Vienna. As such, she attempts to relay details of lives as they occurred. Some critics deny that she succeeded in her effort, yet others say she gave a sound picture of the lives of Yellow Street, a center of merchant activity, that has begun to run to ruin. Canetti's ideological orientation was Marxist, thus she presented lives from a Marxist perspective. In one sense Runkel subverts standard women's role as she dies by being "suffocated on her own miserliness," which is usually a negative man's role. In contrast, Emilie attempts to improve her lot by committing suicide with the hope that she will be saved, in which event, she will be sent to a hostel to recover and be fed. This is seemingly an extension of a stereotypical emotion-laden women's reaction to adversity, except that Canetti seems to have subverted the role by making it logical and deliberate with a non-emotional motivation.
Thank you very much for your answer.
I have another question on this topic, if you don't me asking. What is exactly going on with the narrator in the book? On some level the book can be perceived as a sort of pledge for women, but then you have this narrator that is rather distant and cold...Is there a reason for this kind of narration, does Veza trying to achieve a certain effect?
We’ve answered 331,144 questions. We can answer yours, too.Ask a question | <urn:uuid:6a8b6bec-56a0-4b4f-b7e6-952bf0939f80> | CC-MAIN-2016-30 | http://www.enotes.com/homework-help/veza-canettis-yellow-street-how-women-portrayed-441970 | s3://commoncrawl/crawl-data/CC-MAIN-2016-30/segments/1469258937291.98/warc/CC-MAIN-20160723072857-00078-ip-10-185-27-174.ec2.internal.warc.gz | en | 0.982387 | 317 | 2.9375 | 3 |
CELEBRATE ST. PATRICK’S DAY 2021!
Saint Patrick’s Day is Wednesday, March 17! Who was Saint Patrick? Why are shamrocks a symbol of this day? Enjoy St. Patrick’s Day history, legends, and lore.
Although the holiday originally started as a Christian feast day celebrating the life of St. Patrick and the spreading of Christianity to Ireland, today, it is a day of revelry and a celebration of all things Irish. Don’t forget to wear green!
WHEN IS ST. PATRICK’S DAY?
St. Patrick’s Day is officially observed on March 17 each year, though celebrations may not be limited to this date. The significance of March 17 is that it’s said to be the date of St. Patrick’s death in the late 5th century (circa A.D. 493).
WHO WAS ST. PATRICK? WAS HE A REAL PERSON?
Saint Patrick is the patron saint and national apostle of Ireland. He is credited with successfully spreading Christianity throughout Ireland—hence the Christian celebration of his life and name.
Was There Really a St. Patrick?
Definitely. However, there are many legends about him that mix with the truth. Did he play a large role in spreading Christianity to Ireland? Yes, absolutely. Did he really drive all the snakes out of Ireland? Probably not, since snakes weren’t native to Ireland to begin with!
In any case, St. Patrick’s impact was significant enough to warrant our modern-day celebrations.
WHY IS THE SHAMROCK ASSOCIATED WITH ST. PATRICK’S DAY?
We wear a shamrock on St. Patrick’s Day because, legend says, St. Patrick used its three leaves to explain the Holy Trinity in his teachings. (The Trinity is the Father, the Son, and the Spirit as three divine persons who are one divine being [God].) The truth of the St. Patrick legend, however, is in question, as there is no direct record that the saint actually used the shamrock as a teaching tool.
Note: The symbol of St. Patrick is a three-leaf shamrock, not a four-leaf clover. However, long before the shamrock became associated with St. Patrick’s Day, the four-leaf clover was regarded by ancient Celts as a charm against evil spirits. In the early 1900s, O. H. Benson, an Iowa school superintendent, came up with the idea of using a clover as the emblem for a newly founded agricultural club for children in his area. In 1911, the four-leaf clover was chosen as the emblem for the national club program, later named 4-H.
MORE ST. PATRICK’S DAY FACTS, FUN, AND FOLKLORE
“On St. Patrick’s Day, the warm side of a stone turns up,
and the broad-back goose begins to lay.”
ST. PATRICK’S DAY RECIPES
Would you like to cook something special for St. Patrick’s Day? You don’t need the luck of the Irish! Check out our list of St. Patrick’s Day recipes for corned beef and cabbage, Irish soda bread, and more ideas beyond green milk and beer!
JOKE OF THE MONTH
Q: Why should you never iron a four-leaf clover?
A: You don’t want to press your luck!
How do you celebrate St. Patrick’s Day? Let us know in the comments!
Source: The Editors of The Old Farmer's Almanac, Jan. 14, 2021
Graduation day is finally here! Even if ceremonies across the country have been postponed or cancelled this year, it's never been more important to celebrate the class of 2020. Whether you’re the graduating student or the proud parent of a 2020 graduate, these funny graduation quotes will get you smiling all throughout your at-home celebration. The past four years wouldn’t have been possible without dedication and great company, after all, so what better way is there to end this amazing chapter of your life than with a laugh? | <urn:uuid:d0193808-6904-4fbf-8f5e-a1949352448d> | CC-MAIN-2023-06 | https://www.cotuitlibrary.org/fun-at-home-blog/category/humor | s3://commoncrawl/crawl-data/CC-MAIN-2023-06/segments/1674764499744.74/warc/CC-MAIN-20230129144110-20230129174110-00400.warc.gz | en | 0.942881 | 921 | 3.140625 | 3 |
Sleep and depression are so intertwined that it’s hard to know if one causes the other or if they’re just associated.
Both insomnia and sleeping too much are symptoms that can help diagnose depression. Excessive fatigue during the day, called hypersomnia, is also a signal.
Sleep isn’t just something you do to feel alert during the day. It also allows your body to perform necessary biological repairs, affecting your immune systems, heart health, and other cell functions. Researchers and clinicians still aren’t sure what the exact relationship is between sleep and depression, but they do know there’s a link.
Let’s start with a few statistics:
- At some point in their lives, depression will affect 25 percent of women and 10 percent of men.
- A study published in the journal Dialogues in Clinical Neuroscience found that about 75 percent of patients with depression also have insomnia.
- Those with insomnia have a 10 times greater risk of developing depression than those who sleep well, says the National Sleep Foundation (NSF).
Never Miss a Beat!
Subscribe to Our HealthBeat Newsletter!
Get Healthy Tips Sent to Your Phone!
Can Lack of Sleep Complicate Depression?
If you’ve ever had a bad night of sleep, you probably know you don’t function well afterwards. A lack of sleep can impair your emotional regulation and thinking, which can intensify depression and other psychiatric diagnoses.
According to a study in the British journal Lancet Psychiatry, people with diagnosed mental health disorders showed improvement from an increased amount and quality of sleep.
Researchers aren’t sure exactly how this happens, but sleep disruption probably affects your stress hormones and neurotransmitter levels. Studies have shown that long-term insomnia can also cause depression later on, according to Dialogues in Clinical Neuroscience.
People who are naturally night owls may be at a greater risk of depression than those who rise early, though clinicians do not yet understand why this may occur. A recent study on delayed sleep phase disorder (people who are extreme night owls) reported that a circadian misalignment might be linked to depression.
If you have trouble adapting to a work or school schedule, you should seek help from a sleep health professional.
Contact Western Psychiatric Institute and Clinic at 1-877-624-4100 or 412-624-1000.
You might also like…
How Does Depression Affect Sleep?
Depression can affect a number of bodily functions, like decreased appetite and libido loss, and make it more difficult to fall asleep. Sadness, hopelessness, and other feelings that come with depression may take over a person’s thoughts as he tries to fall asleep.
How does depression affect sleep? If someone is tired during the day, he or she may want to nap, which can then affect nighttime sleep. Even getting off a regular sleep schedule can affect a person’s body. While some people don’t sleep enough, depression and sleeping a lot is also common.
Talk to Your Doctor About Depression and Sleep Issues
If you’re experiencing depression, sleep disturbances, or both, it’s important to seek help.
It’s also important to talk to your doctor if you’re experiencing depression and hypersomnia, or excessive sleepiness. The Centers for Disease Control and Prevention found that fewer than 20 percent of Americans who had moderate depressive symptoms had seen a mental health practitioner in the previous year. Medicines and therapy usually can help reduce depression and improve sleep.
It’s also possible there’s a more direct link between sleep and depression. People successfully treated for obstructive sleep apnea experienced lasting and reduced depression symptoms, according to the NSF. A sleep study can determine whether or not you have sleep apnea.
Before seeing a doctor about depression and sleep issues, it’s helpful to track your sleep for a few weeks so you can share examples of your sleep schedule, sleep quality, and how you felt emotionally during that time.
The doctors at UPMC can help you sleep better and tackle your depression. Whether you’re suffering from depression and sleeping a lot or not getting nearly enough rest, there’s no need to suffer alone.
UPMC Western Psychiatric Hospital is a nationally recognized leader in mental health clinical care, research, and education. It is one of the nation’s foremost university-based psychiatric care facilities through its integration with the Department of Psychiatry of the University of Pittsburgh School of Medicine. UPMC Western Psychiatric is the hub of UPMC Western Behavioral Health, a network of nearly 60 community-based programs providing specialized mental health and addiction care for children, adolescents, adults, and seniors throughout western Pennsylvania. | <urn:uuid:0319120c-91f0-4b03-a9a1-13adbf622181> | CC-MAIN-2021-04 | https://share.upmc.com/2018/01/connection-sleep-and-depression/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-04/segments/1610703513144.48/warc/CC-MAIN-20210117174558-20210117204558-00126.warc.gz | en | 0.933467 | 977 | 3.421875 | 3 |
Safeguarding Adults – Self-Neglect, OCD & Hoarding
Self-Neglect is an extreme lack of self-care, and it is often associated with hoarding – which in turn is a form of OCD (Obsessive Compulsive Disorder. All of these may be a result of other issues such as addictions. Practitioners in the community, from housing officers to social workers, police and health professionals can find working with people who self-neglect extremely challenging.
This half or 1 day course discusses each disorder in detail and equips the delegate with skills to be able to understand each.
Who is the Course Aimed At?
Anyone working in adult social care
How Long is the Course?
1/2 or full day session
- To understand what Self-Neglect and hoarding is
- The prevalence of Self-Neglect and hoarding
- Who is affected by Self-Neglect and hoarding?
- How to tell if someone has an issue with Self-Neglect and hoarding
- The symptoms of Self-Neglect and hoarding
- Reasons why people may Self-Neglect and hoarding
- Conditions That can co-exist with Self-Neglect and hoarding
- Treatments available
“Engaging trainer, with a wealth of knowledge” Community Mental Health Support Worker, Isle of Anglesey | <urn:uuid:3939d810-d6cb-4811-86f3-0bc5a1ab20ec> | CC-MAIN-2020-45 | http://www.talkinglife.co.uk/product/safeguarding-adults-self-neglect-ocd-hoarding/ | s3://commoncrawl/crawl-data/CC-MAIN-2020-45/segments/1603107880038.27/warc/CC-MAIN-20201022195658-20201022225658-00356.warc.gz | en | 0.950689 | 285 | 2.953125 | 3 |
Table of Contents
Before moving on to the CSS course, it's important to look at HTML IDs and classes. This chapter examines these two attributes, their differences, and the best way to use them. Learning about HTML IDs and classes is important because they are an essential part of styling using CSS.
Roll up your sleeves, and let's dive into the code.
Element.how also provides premium tutorials showing awesome advanced designs, check them out here.
And get exclusive Elementor related discounts here
Checkout the Elementor Addon Finder directly | <urn:uuid:5f37e182-ab12-40c1-a755-290c9c055aca> | CC-MAIN-2022-49 | https://element.how/html-ids-and-classes/ | s3://commoncrawl/crawl-data/CC-MAIN-2022-49/segments/1669446710980.82/warc/CC-MAIN-20221204204504-20221204234504-00757.warc.gz | en | 0.852288 | 130 | 2.515625 | 3 |
WE HAVE LISTED ADVANTAGES AND DISADVANTAGES OF ELECTRIC CARS
With the same power used, an electric car has greater acceleration than a combustion vehicle. The difference lies in the supply of the drive torque which in an electric motor is totally available from start up instead in an endothermic engine it is very low in the first few turns, it goes up to the maximum value in a relatively narrow arc of turns, then collapses.
SIMPLICITY OF CONSTRUCTION
An electric motor is more compact, with the same power, compared to an endothermic engine. The gearbox is not needed, the moving mechanical parts subject to wear or breakage are almost absent, as are the relative lubrication systems.
1 liter of petrol corresponds to 8.90kWh. Calculating the cost of energy on the fixed tariff of the Enel Drive columns, or € 0.40 / kWh, the cost per km of the various electric car models varies from € 0.088 to € 0.035 / Km. To be clear, for example, let’s take a petrol car that covers 100km with 8 euros of gasoline, we will get a cost of 0.080 € / km. The same car converted to LPG will cost € 0.050 / Km, at € 0.035 € / Km. So with the current Enel Drive electricity tariff there is no clear economic savings for electric car owners. On the contrary, charging the car at home via a slow-loading Wall Box will cost € 0.025 per km traveled. It can therefore be deduced that with the current electricity tariffs a clear advantage is obtained only by using a slow recharge at home but taking into account the extra costs due to the often necessary increase of the Kw of the domestic system and to the installation of a Wall Box for recharging.
The current lithium technology does not allow us to obtain a range that is comparable to traditional vehicles. Today a reasonably priced electric car rarely manages to exceed 250 km on one charge. To go further it is necessary to increase the number of battery cells, aggravating the vehicle by a huge weight and making the price rise considerably. If the weight increases, the demand for energy to transport it also increases; a vicious circle.
The public and private columns are constantly increasing, but they are still few and concentrated in the big cities. Continental and national projects are being implemented to create a network of charging stations along the main highways, but this will also take time.
The ultra-fast (few) recharging columns allow you to accumulate enough energy in about 30 minutes for 80% of the capacity. But half an hour to do the “full” is a huge time, compared to 2-3 minutes of a traditional supply. Given the scarcity of stations installed, if you find the column occupied you have to wait for your turn or waste energy to look for another one, perhaps very far away. Or you need to spend several hours connecting to the home socket.
It is not necessary to carry out interventions or ask for authorizations. However, if the installed power is low (3 kW like most Italian homes), the meter could be overloaded. So it may become necessary to ask the electricity supplier for a power adjustment. This would obviously involve a higher expense. In addition, normal outlets could easily overheat. For this reason it is almost essential to install a wall box.
Electric cars are much heavier than traditional ones, precisely because of the battery. Example: the Renault Zoe (length 408 cm) weighs 1,480 kg with the largest battery; the Clio (406 cm) diesel of the same power weighs 1,235 Kg, the petrol one 1,165 Kg.
The useful operating temperature is very restricted, from 25 to 45 ° C. To maintain it, very complex cooling systems are used. This sets limits in maintaining sustained strides for prolonged times. It is also for this reason that the maximum speeds of electric cars with non-stellar prices are electronically kept very low. The cold should not be underestimated: autonomy in the more rigid winter months can be reduced by a third.
Electric cars have very high prices compared to traditional cars of corresponding power. Why? Once again because of the batteries. Currently their cost travels approximately around $ 200 per kWh. To have an autonomy of at least 250 km real need about 40 kWh, then 8,000 dollars more than a non-electric car.
The primary sources for the production of electricity are natural gas, renewable sources, coal, nuclear, petroleum products. Every state in the world uses these sources in different percentages. Renewable sources are not magical or inexhaustible, despite the name. Sun and wind make up a small part of it; the big one do it instead the hydroelectric plants, already exploited to the maximum. To cope with an increase in demand, we should therefore resort further to gas, coal and nuclear energy in particular. Therefore the complete circle of environmental sustainability would no longer be so favorable.
The main raw materials for making batteries are lithium and cobalt, both substances under the control of China that obviously will manage them at will. As for Cobalt, the world’s largest producer is the Democratic Republic of the Congo, in whose mines children who work in inhumane conditions are often used.
LITHIUM BATTERY FIRE
Examining the cases of fires on electric vehicles, it is easy to see how one of the main problems is the re-ignition of the fire even after several apparently successful shutdown attempts. Once the fire is extinguished, the energy stored inside them remains. A system that is not completely discharged can therefore generate important electrocution damage and all that the fire needs to trigger, ie oxygen from the air and heat remains present on the scenario. Water cannot extinguish fire, but cools adjacent battery cells, limits the spread of flames and prevents (but does not eliminate) the risk of new triggers. This is why the safety guides of some electric cars suggest to make the batteries burn completely! Firefighters should wear appropriate respiratory protection. Battery cells may emit potentially hazardous organic vapors if exposed to excessive heat, fire, or overvoltage conditions. These vapors include HF2 carbon, aluminum, lithium, copper and cobalt oxides. Furthermore, volatile phosphorus pentafluoride can be formed at temperatures above 110 ° C.
LITHIUM BATTERY LIFE AND DISPOSAL CYCLE
Lithium batteries, just like those of a common smartphone, once they reach an efficiency level below 80% are no longer able to efficiently handle the vehicle and must therefore be replaced. Currently, on the market, these batteries have a maximum autonomy of 8 years which translates into a different mileage depending on the performance of the electric car and which varies between 100,000km and 300,000km. Replacement and warranty costs are borne by the car manufacturer but are charged to the purchaser who will find the “environmental contribution” item on the invoice. However, if the lithium battery is damaged in an accident or for any other reason not covered by the warranty, the owner of the vehicle must bear the costs of disassembly, transport and disposal. The only disposal cost varies from € 4.00 / kg to € 4.50 kg, which means that you can reach costs of € 2000 / € 3000 for each battery disposed of, in fact the management of collection and disposal in all phases it’s rather complex. Collection for security reasons must take place in very expensive dedicated boxes / boxes. Transportation must take place on vehicles with very expensive special series equipment, there are strong restrictions on air transport, by ship and by road in the event of damaged and / or defective batteries. All the collected batteries must then be concentrated in authorized storage facilities to prepare the secondary transport (with export notification) abroad (Belgium, Germany mainly) since in Italy there are no plants for the final treatment of automotive lithium batteries. | <urn:uuid:20b017af-4ee1-462d-a15e-d9ff29d29453> | CC-MAIN-2021-31 | http://www.tartariniauto.it/we-continue-to-believe-in-gas/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-31/segments/1627046155188.79/warc/CC-MAIN-20210804205700-20210804235700-00219.warc.gz | en | 0.935643 | 1,625 | 2.59375 | 3 |
Charles M. Schulz
Charles Monroe Schulz was an American cartoonist, whose comic strip Peanuts proved one of the most popular and influential in the history of the medium, and is still widely reprinted on a daily basis.
Born in Minneapolis, Minnesota, Schulz grew up in Saint Paul. He was the only child of Carl Schulz, who was German, and Dena Halverson, who was Norwegian. His uncle nicknamed him “Sparky” after the horse Spark Plug in the Barney Google comic strip.
Schulz loved drawing and sometimes drew his family dog, Spike, who ate unusual things, such as pins and tacks. Schulz drew a picture of Spike and sent it to Ripley’s Believe It or Not!; his drawing appeared in the comic published by Robert Ripley, captioned “A hunting dog that eats pins, tacks, and razor blades is owned by C. F. Schulz, St. Paul, Minn.” and “Drawn by ‘Sparky'”
Schulz attended St. Paul’s Richard Gordon Elementary School, where he skipped two half-grades. When he was in first grade, his mother helped him get valentines for everybody in his class, so that nobody would be offended by not getting one; but he felt too shy to put them in the box at the front of the classroom, so he took them all home again to his mother. | <urn:uuid:e9e5020e-2fcc-4c32-994a-b469954d1736> | CC-MAIN-2021-04 | https://walkoffame.com/charles-m-schulz/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-04/segments/1610703500028.5/warc/CC-MAIN-20210116044418-20210116074418-00610.warc.gz | en | 0.986194 | 302 | 2.515625 | 3 |
One meem represents a single coherent thought, image, catchphrase or relative idea. This is typically limited to a single image, tweet sized idea, or a 6 second vine clip.
Sharing is Caring, ???, Profit!
The propagation of a meme is measured by the number of times it is interacted with in the virtual environment. This counts the number of times it is shared, liked, modified, and otherwise ripples outwards from it's point of origin. Thus, the value of the original meme is measured by how far it spread, typically measured at it's highest point, and then cross referenced by how long it maintained visibility.
The initial idea, look at this picture of my lunch. This is represented as a mm (millimeme) as it has virtually no presence
The initial idea has been liked and shared within a small social circle. Grandma likes my cat wearing a bow tie picture. This is represented as a cm (centimeme) as it has a very small, very specific presence. (1 cm = 10 mm)
The initial idea has broken out of the initial circle and into several other circles, and been shared a number of times. This is represented as a dm (decimeter) and has something of a central appeal. This is a seldom used term. (1 dm = 100 mm)
This is the threshold for anyone to take a basic meme seriously, and it has been spread at least 1000 times. Look at my cleavage, look at this wreck, look at this robot being blown away. This is represented as a M (meem versus meme).
The dekameme has now been propagated 10,000 times, and is comparable to the average meem generated by a celebrity, something espousing a strong social value or something else of social relevance. Like decimeme, the term is seldom used. (1 DM = 10 M, 10M = 10,000 mm)
The kilomeme is the most common measurement of widescale social media, representing a meem that has been shared 100,000 times. This is the basic unit of measurement for advertising campaigns, measuring the social penetration of propaganda, and other information reaches. A small business ad campaign might be 1 KM, while the day to day social reach of a large corporation could be 100 KM, and something like the national government, megacorporation, or megaceleb wardrobe malfunction could be 1,000 KM or more.
The megameme represents 1 million propagations, representing very successful and viral marketing campaigns. The MM is a gold record level achievement in most data sharing circles.
The gigameme as been shared 1 billion times, and has likely been seen by almost every person alive in the Cosmic Era. People without access to the CogNet or other data sharing mediums are likely aware, even if tangentally, of the initial meme. GMs are rare, with there likely being fewer than a handful a decade.
The terameme (TM) has been shared a trillion times, and not only is it very well known, it is likely an older meem that is both popular and has had time to circle the world a few times, also likely to have oscillating periods of interest where the meem rises quickly in relevance before slipping back down. While this can be a matter of interest, it can also be a reflexive sharing that is greeted with 'not this shit again'
At 1 quadrillion propagations, the petameme is a theoretical measurement. Thus far, no meem has been shared a quadrillion times, but if it had, it would be the sort of meem that resonates on more than one majorly populated planet, or it is the unmeasured axioms, colloquialisms such as 'hello' or 'nice tits'
1 quintillion propagations. Purely hypothetical, but the meem would have spread through a significant portion of the galaxy.
1 sextillion propagations. Purely hypothetical, the meem would be well known across the entire galaxy.
1 septillion propagations. Purely hypothetical, the meem is a foundation part of the genetic code, and is known through a significant portion of the known universe. | <urn:uuid:76937315-faa8-493b-946a-da31ab598c73> | CC-MAIN-2017-17 | https://strolen.com/viewing/Memetic_Measurement | s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917120092.26/warc/CC-MAIN-20170423031200-00385-ip-10-145-167-34.ec2.internal.warc.gz | en | 0.960076 | 877 | 2.75 | 3 |
Wednesday, 8 November 2017
SLOVAKIA: Bratislava A Safe Walking City, Ensure The Taxi Driver Uses A Taxi Meter
Bratislava has a very pleasant medieval inner city with narrow, winding streets, a hill-top castle next to the river Danube, and many historic churches and buildings to visit.
The old town is centered on two squares, Hlavne namestie (main square) and Hviezdoslavovo namestie.Hviezdoslav square, named after a famous Slovak poet.
Of a rather different architectural character are some of the communist-era buildings found in the modern parts of the city; a prime example is Petrzalka housing estate, the biggest Communist-era concrete block housing complex in Central Europe, which stretches on endlessly just across the river.
Move east and there are plenty of rural places to explore. Farms, vineyards, agricultural land, and tiny villages are situated less than 50 kilometres to the north and east of Bratislava.
Today, Bratislava and its surroundings form the most prosperous region,NUTS-2 Region in Central and Eastern Europe, with a per capita GDP of around 186% of the EU-27 average and it is the fifth most prosperous region in EU.
From the city's origin until the 19th century, Germans were the dominant ethnic group.However, after the Austro-Hungarian Compromise of 1867, active Magyarisation took place, and by the end of World War One 40% of the population of Pressburg spoke Hungarian as their native language, 42% German, and 15% Slovak.
After the formation of the Czechoslovak Republic in 1918, Bratislava remained a multi-ethnic city, but with a different demographic trend.
Due to Slovakization, the proportion of Slovaks and Czechs increased in the city, while the proportion of Germans and Hungarians fell.
In 1938, 59% of population were Slovaks or Czechs, while Germans represented 22% and Hungarians 13% of the city's population.
The creation of the first Slovak Republic in 1939 brought other changes, most notably the expulsion of many Czechs and the deportation or flight of the Jews during the Holocaust. In 1945, most of the Germans were evacuated.
After the restoration of Czechoslovakia, the Benes decrees partly revoked in 1948 collectively punished ethnic German and Hungarian minorities by expropriation and deportation to Germany, Austria, and Hungary for their alleged collaborationism with Nazi Germany and Hungary against Czechoslovakia.
The city thereby obtained its clearly Slovak character.Hundreds of citizens were expelled during the communist oppression of the 1950s, with the aim of replacing reactionary people with the proletarian class.
Since the 1950s, the Slovaks have been the dominant ethnicity in the town, making up around 90% of the city's population.
After the fall of the Great Moravian Empire, Slovakia became part of the Kingdom of Hungary from the 10th century until the end of the First World War when the Treaty of Trianon created Czechoslovakia, a country which Slovaks are widely proud of - for example, some Czechoslovakian representatives, such as Alexander Dubcek and Gustav Husak, were ethnically Slovak.
Between 1939 and 1944, Slovakia was a German-controlled state. Then, it was conquered by the Soviets to recreate a new Czechoslovakia, but one that would be pro-Soviet and Communist this time.
This lasted until the fall of Communist rule in Czechoslovakia, during the Velvet Revolution of 1989.
In 1993, peaceful differences between Czechs and Slovaks when rebuilding their nation after the fall of Communism led to the dissolution of Czechoslovakia into two separate and independent nations: the Czech Republic, and of course Slovakia or Slovak Republic.
Slovaks and Czechs have generally friendly relations, and the two nations cooperate together frequently on international issues.
Bratislava was the capital (1536-1784), the coronation city (1563-1830) and the seat of the diet (1536-1848) of the Kingdom of Hungary for many years.
Since 1960, it has been the capital of the federal state of Slovakia within Czechoslovakia and, since 1993, it has been the capital of independent Slovakia.
Although today, Bratislava's population are mostly Slovaks, from the 13th to the early 19th century, the majority ethnic group in the city were the Germans, who remained the largest ethnic group until the First World War in 1910, 42% were German, 41% Hungarian and 15% Slovak out of a total population of 78,000.
Hungarians formed another important group in the city in the 19th century, but after the First World War, many Germans and Hungarians left for Austria and Hungary respectively, and the remaining Germans were expelled at the end of World War II
The Bratislava Region is the wealthiest and most economically prosperous region in Slovakia, despite being the smallest by area and having the second smallest population of the eight Slovak regions. It accounts for about 26% of the Slovak GDP.
The GDP per capita (PPP), valued at €54,400(~$71,000) (2015), is 188% of the EU average and is the third-highest of all regions in the EU member states.
The average gross monthly salary in the Bratislava region in 2016 was €1427.
Unemployment rate in Bratislava was 1.83% in December 2007.Many governmental institutions and private companies have their headquarters in Bratislava.
More than 75% of Bratislava's population works in the service sector, mainly composed of trade, banking, IT, telecommunications, and tourism.The Bratislava Stock Exchange (BSSE), the organiser of the public securities market, was founded on March 15, 1991.
Companies with the highest value added according to TREND TOP 200 ranking (2011), operating predominantly in Bratislava, include the Volkswagen Bratislava Plant, Slovnaft refinery (MOL), Eset (software developer), Asseco (software company), PPC Power producer of heat and steam and Trenkwalder personnel agency.
Volkswagen Group took over and expanded the BAZ communist-built factory in 1991, and has since considerably expanded production beyond original Skoda Auto models.
Currently, 68% of production is focused on SUVs: Audi Q7; VW Touareg; as well as the body and under-chassis of the Porsche Cayenne. Since 2012, production has also included Volkswagen up and badge-engineered SEAT Mii and Skoda Citigo.
In recent years, service and high-tech-oriented businesses have prospered in Bratislava. Many global companies, including IBM, Dell, Lenovo, AT&T, SAP, and Accenture, have built outsourcing and service centres here or plan to do so soon.
Reasons for the influx of multi-national corporations include proximity to Western Europe, skilled labour force and the high density of universities and research facilities.
Other large companies and employers with headquarters in Bratislava include Slovak Telekom, Orange Slovensko, Slovenska sporiteľna, Tatra banka, Doprastav, Hewlett-Packard Slovakia, Slovnaft, Henkel Slovensko, Slovenský plynarenský priemysel, Kraft Foods Slovakia, Whirlpool Slovakia, Zeleznice Slovenskej republiky, and Tesco Stores Slovak Republic.
The Slovak economy's strong growth in the 2000s has led to a boom in the construction industry, and several major projects have been completed or are planned in Bratislava.
Areas attracting developers include the Danube riverfront, where two major projects are already finished: River Park in the Old Town, and Eurovea near the Apollo Bridge.
Other locations under development include the areas around the main railway and bus stations, around the former industrial zone near the Old Town and in the boroughs of Petrzalka,Nove Mesto and Ruzinov.
It is expected that investors will spend €1.2 billion on new projects by 2010. The city has a balanced budget of 277 million Euros, with one fifth used for investment.
Bratislava holds shares in 17 companies directly, for example, in the public transport company Dopravny podnik Bratislava, the waste collection and disposal company, and the water utility.
The city also manages municipal organisations such as the City Police or Mestska policia, Bratislava City Museum and ZOO Bratislava.
In 2006, Bratislava had 77 commercial accommodation facilities of which 45 were hotels with a total capacity of 9,940 beds.
A total of 986,201 visitors, 754,870 of whom were foreigners, stayed overnight. Altogether, visitors made 1,338,497 overnight stays.
However, a considerable share of visits is made by those who visit Bratislava for a single day, and their exact number is not known. The largest numbers of foreign visitors come from the Czech Republic, Germany, the United Kingdom, Italy, Poland and Austria.
Among other factors, the growth of low-cost airline flights to Bratislava, led by Ryanair, has led to conspicuous stag parties, primarily from the UK. While these are a boom to the city's tourism industry, cultural differences and vandalism have led to concern by local officials.
Reflecting the popularity of rowdy parties in Bratislava in the early to mid-2000s, the city was a setting in the 2004 comedy film Eurotrip, which was actually filmed in the city and suburbs of Prague, the Czech Republic.
Bratislava has many shopping areas and markets throughout the city. The streets of historical Old Town are lined with shops.
Bratislava has 7 major Shopping centres: Aupark, Avion Shopping Park, Bory Mall, Central, Eurovea, Polus City Center and Shopping Palace.
Avion Shopping Park is the biggest shopping mall in Slovakia by area with 172 stores.
Eurovea is a business, retail and residential complex located near the Apollo bridge. Eurovea connects the Danube riverbank with the city center.
A month before Christmas the Main Square in Bratislava is illuminated by a Christmas tree and the Christmas market stalls are officially opened.
The Bratislava Christmas Market produces a distinctive atmosphere and attracts thousands of people every day, who come to meet their friends and chat over some mulled wine and traditional specialties.
Around 100 booths are opened every year. It is opened most of the day as well as in the evening hours.
Bratislava Milan Rastislav Stefanik Airport - The airport is the largest in the Slovak Republic. The vast majority of scheduled flights are operated by the budget airline Ryanair, which flies to 15 destinations in the United Kingdom, Ireland, France, Spain, Italy and Belgium.
Additional carriers are Danube Wings flying to Kosice, Rijeka, Split and Zadar; Czech Arlines to Prague and Kosice; Norwegian Air Shuttle to Oslo and Copenhagen; UTair to Moscow, Air Onix to Kiev and Sun d'Or to Tel Aviv in seasonal flights.
Direct bus services operating in approximately hourly intervals connect the airport with Vienna airport and the city of Vienna.
Be aware that the staff might take some regulations especially seriously. For example, you will not be allowed a small handbag/laptop bag AND hand luggage.
If you are flying by Ryanair and have check-in luggage, do not let the small size of the airport fool you. Arrive at the airport well in advance of your flight, as the queue can get very long.
After leaving the terminal, do not expect any shuttle bus, but a regular public transport.
Simply Use bus No 61 or N61 at night, for a direct connection to the terminus Main Railway Station Hlavna stanica or change at Trnavske myto to get to the city center in order to get to the tram stop, use the underpass and the exit marked Centrum or city center; take any tram in the direction towards center.
You can also wait one more stop and exit at Racianske myto, where trams also travel to the city center and there is no underpass to cross.
City centre is 15-20mins stroll south from Main Railway Station. Bus drivers don't sell tickets in Bratislava so you need to get tickets in advance.
Use the vending machines at the bus stop but note that you will need euro coins as the vending machines don't take notes,there are also two big red ticket machines in the terminal building close to arrivals, which accept banknotes.
You can also buy tickets in the tourist and exchange offices in the terminal, but they have only limited working hours. Be aware that the airport shops and kiosks are not very helpful when it comes to changing bills into coins.
A screen in the arrivals hall displays actual departure times of next public transport buses and buses to Vienna.
There is no direct connection between the airport and the main bus station. Bus 96 goes to Slovinska - about 11 minutes. Get out and take trolleybus 205 to Autobusova stanica (Bus station), which is about 10 stops and 14 minutes from Slovinska.
Taxis are inexpensive, usual price when ordering taxi by phone for whole 9km journey from airport to city centre should be not more than €15-20, if hailed on street expect double prices €20-30, always make sure taxi driver use taxi meter, if he refuses don't get in the taxi.
Avoid unofficial black taxis which will overcharge you. Public transport buses are cheaper, a single ticket to the city centre costs €0.90.
Please validate the ticket in the marking machine immediately after getting into bus; valid for 60 minutes from the moment of validation; transfer to other public transport lines allowed.
Vienna International Airport is located 40 km (25 mi) from Bratislava, near to the town of Schwechat in Austria, after which the airport is named. The airport is the home base of the flag-carrier Austrian and the budget airline Fly Niki.
Most European airlines and a significant number of international airlines have direct connections to Vienna from their respective hubs. A quick summary of transport options:
Blaguss (Bus). 13 buses a day between Vienna Airport and Bratislava city centre. The buses alight at the bus terminal under the New Bridge and continue towards Bratislava Airport. €7.20.
Postbus/Slovak Lines (Bus). Bus run almost every hour between Sudtiroler Platz and Vienna Airport and Bratislava Bus Station, some buses run as far as Bratislava Airport.
Please check the timetable. You are allowed to transport two pieces of baggage per person at €1.00 per piece. The baggage tags can be purchased from ticket window or from the driver. It is possible to buy tickets online or at a driver.
They speak or understand English. The bus tickets include WiFi, a free cup of coffee/tea/capuccino, and an in-seat monitor with a variety of on-demand movie options. Avoid a taxi from the taxi line outside the bus station, or you will be fleeced.
Even if the taxi driver claims to go by the meter, they will later show you a sheet showing a tariff of 20-30 euros for leaving the bus station, even if the distance traveled is a kilometer or two. €7.70, €14.30 return.
Train. Unfortunately, trains from Vienna to Bratislava do not stop at Vienna airport. However, there is a direct connection between both central train stations.
It is possible to take the train (S7 or RSB7) from Vienna Airport to Wolfsthal on the Austrian border 45 minutes, cheapest ticket is 3 VOR-Zone for €5.40 and change to Slovak-operated regional bus 901 that will take you to Bratislava city center (€1.50, €0.75 for under 26 years of age, children under 6 travel free) in just 15 minutes.
The buses leave at 55 minutes past the hour, but be aware that the departures/arrivals of the bus are not always aligned with the trains so you run into risk of up to two hours of waiting in a small village 5 km from the border.
The bus 901 does not stop at the railway station, the bus stop is at the main road at Hauptstraße 40 approximately 300 m away.
Walking to Bratislava from here will take an hour and is not recommended though there is a path near the Danube.
All in all, this is not a preferable way to get to Bratislava, but could be useful if schedules have been checked or if you have a back-up plan to arrange a ride or taxi which can be hard to explain if you don't speak Slovak or German, from Wolfsthal.
Taxi. Cab Fare could be anywhere from 45 Euro to 145 Euro, depending on where you are going to in Bratislava and the Taxi Company you are hiring. It is very reasonable to book transportation in advance from a Private hire, which will lower your costs significantly and improve your comfort, because driver will wait for you directly at the Schwechat arriving hall.
Uber. Uber offer a flat rate of 40 Euro from Bratislava to Vienna airport.
Brno Airport has a very small albeit good selection of destination offerings. Budapest and Prague airports are about a 4-5 hour journey but can mean substantial savings on intercontinental trips, especially to New York City or Beijing.
Most international trains stop at the main train station Bratislava hlavna stanica that has a good connections to buses.
To get to the city center from the central train station, take Bus line 93,exit 2nd stop Hodzovo nam next to the presidential palace or 3rd stop Zochova and go through the underpass by foot into the center or Bus line X13, exit 3rd stop Namestie SNP right by the pedestrian zone.
The other principal station is Bratislava-Petrzalka, situated in a residential district, south of the river Danube. The station serves as a terminus for some of the trains from Vienna.
Bus 80 at Kollarovo namestie departs from outside the station building or use the underground passageway in the station hall then hop on any of the buses that leave from the opposite side of the road.
Buses 91 and 191 at Novy most, 93 and 94 at Hlavna stanica and Vazovova respectively, all go directly to city centre. Do not take a taxi from the taxi line outside the train station, or you will be fleeced.
Even if the taxi driver claims to go by the meter, they will later show you a sheet showing a tariff of 20-30 euros for leaving the train station, even if the distance traveled is a kilometer or two.
Vienna 1h. There are two regional express services leaving from different stations in Bratislava - one from Bratislava Hlavna stanica the Main station via Marchegg and the other from Bratislava Petrzalka station via Kittsee - each operating in hourly intervals, with first daily service leaving at 05:21 and the last train leaving at 22:21.
As of November 2015 trains leave at 21 minutes past the hour and return at 43 minutes past. There is no service either way at 21:00 though. Both services terminate at Wien Hauptbahnhof in Vienna. Tickets are valid for both routes.
A return ticket called EURegio purchased in Vienna costs €16, is valid for four days and also allows use of all public transportation in town on the first day of validity. If only travelling one way, it is possible to buy a ticket for €10.50 from the OBB website for travel via Marchegg.
Prague, EC trains every 2 hours. Online tickets are much cheaper than the tickets purchased at the station, but you should buy them at least 3 days in advance.
It is possible to get on a through sleeper car, attached to train R 719, however the journey only takes 6½ hours meaning you won't get too much sleep.
Berlin 9h, three direct EC trains, another two with change in Prague and through sleeper cars attached to EN Metropol. Online ticket is much cheaper than ticket bought at station, but you should buy it at least 3 days in advance.
Budapest 2¾h, six EC trains a day, departing from Budapest Keleti and Budapest Nyugati station. The train shuttles every 2 hours from both stations. The first train from Bratislava departs at 5:50 and the last direct one at 19:54.
From Budapest, the first one departs at 5:25 and the last direct one at 15:25. Price 17,50€ for a return ticket which is issued whether you plan on returning or not valid for one month.
An alternative route is to take a domestic train from Keleti station to Komarom and walk across the border - bridge over the Danube to Komarno in Slovakia and take a domestic Slovak train from there to Bratislava.
Cost 6,5 plus 4,5 = 11€ considerably less as there is no surcharge for international trains, but only cheaper if you don't plan to return to Budapest. Recommended if you want to get an impression of rural life in both countries.
Warsaw Two daily direct trains, 7h for morning train or 8¾h in through sleeper cars attached to train Chopin. There is a limited offer,SparDay for daytime trains, SparNight for sleepers of discounted tickets to Budapest via Bratislava, they're much more cheaper than normal tickets to Bratislava.
Kiev 31 hours. Direct train (R 801), often delayed. Changing trains is hours faster.
Minsk and Moscow 18/28 hours, Daily sleeper train from Moscow to Sofia.
Coach lines connect Bratislava with all of Slovakia, a high number of Czech cities and a number of EU destinations, including London, Paris and daily buses also depart to Budapest, Prague.
The most frequent international coach connection by far is Vienna though, with three lines running every hour from Vienna's Sudtirolerplatz near Hauptbahnhof via Vienna International Airport.
Blaguss has tickets sold by the driver priced at €9.00, with stops in central Bratislava beneath Novy most bridge and Bratislava Airport.
Slovak Lines has buses that stop at the Coach Terminal and Bratislava Airport, for a cost of €7.70. The tickets can be purchased from the driver or booked online.
RegioJet buses are by far the cheapest and go for as little as €1, but normal price is €4 each way. RegioJet buses start/terminate at Mlynske nivy in Bratislava and at Ernst Happel Stadium in Vienna, with stops at Vienna Airport and Novy most in Bratislava.
Seats can be prebooked online or at ticket windows,one is conveniently located at the Bratislava train station. A trip from/to Vienna takes 1½ hours.
The Central Coach Terminal or Autobusova stanica is at Mlynske nivy, at the eastern border of the city centre. To get to/from the main railway station at Hlavna stanica, take trolleybus No 210.
If you need to get to/from the city centre, take trolleybus No 205 or 202 the terminus is behind the Tesco department store at Kamenne namestie or buses No 50 geting on/off at Safarikovo namestie, close to the banks of the river Danube or 70 getting off at Novy most, the New Bridge.
Since October 2017 the Coach Terminal is being completely overhauled and all bus services relocated to the location on the opposite side of the street. The reconstruction should be finished by the end of 2019 and the Central Coach Terminal will be in the basement of shopping centre.
Regular tourist boat lines operate on the Danube from spring through fall on routes from Vienna. You can find routes and schedules here.
Since 2006 it is possible to get to Vienna using a high speed ferry boat as well, yet the rates are higher compared to other means of transport. A one-way ticket from Vienna to Bratislava by Twin City Liner costs about €25-30 whereas a return train ticket is less than €15.
The Twin City Liner's boats travel at 60 kmph and the journey takes about 1 hour 15 minutes from Vienna to Bratislava and about 1 hour and 30 minutes from Bratislava to Vienna almost as much as the train.
Unlike the train though, which stops at stations distant from the center about 2-3 km, the boat stops are in the very centres of both Vienna Schwedenplatz and Bratislava Novy Most.
Danube river is getting very popular for multi-day tours. Some people do their paddling all the way from Germany to Black Sea (more than 2516 km / 1563 mi), also known as TID. Bratislava is well developed for paddling.
There are several paddling clubs at Karloveske rameno at river km 1872, near Stary most at r.km 1868. Free camping is possible along river shore; good places are around km. 1872 right, 1864-60 left.
Bratislava lies on the border of two other countries and has a relatively good road system. The town can be accessed by motorways i.e. limited access highway from northern Slovakia and Poland, Czech Republic, Hungary as well as Austria.
As a result, you can pass the town without having to leave the motorway at all. Similar as in Austria or Czech Republic it's required to have a sticker vignette on your windshield to drive on motorways.
Stickers can be bought at any regular gas station - it's recommended to stop at the first gas station after crossing the border. Cheapest vignette costs €10 and it is valid for 10 days.
After entering the city, a parking information system is in place to lead you to the next free parking spot. In the center of town you either can use one of the paid underground garages or buy a parking card from vendors in yellow vests and try to find a free spot in the streets.
The former is recommended on weekends as finding a parking place in the one-ways can turn into a real head breaking puzzle. If you do find a spot in the street and it's a weekday between 8AM and 4PM, a parking card may be necessary.
You need them in the center of the city only, parking on the streets is free otherwise. You can purchase parking cards from vendors in yellow vests or in newsstands; they cost €0.80 and are valid for 60 minutes.
It may be a good idea to leave the car at the Aupark parking lot which also serves as a Park and Walk facility for tourists, the indoor parking facilities as well as parts of the outdoor parking lot are closed from 11PM to 10AM, the rest of the parking space is free to use 24/7.
You can leave your car here and walk through the park and across the Danube to the city center, which is a 10 minute stroll, or just use public transportation.
It is not recommended to leave the car in residential areas outside of the city center to avoid paid parking, as foreign cars may attract car thieves. Please make sure that Aupark's parking lots are open only from 10:00AM
Renting a car is also an option, especially if you are visiting destinations outside of Bratislava. All major rental companies have a stall at the airport but most have a city office as well.
Bratislava has nice surroundings for biking and an international bike route leads along Danube river, EuroVelo 6. The route from Austria via Bratislava down to Hungary is well marked but the town itself has not many biking routes and they are mostly ignored by car drivers.
There are milions of ways though to bike in the Carpathian hills and along the rivers Danube and Morava.
Generally, Bratislava is a walking city. The center is very small and cosy and you can easily walk from one side to another in a few minutes. The city center is a pedestrian area, however, be aware of cyclists and occasional cars.
If you need to travel outside of the center, use the trams or trolley buses if you need to get from one point to another quickly. Bratislava has a rather good public transportation system although some of the vehicles are quite old, especially during peak hours older buses can be seen. Buses tend to be the slowest means of transportation.
Stops normally don't need to be requested unless stated otherwise - request stops are marked zastavka na znamenie at the bus stop sign as well as on electronic information displays in most buses/trams.
Bus doors are usually opened by the driver, except for the new buses; tram and trolleybus doors usually have to be opened by yourself by pushing a green or yellow button at the doors.
There are three main tickets you might want to use when traveling by public transport within Bratislava city borders. The short route ticket costs €0.70 and is valid for 15 minutes.
It is a transferable ticket, but keep in mind that the waiting time for the next connection might be long and the ticket can run out, so you will have to stamp another if the line you change to runs late.
While you can use this this ticket as a transferable, it makes sense mostly when you do not need to change lines and travel short trips within the the city centre. The second type of ticket is the half hour ticket, valid 30 minutes.
It costs €0.90, which you can use for any number of travels within the specified time period. The 60 minutes ticket costs €1.20 and is valid within Bratislava zones 100 and 101 as well as one outside zone.
When traveling in the city, only the travel time of a single ticket is taken into account, not the list of zones. If you are staying for a holiday, consider buying one from a choice of longer term tickets valid for 24, 72 and 168 hours (1, 3 and 7 days) for €3.50, €8.00, and €11.40 respectively.
For traveling just outside Bratislava, you will need a ticket with more zones, depending on your destination.
You must validate your ticket in the validation machines on the bus/tram immediately after boarding via any door.
When it comes to proving that you have not exceeded the time stated on your ticket e.g. 15 minutes on a 15-minute ticket, official schedule times are decisive,not actual travel times do not give in to unfriendly ticket inspectors claiming the contrary.
You can find out the scheduled travel times in the left-most column of the schedules, left of the stop name or via the internet.
Bus, tram and trolleybus drivers in Bratislava do not sell tickets, therefore you need to obtain a ticket prior to entering a bus or a tram. There are ticket vending machines at most stops in the town.
Most vending machines only take coins, but some do take credit cards. There is a ticket vending machine inside the Central Railway Station that takes credit card so it's easy to buy long-term tickets when you first arrive in town.
SMS tickets are also available, but only if you send a text message from a cell phone with a Slovak SIM card, which rules out all short-term foreign tourists.
If you purchased a return ticket in Vienna, it also serves as a pass for all public transportation and does not need to be validated.
Besides vending machines, tickets are also sold in many newsstands and very conveniently for travelers arriving by train, late in the evening or at weekends in railway stations at the ticket counters,ticket counter 16 at the main railway station.
You can also purchase tickets for public transport in every tourist information bureau. Try asking for the Bratislava City Card which combines a 1 to 3-day ticket with various discounts and is available at information bureaus.
There are 3 main interchange points in the close city center where you can get a bus or tram to nearly anywhere else:
Hodzovo namestie (Presidential palace) for northwest- and east-bound bus connections to Petrzalka, Dubravka, Lamac, Devinska Nova Ves.
Postova pedestrian area at Obchodna street for trams Ruzinov, Raca, Nove Mesto, Zlate Piesky, Karlova Ves, Dubravka.
Most SNP close to St. Martin's Cathedral and the Danube banks for trams and for south- and west-bound buses Petrzalka, Karlova Ves, Dubravka, Podunajske Biskupice.
Main tram, bus and trolley lines operate from 4:30AM until approximately 11:30PM. If you need to travel by bus at night, go to the main railway station which is the main night line interchange point or use the bus stops at Presidential palace, Hodzovo namestie.
All night lines have common departure times from the main railway station at 11:30PM and then every 60 minutes for every line and outbound direction until 3:30AM. Some lines have an extra outbound departure at midnight.
When traveling by night lines, please remember that every stop needs to be requested. Also note that especially around midnight on Fridays and Saturdays, the buses tend to be very crowded on some lines as young people return from clubs.
You can get all relevant information about public transportation in Bratislava including schedules, maps and an online route planner. Although this is not the site of the transportation company, it always contains official and up-to-date data.
If necessary, it is also possible to walk to Petrzalka station from the city some 25 minutes. The path is clearly marked now but note that Petrzalka is just a little more than the biggest block flats housing estate in Central Europe.
Head for the bridge with the UFO-like looking tower atop it,Most SNP. Once you reach the bridge, you will notice that there is a walkway running along the underside of it, for pedestrians.
Once on the other side of the Danube river, follow the right hand-side of the bridge with a walkway made of red paving. This will lead you to the station.
Alternatively, you can walk through Bratislava's equivalent of the Central Park called Sad Janka Kraľa and visit the Aupark Shopping Mall at the park. Once exiting Aupark on the other side, turn right and follow the street to get to the pavement mentioned above.
The route is very safe during the day, but for typically western-looking tourists, it might be dangerous at night,although not more than in any other European panelak housing estate. Take a guide, if needed.
If you want to walk from the station to the city, turn right outside of the station building and follow the path described above in reverse direction.
Inspections occur on a regular basis, especially on busy lines frequented by tourists lines to/from the airport, Central Railway Station and Bus Terminal are among the most inspected.
An inspection can range from a brief encounter to a stressful nightmare, since ticket inspectors are paid based on the amount of collected fines and are therefore incentivized to collect as much as possible, tourists being their favorite target.
Make sure to have a valid and validated ticket at all times - for instance, most foreign students cannot use a discounted ticket unless they're a student in Slovakia. Because of past incidents, all inspections are audio recorded by body-worn devices.
Inspectors are always plain-clothed without uniforms and usually come in three - two are authorized transport inspectors and one is a security guard.
A ticket inspector may:
- demand a ticket while on or in the immediate vicinity of a public transportation vehicle,only if you have just gotten off.
- demand proof of identity if you cannot produce a valid ticket
- record your personal details
- issue a fine for 50 euros if paid to the inspector/within 10 days; this becomes 70 euros after 10 days
- call the Police if you refuse to produce proof of identity,the Police have the right to check your ID, refusing to produce ID will lead to detention until your identity is established.
A ticket inspector Cannot:
- physically restrain you or detain you in any manner
- hold on to your ID for longer than is necessary to record your personal details
- force you to pay on the spot through threats or intimidation,although paying on the spot is perfectly legitimate, so long you agree to it.
- lower the fine
- raise the fine but it is raised automatically after 10 days.
- issue a fine and/or accept payment without filling out a ticket and providing you with a copy
- ask the Police for your personal details on the spot - only their lawyers can through formal channels
A ticket inspector must:
- remain respectful at all times
- on demand, produce a photo ID identifying them as a ticket inspector,always demand to see photo ID to prevent scams.
- add any delay of the vehicle to your ticket expiration time ie. if you're on a bus with a 15 minute ticket and the ride should only take 10 minutes according to the official schedule, but instead it takes 20 min. due to traffic, you cannot get a fine.
- allow you to leave once you have either paid or produced proof of ID and your details were recorded
Under Slovak law, the fine is a private civil debt and remains a civil debt to the transit company until paid. You Cannot be prosecuted for riding without a ticket or for refusing to pay the fine in Slovakia. If, at any time during a ticket inspection, you feel threatened or harassed, call the Police on 112.
Do not take a taxi from the taxi line outside the bus or train station or any taxi from the street for that matter, or you will be fleeced.
Even if the taxi driver claims to go by the meter, they will later show you a sheet showing a tariff of 20-30 euros for leaving the station, even if the distance traveled is a kilometer or two. A good price per kilometer is around 0.80 to 1 euro, a great price is about 0.50 euro.
Locals will always call a taxi service and order the cab for pick up,believe it or not, that's the cheapest way to get a cab. You can Google a taxi service in Bratislava,known ones are: FunTaxi, HappyTaxi, Trend, etc.
It's very likely the dispatcher won't speak English, in this case you can use local apps such as HopIN, Liftago both available on Google Play and iTunes or Uber and order it without much fuss. If all else fails, ask a local to call you a cab.
St. Martin's Cathedral Dom sv. Martina – the largest and one of the oldest churches in Bratislava, situated below Bratislava Castle. The Gothic cathedral, formerly the coronation-church of several Hungarian kings, begun in 1204, and reconsecrated in 1445, was restored in 1861-80.
The tower is surmounted by a pyramid bearing a gilded Hungarian royal crown. Monday – Saturday 9:00 – 11:30 & 13:00 – 17:00, Sunday 13:30 – 16:00.
Bratislava Castle Bratislavsky hrad – the castle itself is already opened after reconstruction and hosts the expositions.
The SNP Bridge (Most SNP; previously called Novy most – The New Bridge – a bridge over the Danube river, with its flying saucer-shaped structure housing a restaurant called UFO.
There is an observation deck on its roof, open from 10:00 – 23:00 daily, offering great views of the old town, as well as the apartment blocks in Petrzalka. Entrance costs €6.50, but is free of charge if you eat in the restaurant.
Slavin monument – on the top of the hill behind the castle, overlooking the entire city. This is a monument in memory of Soviet casualties in the liberation battle of Bratislava in World War II.
It is the highest place in the city, and thus the best place for viewing the city. Slavin actually is a cemetery and thus rather quiet. On warm nights it's a very romantic place, allowing you to sit in the shadows of the monument and look at the traffic below.
To get there, take trolleybus no. 203 from Hodzovo namestie in front of the Presidential Palace in the direction Budkova and get off in 9 minutes at the last stop, then walk 500 m along Stara vinarska and then Pazickeho streets. Slavin is near an embassy district.
Devín Castle hrad Devin – ruins of the large castle next to the confluence of the Danube river with the Morava river. It is about 20 minutes from the SNP Bridge with bus no. 28 or 29. The place is nice for walks, and there are many monuments and statues.
There are ruins from the past Church and estate, and the upper Castle is open now too. A few small caves provide exhibits showing medieval objects from the castle site. €5.
Red Stone Castle Cerveny Kamen Castle)- a must-see palace on the way to the Small Carpathian Wine tour.
Eurovea – the shopping centre situated just next to the Danube river. There is a promenade close to the river where people like to relax in the grass. Next to the Eurovea there is a new building of the Slovak National Theatre or nova budova Slovenskeho narodneho divadla as well as The Warehouse no. 7 – an example of the industrial architecture in Bratislava.
St. Clare's Church or Kostol klarisiek – a Gothic church on Klariska street, in the historical center; currently used as a concert hall.
Church of the Annunciation Kostol Zvestovania / Frantiskani / Frantiskansky kostol.
Church of the Holy Savior Kostol Najsvatejsieho Spasiteľa.
Maximilian's Fountain Maximilianova fontana, also now as Rolandova fontana – Roland's Fountain – built by stone cutter Andreas Luttringer and commissioned by Hungarian king Maximilian in 1527, this was the first fountain in Bratislava.
Primate's Palace Primacialny palac – currently the seat of the Mayor of Bratislava.
Old Town Hall Stara radnica – next to Primate's Palace, on Primacialne Square 3.
Grassalkovich Palace and gardens Grassalkovicov palac or the Presidential Palace or Prezidentsky palac – a Rococo/late Baroque summer palace with a French garden, used as a seat of the President of Slovakia.
In one of the garden's alleys you will see a row of trees planted by famous people such as Juan Carlos I (King of Spain). In front of the Palace you will see the Slovak National Guard.
The Church of St. Elisabeth Kostol svatej Alzbety, nicknamed The Blue Church or Modry kostolik – a beautiful art nouveau church finished in 1913, a must see. Located on Bezručova street.
Grosslingova High School Gymnazium Grosslingova – the art nouveau high school just next to The Blue Church.
Mirbach Palace Mirbachov palac.
Palffy Palace Palffyho palac.
Academia Istropolitana – the oldest historic University in the area, which is now occupied by the state of Slovakia, from the 13th century.
The historic building of the Slovak National Theatre or Slovenske narodne divadlo – the theatre was built in 1886 and is on Hviezdoslavovo square
Michael's Gate,with Tower Michalska brana – 51 m tall tower above the gate with its green copper roof is one of the best known and the oldest buildings in Bratislava. It was built in the 14th century as one of the four gates to the city.
Laurin's Gate - Laurinska brana.
Pharmacological Museum - Farmaceuticke muzeum.
Slovak National Gallery - SNG.
Bratislava City Gallery - GMB.
Milan Dobes Museum – a small museum featuring modernist Op-art. It lies in the city center and is recommended to all interested in the development of modern art.
Main Indoor Market - Trznica at Trnavske myto – one of the few examples of Slovak high-tech architecture. One can buy high-quality fruit and vegetable inside.
Slovak National Museum - SNM, infront of the museum there is a statue of the first president od Czechoslovakia, Tomas Garrigue Masaryk.
Bratislava City Museum
Chatam Sofer Mausoleum - and the Jewish Cemetery – one of the world's most sacred places for the Jewish community. However you must prearrange a visit with the caretaker and a tour-guide.
Jewish Community Museum and the only Sinagogue in Bratislava – situated in the Heydukova Street.
The Slovak Radio Building - Slovensky rozhlas - Its main building is a peculiar 60 meter high reversed pyramid from the communist era and a landmark in sharp contrast with the building of the Slovak National Bank just across the street.
Bratislava has one of the smallest historical centers around but the charm is more concentrated. The streets have been completely renovated over the last ten years, bringing life back here.
Since then a multitude of cafes, bars and restaurants of all kinds have opened here, accompanied by a few souvenir shops and fashion stores. On warm days almost every cafe has an outdoor seating section in the street, bustling with life and giving the city a unique cozy feeling.
When it comes to sightseeing, Bratislava Castle generally is a must and is already opened after the reconstruction. You can visit also Slavin memorial for some really astounding views of the city.
It's a calm and romantic spot but beware, it can get really windy up there. The City Museum located in the Old Town Hall offers visitors climbing up the steep stairwells of the clock tower or seeing the town's historical dungeons, an exhibition that was quite outdated but still scary in 2008.
In summer, you can also visit Bratislava Zoo, providing a nice walk between the animal enclosures, the latest addition being some rare white tigers. The facilities of the zoo are slowly being renovated to attract more visitors and the zoo is a favourite for families on sunny days.
A DinoPark has been constructed near the last part of the zoo where you can look at interesting prehistoric facts and large models of dinosaurs.
You can also go to the Botanical Gardens of Comenius University Botanicka 3, take trams No 1, 4, 5, 9 or 12 to stop Botanicka zahrada for quiet and peaceful strolls in this green space.
For a relaxed afternoon in the park, head either to Sad Janka Kraľa park, on the right bank of the river Danube and next to Aupark shopping centre, the oldest public park in central Europe.
Relax at the embankments on both sides of the river or head to Horský park (Forest Park) north off Slavin memorial for a civilized stroll through the forest.
There's a small cafe here as well as a pub, the latter mostly populated by students from the nearby campus. For a more outdoorsy experience, hop on bus No 203/213 to Koliba and walk up to Kamzik,takes about 30 minutes uphill.
If you are there, definitely visit the last buffet on the left Bufet Kamzik for some old school buffet meals and Kamzicek - mulled wine with some spirits to warm you up or try the newly renovated facilities of Partizanska luka and Snezienka, all with extensive picknicking areas and loads of fireplaces for grilling.
The area is several kilometers long and you can either walk here from the terminal station of bus No 212 Vojenska nemocnica or take a bus to Patronka and use bus No 43 driving up the area and back every 15-30 minutes depending on time of day/year as well as weather.
Only cars with a permit can enter the area but there is a parking lot at the entrance, close to a bus stop. However during weekdays the parking is often full quite often - nearest parking is Tesco HM Lamac,approx 700m from there.
Snezienka's grass fields and the top of Kamzik hill are connected with a chairlift, operating Thursdays through Sundays and on holidays, the price for one ride being approx. €3.
In December, be sure to indulge in the scents and flavours of the traditional Christmas Market in front of Old Town Hall and on the Hlavne namestie (main square).
The market compared to the ones in Prague and Vienna is smaller, but has a much friendlier, almost family-like atmosphere and feels much more traditional and less overtly commercialized than others in the region. The people of Bratislava love to meet here for a drink and a bite to eat; try the varene vino or mulled wine.
Authentic Slovakia tours. If you are looking for unconventional way to see the city, try vintage Skoda car tours organized by Authentic Slovakia. Tour takes you to off the beaten track places out of the Old Town,includes nice views from the hills, socialist architecture, good local knowledge and stories.
Bratislava Free Tour. Popular & lively Free walking tour covering the city's sights, culture & history. Every day at 11am & 3pm.
Speedboats. Kupeľna 6. Enjoy the beautiful view of Bratislava and the unique nature surrounding the river Danube right from the deck of a speedboat.
Bratislava is the home of the world famous Slovak Philharmonic Orchestra so if you love classical music, you should consider attending one of the concerts in the historic Reduta building. For more cultural indulgence, the Slovak National Theatre offers a wide selection on ballet, opera and theatre performances.
Although most of the activities have been moved to a city-district-in-the-making on the banks of the Danube, some performances are still being held in the historical theatre building, which gives them a unique feeling but a higher price tag as well.
The old theatre building is right in the middle of the city at Hviezdoslavovo namestie. The new theatre is accessible by bus No 88 from the Coach Terminal at Mlynske nivy, get off at Landererova or by buses No 50, 70 and 78 stop is called Wustenrot.
None of these stop directly at the theatre though, so you should count on a 5-10 minute walk from the bus stop to the theatre. You cannot miss the building as it is of unmistakably communist megalomaniac design covered in white marble.
The entrance is facing the Danube so you need to walk around the building to get in. Note that the riverside is currently being developed and the whole area is one big - although very clean, hats off - construction site and will remain that way at least until end of 2009.
For museum-goers, Bratislava is the place to go, with some bigger and loads of small museums around town (see a listing here . The most recommended ones are:
Natural Science Museum, Vajanskeho nabrezie 2 - echoing the communist era, the natural science exhibitions have an interesting collection of artifacts and is slowly being transformed into a modern era exhibition.
National Museum at the foot of Castle Hill, Zizkova 14 - a unique exhibition on ancient Egypt was held here until end of August 2008, together with permanent archeological collections and more.
Bratislava Castle, and the Museum of City History in the Old Town Hall, including the museums of history and music as well as the city dungeon and the exhibition on medieval justice.
Gerulata, Gerulatska ul. - this is an ancient Roman military camp with archeological findings on display. If you're into all things Roman, you should also consider a visit to the nearby Carnuntum which has a large archeological site and is only a few minutes by car from Bratislava.
Museum of Transport, Sancova 1/a - with a display of historical vehicles, situated in the first railway station in the city, very close to the current Main Railway Station, surprisingly interesting if you are interested in the topic.
Museum of Trade, Linzbothova 16 - this museum has some remarking pieces of historic advertising plates and other artifacts.
Jewish Community Museum, Heydukova 11-13 - rare Jewish ritual tools, gold-embroidered mantles protecting the holy biblical scrolls, unique photographs of students who had attended the famed Bratislava rabbi school that reveal even to this day the atrocities of the Holocaust.
It is situated in the Heydukova Street Synagogue, which is the only synagogue in Bratislava. Constructed in 1923-1926, it is a Cubist building designed by the Bratislava-based Jewish architect Artur Szalatnai-Slatinsky and is listed as a national cultural monument.
Orthodox in orientation, the synagogue still serves as an active Jewish house of worship. The Jewish Community Museum with a permanent exhibition - The Jews of Bratislava and Their Heritage is installed upstairs and during the summer season is open to the public up till September, every Friday 1 till 4pm and every Sunday 10 am till 1pm.
Museum of Czechoslovak fortification system. One of the most sophisticated fortification system ever built that used to defend sovereignty of prewar Czechoslovakia. You can get to know every day routine of Border Guards on the Iron Curtain boundaries during the Communist era. A ride in a historical cars along fortification system is possible.
For a taste of visual arts, pay a visit to the National Gallery at the embankment between Starý most and Novy most with permanent collections of Slovak and European medieval art pieces, although the temporary exhibitions tend to be far more interesting.
Bratislava City Gallery is also a good pick to see displays of historical fine arts, paintings and sculptures along with interesting temporary exhibitions. If you like modern art better, pay a visit to the Danubiana Art Museum on the southern edge of Bratislava.
A bus service #90 has recently been set up which runs from the Slovakian National theatre and terminates at the art museum however the times are infrequent so it is best advised to check the timetable first. There is currently no machine or vendor to purchase a bus ticket for the return journey so buy an extra on your way to the museum.
Every year in the weekend around 24 April Bratislava celebrates a festival called Bratislava for All, giving locals and visitors alike the possibility to visit most of the facilities governed by the city for free or a reduced fee, this including most of the museums and galleries.
In May, the city's museums and galleries keep their gates open to visitors until late at night, this being called the Night of Museums and Galleries.
If sports are your thing, know that ice hockey is the national sport of Slovakia. The local hockey team, HC Slovan Bratislava. HC Slovan has been playing since 2012 in the Kontinental Hockey League (KHL). Matches are played frequently throughout each year beginning in September and concluding in the spring of the following year.
Home games are played at Slovnaft Arena also known as Ondrej Nepela Arena or Orange Arena, Odbojarov 9. Many Slovaks are passionate about both watching and playing ice hockey. The stadium can be reached easily by public transport.
Many other sports are also played in Slovakia such as football, volleyball, or tennis. Football is the second most favorite sport in Slovakia. Many players play in international teams all over the world such as Marek Hamsík in SSC Napoli.
The most beloved football team is Slovan Bratislava. Since Peter Sagan took part in the world famous Tour de France, cycyling has become another favorite sport for the Slovaks that they like to watch and support.
Slovaks also like to engage in some more adventurous sports activity such as bungee jumping from the Lafranconi bridge or target shooting in Bratislava and in it's vicinity.
Over the last two decades, many foreigners have been moving to Bratislava to study and work at the many international companies that created new jobs.
After work, many expatriates and their Slovak friends hang out at casual events where everybody speaks English and enjoys the evening together.
For travelers to Bratislava, joining these usually free events is an excellent and fun opportunity to meet local people and learn from them about what one should see or do in Bratislava next day.
A few recommendations are:
Bratislava Language Exchange Meeting, where people from different countries get together at tables and teach each other a foreign language.
Toastmasters Club Bratislava, a speech club where people practice their public speaking skills.
Bratislava Expat Meetup and Internations Meetings for the more business-oriented crowd that seeks to expand their network while having a glass of Martini in a stylish sky bar.
International Students Parties, where the foreign exchange students dance the night away and knock out their brains.
Upcoming events can be found in this calendar of international events.
There are multiple universities that have courses and classes for foreigners, too. You can also study Slovak language for foreigners at one of the universities or at private school.
Slovakia is a member of the European Union, therefore, any citizen of a European Union, European Economic Area country or Switzerland can work and live there without restrictions.
Tourists seeking duty-free goods should be warned to make their purchases before returning to the airport as duty-free goods available in the departure lounge are roughly double the cost of identical goods purchased in local supermarkets.
Shop in the large and expanding shopping centers:
Aupark - located on the Petržalka side of Danube, posibility to relax in Sad Janka Kráľa - a green strip just behind the shopping mall. You can either walk here from the city along Novy most or Stary most or use public transport - buses 50,83,84,91,93,191
Polus City Center - located in the NE part of the city buses 50,51,98, trams 2,4
Avion Shopping Park - located near the airport and a motorway ,buses 61,63,65,96
Shopping Palace Zlate Piesky - near the Zlate piesky lake in the NE part of the city buses 53,56,65, tram 4.
Eurovea - walking distance from the city, right next to the river Danube with quite nice promenade along the river
Central - located in the city borough Nové Mesto, near the transport junction Trnavské Mýto trams 2,4,8,9, buses 31,39,51,53,61,63,68,74,78, trolleybuses 201,204,209
Bory Mall - in the western part of the city between the city boroughs Lamač and Devínska Nová Ves buses 21,25,92)
Drink and eat in one of the many restaurants in Old Town, or take a short walk from city centre to Danube promenade, where you can also choose from various restaurants in Riverpark or Eurovea.
As everywhere else in the world, Typical local restaurants located near the tourist spots and in the busiest streets downtown are aimed at overpricing tourist for mediocre at the best food - use common sense to distinguish tourist trap from a normal eatery.
There are more places in Bratislava, opened in recent years, that aim for fresh and quality gastronomy with touch of traditional, but also modern cuisine. Prices are very reasonable compared to other popular tourist locations in Europe.
Massimo Ristorante, Dvorakovo nabrezie 4, 811 02 Bratislava River park promenade. 9.am - 11.pm. Provides very nice atmosphere and surrounding thanks to its location in Riverpark- right on the bank of river Danube.
Restaurant has opened outside terrace operating whole year. Opened kitchen gives you feeling of cleanliness and transparency.
This is surely one of few no problem restaurants in Bratislava- if you desire for something not listed in menu, they will do their best to fulfill your wish anyway.
Sky bar & restaurant, Hviezdoslavovo namestie 7, 811 02 Bratislava city centre, 11.am - 02.am. In case you prefer to have a picturesque panoramic view of the historic city center you would like Sky bar & restaurant on the roof of one of the Old Town houses located on Hviezdoslavove square, very near to historic Opera House and St. Martin's Cathedral.
View from the roof terrace is very nice also for taking photos. It operates as a mediterranean restaurant and in the evening and night also as a bar with wide selection of e.g. vodkas (70 types) and long drinks. For table in night reservation is needed.
AlFaro, Pribinova 8/A, Bratislava Eurovea promenade. You can enjoy Danube embankment and promenade or even little shopping in Eurovea after lunch. This restaurant is typically full of residents and regular customers, which is a reliable marker for good not tourist thievery oriented place.
In summer season (approx. may-september) you can enjoy lunch or house made lemonade and nice selection of wines on the pontoon terrace right over the water- unique and pleasant experience especially in hot months.
Lemon Tree, Hviezdoslavovo namestie 7, 811 02 Bratislava city centre. This restaurant is also located in the city centre and has nice and cosy atmosphere.
It presents thai cuisine awarded by Thai Select for reasonable price and offers fit dishes and tasting menus.
They organize musical evenings with live music jazz, soul, you can start your night out here with dinner and later decide whether you'd stay, or move to one of many bars and discos in downtown area. Downstairs from the restaurant is a Rum club, where you can enjoy rums from all over the world and cigars.
Fou Zoo, Sevccenkova 34, 850 00 Bratislava,5 minutes from city centre by taxi. 12.am-11.pm. If you are used to Michelin like restaurants this one is probably the closest. It is not directly in the city centre, so preferably take a taxi, which should be about 4euro. They offer asian cuisine with many modern and uncommon recipes and also a variety of house made products.
The place gives you feeling of tranquility and purity, food looks and tastes fantastic and staff is very polite and helpful.
Pizza Mizza, Tobrucka 5, 81102, Bratislava city center. Try the biggest pizza in town (you can order a pizza up to 50cm in diameter.
Carnevalle, Hviezdoslavovo nam. 20, 81102, Bratislava. For all gourmets and high-quality cuisine lovers. Menu is built maily abour various types of meat.
Zylinder cafe & restaurant, Hviezdoslavovo square 19 is restaurant which offers typical regional specialities inspired by the times when Bratislava was a part od Austro-Hungarian Empire. You can try typical foods from this region but with standards of modern culinary art.
Regalburger, Palackeho 4, 81102, Bratislava city center. 11.am - 10pm. Probably one of the best burger restaurants in town, all burgers are freshly made with a lot of passion.
Originally the owner wanted to give his friends a proper alternative to all the well-known fastfood restaurants, but nowadays it is popular by all burger lovers in Bratislava, they only serve burgers, classic burger starts from 6€, english speaking staff.
They opened a second shop in foodcourt in Eurovea shopping mall not on the promenade but inside in food court.
Prasna basta, Zamocnicka 11. The best old Pressburger restaurant in town. Just few steps from Michalska street,turn left directly after Michalska tower. Really authentic frequented by locals. With hidden inner garden.
Luckily it is no longer that hard to find Slovak restaurant among all the Italian, Chinese, Mexican, Indian and other eateries as it was few years ago. Bryndzove halusky,small, spaetzle-like dumplings with sheep's cheese called bryndza and topped with pieces of meat is the national dish of Slovakia and recommended to try.
Potent garlic soup but perhaps not on a date and Slovak white wine due to its cooler climate, Slovakia's reds pale in comparison with some of Europe's other offerings, schnitzels, goulashes and other typically Central European foods.
Fresh vegetables are more common here thanks to the large amount of land given over to agriculture. If you are looking for a real Slovak meal, head either to:
Slovak Pub, Obchodna 62. A slightly plebeian but very vivid restaurant offering many traditional dishes. The place is furbished with loads of authentic interiers taken from all over the country.
Frequented by local students. Since its first appearance in an official tourist guide the quality deteriorates slowly. Or try one of the local breweries which usually offer some traditional dishes.
Mestiansky Pivovar, Drevena 8. Microbrewery featuring a nice bitter lager. Out of traditional Slovak dishes try bryndzove halusky, bryndzové pirohy, sulance s makom, or a duck served with loksa a potato-dough pancake.
Starosloviensky Pivovar, Vysoka 15. Another microbrewery featuring, among other beers, also their own lighter lager. They serve also many traditional slovak dishes. The place offers Demikát - a rarely seen traditional soup made of Bryndza.
Mamut Pub, Cintorinska 32, 811 08 Bratislava,from city center take any bus/tram to either Marianska, Mlynske nivy or Kollárovo nam and the Pub is just a short walk away.
Additionally you can also take the trolley bus number 206 or 208 to Spitalska, which is the nearest bus station. Not necessarily a traditional slovak restaurant rather a pub.
Nevertheless it offers traditional slovak food in the daily menu, which is mostly cheaper than in restaurants located in the old town. Moreover you can get slovak beer and draft kofola. Frequently visited by locals, mostly because of the good price.
Of course, junk food can be found in Bratislava, too. Try Bratislava's special form of junk food - a richman which is a big bread roll filled with cabbage and cheese and/or meat with mayonnaise.
Richman stands can be found on Kamenne namestie, in front of the Tesco building, and in Safarikovo square. You can also try a sub sandwich from one of the many cafeterias in the city, a good one is found in Safarikovo namestie.
Another excellent cafeteria is on Zelena Ulica between Ventúrska Ulica and Hlavne namestie. A big sandwich, a bageta from the French baguette with cheese, ham and eggs would cost you about €1.50. McDonalds and Subways are also present.
Another specialty in Bratislava but also available in other regions of Slovakia is treska. It is a cold salad made of Codfish with mayonnaise. There are vegetables like onions and carrots in the salad too.
It has a very distinct taste, somewhere between sour and bitter - you should try it! You can buy it fresh in most Lahodky shops, which means something like delicacies, but generally stands for old-fashioned fast food shops - they sell salads, soups, etc instead of hamburgers or French fries.
Treska tastes very good with rolls. If you like the taste of Treska, you can also buy it packed to take home.
If you're low on cash and want to self-cater, there's a huge Tesco supermarket on Kamenne namestie at the junction of sturova and Spitalska directly in the city.
You could easily have lunch consisting of a couple of bread rolls, ham, cheese, fruit and maybe a cake or two, for three or four Euros.
New American-type shopping malls with big cinemas and of course food courts within reach of the center are Eurovea - right on the river bank, with nice surroundings,just 3minutes walk from centre- from Safarikove names tie and Aupark on the opposite bank of the Danube next to Sad Janka Kraľa park, some 10 minutes from St. Martins's Cathedral and Polus City Center on Vajnorska Street to the north of the city, some 10-15 minutes from the city by tram.
Another option to have a cheap meal (4 to 5 Euros) is to go into one of many restaurants in Bratislava that serve daily menus (Mon-Fri usually 11:30 to 14:00).
For a fixed price you will get a soup and a main meal usually you get to choose the meal out of 3 to 5 options, drinks are rarely included. It is hard to recommend a good one - just go where you see most locals having their lunches and you'll have a chance to get a good lunch too.
If you feel like something healthy there are several places serving fresh made salads in the centre as well as near office building - quite busy during lunch. However be prepared that the salad will cost you more than a full meal.
You can get a nice view and can meet some local celebrities at the übercool and very expensive UFO restaurant and disco on top of Novy most bridge.
In December, don't miss the Christmas market in front of the Old Town Hall. The traditional foods of the Christmas market are roasted pork or chicken sandwich burgers or ciganska pecienka with mustard and onions, potato pancakes or loksa with various fillings ranging traditionally from plain ones with goose fat, with garlic or goose liver to poppy seed, nut or chocolate.
Bread with pork fat and onions is also popular. Also there are a few stands which offer specialities from other european countries. You can wash down the food with a cup of red or white mulled wine or a small cup of honey wine, also tea with or without rum is available, as well as grog or other hot mixed drinks like the Cerveny medved or red bear.
Try Kofola, a Slovak & Czech soft drink with a similar colour to Coca Cola, but lower in sugar and caffeine (and carbonation). Some places serve draft Kofola which indeed is draft from a barrel in a way similar to beer until recently it was actually co-produced by a Bratislava brewery.
Some Slovaks say draft Kofola is even better than the bottled version and that it is best enjoyed outside in the sun, for example after a hike or a bike or rollerblade ride.
Kofola is a popular alternative to beer if you want to hang out but don't want to drink alcohol. Vinea is another genuine Slovak soft drink made from grapes, offered in white (green grapes), red and rose varieties or red grapes. A rather sweet and maybe not-so-tasty soft version without carbon dioxide is also available.
There are quite a few Slovak beer brands, e.g. Zlaty Bazant, Saris, Smadny Mních and Topvar. Stein beer is a local Bratislava variety which until very recently was brewed practically in the city centre.
There are five micro-breweries offering beer in Bratislava: Meštiansky Pivovar, Richtár Jakub, Patrónsky Pivovar, Starosloviensky Pivovar, and Zámocký Pivovar.
If spirits are more your thing, perhaps you will enjoy Slivovica, a fruit-plums brandy of high quality that is associated with Slovakia.
The best pubs offering Slovak beers can be found in the Old Town: Kristian in Michalska street, Bar Parada in Hviezdoslavovo square, or AeroPressoDepresso in Venturska street. All of them are quite cheap about €1 per half-liter glass of beer.
Beer Palace, Gorkeho 5. Great beer, very tasty food and fun.
Bakchus Vinaren, Hlboka 5. A must place for every Bratislava visitor. The best local and indian dishes in town, purely Slovak wines and historical setting of a traditional wine cellar.
BeAbout, Presernova 4,Vajanskeho nabrezie 10, near Safarikovo namestie. Su-Th 10AM-midnight, F Sa 10AM-5AM. Music club near the riverside popular with younger crowd. Good selection of beers including Belgian specialty beers.
GMT Bar. Very nice cocktail menu with waitress service if you can find a table. Ensure you wear a shirt at the weekends!
UFO. If you want to go for extraordinary, visit UFO. It looks like real U.F.O. and it is mounted high above the Most SNP bridge, and you have to use a lift to go there. There is a good restaurant and lounge bar and observation deck. The view is incomparable.
Le Senk, Zamocke schody 2. Pub offering 8 different craft beers - offer is changed regularly every few days. Most other alcoholic drinks are available, as well as food (but keep in mind that kitchen is closed on Sunday).
Le Senk gets overcrowded on some days and they don't serve people without table - so it's advisable to make a reservation.
Larger clubs in Bratislava include Loft, KC Dunaj, Duplex and SubClub, the latter a former nuclear bunker located under Bratislava Castle. There are many smaller bars with dancefloors closer to the centre, such as Radost on Obchodna Street, next to the Slovak Pub.
Although some cafes are considered gay inclusive, there are several bars, clubs and saunas dedicated to the gay and lesbian crowd in Bratislava, all of them in the city center, close to the Presidential Palace:
Apollon Gay Club on Panenska 18,the entrance is in the dooryard of a townhouse.
Queer Slovakia, dynamic address. the group organises various events for LGBTI people in Slovakia. The program of each event varies – from commercial music to DJ mix sets selection, electro, cafés & beer meetings.
Accommodation prices usually do not include city tax. Students up to age 26 and youths up to 18 do not need to pay city tax.
Patio Hostel, Spitalska 35. Very popular, located in the center, close to the train & bus stations, easily reachable from the airport. Dorms and privates, free Internet, parking lot, laundry. From €11 plus tax in low season.
Downtown Backpackers Hostel, Panenska 31. Dorms from €12 per night per person, double rooms from €21.90 per night per person (plus tax). 18 minutes walk from the central station.
Hostel Blues, Spitalska 2, central location and dorm beds from €12.90 (plus tax).
Hotel Junior, Drieňova 14. Double rooms from €64 per room per night.
Hotel Turist Bratislava, Ondavska 5. Double rooms at €40, triple rooms at €45, near Ice rink (Zimny Stadion), 10 minutes by bus to city center.
Hostel Juraj, Karpatska 28. A small cozy hostel located really close to train station and less than a 15 minute walk from the city center.
Juraj, the owner, is a friendly man who speaks amazing English and will pick you up from the train station, offer to do your laundry, and provide a great atmosphere. Bed €16,5 in private room (included tax), dorm bed €12,5; €10 for students.
Hostel Possonium, Sancova 20. Stylish hostel in the centre. Only 3 minutes by walk from main railway station. Free breakfast, wifi, internet, free laundry, cozy bar, great chill out in garden. Dorm bed from €17, double from €48.
Hostel Red Star, Botanicka 25, +421 905 120 514, Seasonal. Dorm bed from €14.
Hostel Remy, Stara Vajnorska cesta 37/a,A small, however fully air-conditioned hotel with friendly staff, surrounded by nice garden with little lagoon where you can sit and rest.
Hotel Arcus,nice family hotel, big rooms and bathrooms, fresh cooked breakfast, 10 min walk from the old town. Moskovska 5, Rooms from €54/night/include breakfast.
Hotel Echo, Presovska
Hotel Holiday Inn
Hotel Ibis, Zamocka 38. Double rooms from €48, recently built hotel in central location, just a short walk from the Old town.
Hotel Mercure, Zabotova 2. Double rooms from €55, recently built mid-scale business hotel near the main railway station.
Venturska Residence, Venturska 3 The newly refurbished holiday apartments located in the very heart of the Old Town. From €68/night.
Aston Business Hotel.
Apartments Bratislava Fully equipped modern apartments for short term stay. Efficient alternative of hotel accommodation in Bratislava Old Town. Price from €49/night/apartment.
Abba Hotel, Stefanikova 4. Clean and modern hotel - walking distance to central train station & historic district: just behind presidential palace.
Hotel Ponteo, Starorimska 1a, 851 10 Bratislava - Rusovce. We would like to bring you an ideal combination of pleasurable stay and complex offer of services which will meet all desires and expectations.
My Bratislava Apartments, fully-equipped comfortable family-run apartments in the city center and suburbs, recommended for families with kids and big groups. Prices from €40/night/2persons.
Kempinski Hotel River Park, Dvorakovo nabrezie 6, a highest category hotel, faithful to reputation of the Kempinski chain. It is located in wider city center in newly built pleasant area on the Danube river bank- Riverpark.
Provides deluxe atmosphere and services. It offers luxurious spa services located on the top with breathtaking views (Zion Spa) as well as quality restaurant
Albrecht, Mudronova 82. Five star design hotel with 12 rooms and suites nestled on hill above Bratislava castle and Old Town. The Albrecht features flagship restaurant and lounge bar as well as lavish urban spa - unique of it's kind in Bratislava.
Arcadia, Frantiskanska 3
Devin, Riecna 4. 4 star traditional hotel with 100 rooms and suites. Located in the historical centre of Bratislava, walking distance to all main attraction. It provides accommodation, restaurant, conference services and relaxation center with pool.
Gate One, business and conference hotel near airport.
Marroll's, Tobrucka 4.
Park Inn Danube, Rybne nam 1. Central location overlooking the Danube and the Bridge with swimming pool, gym sauna and whirlpool. Free for guests.
Perugia, near the main square
Radisson Blu Carlton Hotel, Hviezdoslavovo nam 3. Located in the heart of Bratislava, has been fully renovated and retains many of its original features.
Sheraton Bratislava Hotel, Pribinova 12. Located in Bratislava's sophisticated new city center EUROVEA, the first Sheraton hotel in Slovakia offers five star service, 186 stylish guest rooms and 23 suites and Shine Spa - wellness center with indoor swimming pool, saunas, 24/7 gym and many different massages.
Falkensteiner Bratislava Hotel, Pilarikova 5, located close to city centre, new four star business hotel.
Michalska Brana, in the very city center - no car access.
Hotel Hradna Brana, Slovanske nabrezie 15. First class, newly opened hotel has a panoramic view over the Devín castle. It provides accommodation, restaurant, congressional and relaxation services.
Residence Sulekova Bratislava, Sulekova 20. checkin: 14.00; checkout: 12.00. Top-quality hotel in the city core of Bratislava. Exclusive design suites by London and Prague duo Jestico+Whiles. Equipped kitchenettes, fitness and sauna centre, business centre, babysitting services and much more. 48 – 192 € per double room.
When making international calls, you need to dial 00, then the country code of the country you are calling. The international code of Bratislava is +421 2, the national one is 02. You don't need to use any of these when making local calls.
There mostly are cardphones in phone booths, coin phones are located e.g. in front of the telecoms office (T-Centrum) on Namestie SNP Dunaj department store or at Kolarska ulica. You can purchase phone cards at most newspaper kiosks and in any of the T-Centers.
Phone numbers beginning with 090, 091 or 094 are mostly mobile numbers. All of Bratislava is covered with a GSM network, the operators being Orange, T-Mobile and O2.
In parts of Bratislava mostly up on the hills, mobile phones sometimes switch to Hungarian or Austrian providers, so it is better to check the network name before dialing.
If you have a laptop or smart phone, you can use multiple wireless hotspots throughout the city. There is a free-to-use wireless internet available in the city center such as Hlavne namestie, Frantiskanske namestie, Primacialne namestie.
Most of the cafes, restaurants and hotels also provide Wi-Fi access free of charge, just ask at the bar or at the reception.
Some of the newest public transport buses the red ones with five doors have an free on-board Wi-Fi.
Alternatively, you can buy a cheap 3G SIM card from Orange, T-Com or O2 with prices ranging from 6 EUR (O2, 2G / unlimited) up to 20 EUR (Orange, 3G / 5 GB of data).
There's a new network called "4ka" ("The Four") which is the cheapest of all carriers (you can get up to 15GB for only 10 EUR), but its coverage is also quite limited, although sufficient if you only stay in downtown Bratislava.
You can buy "4ka" sim cards at any post office. Sim cards in Slovakia are not limited to residents, however you will be asked to provide proof of ID upon purchase.
For longer stays, it is recommended to rent an internet service from one of the providers such as Orange (fiber, up to 100 Mbit/s / up to 25 EUR per month), UPC (metallic or fiber, up to 100 Mbit/s / up to 30 EUR per month) or T-Com (DSL or fiber).
Bratislava is generally very safe by Western standards: it is quite small and the crime rate is low. There is a significant police presence in the city, especially the historical parts, and it is generally not a problem to walk through the city at night.
Use common sense when walking alone at night. Stay away from larger loud male groups and you should be fine. If some problem occurs, it is recommended to call the police,dial 158 or 112 they will come quickly. There are many of them deployed in city centre in late night.
Parks may be abandoned at night and should therefore be avoided. Use caution when entering pedestrian crossing and check if the cars are slowing down. Under Slovak law, drivers are obliged to give way to pedestrians on a crossing, but the practice is often different.
Ruins of Devin Castle are located about 12 km from city centre. You can take buses 28 or 29 from Most SNP - ask someone where to get off as the castle is not visible from the bus stop or walk through the forest about 2-2,5 hrs walk - routes start in suburbs Karlova Ves, Dubravka.
You will be rewarded by a beautiful view of Austria and two rivers Danube and Moravia joining each other. From here walk north to Sandberg literally hill made of sand and find some sea-fossils from ages ago.
From Sandberg its just a short walk to Devinska Nova Ves from where buses 21 or 28 will take you back to the city.
The castle Cerveny kamen is located about 30 km north-east of Bratislava; it can be reached by bus from Mlynske Nivy bus terminal.
Do like the locals and hike in the Small Carpathians mountain range. Bratislava lies on the southeast slopes of these mountains. Hiking routes are well indicated.
Visit the Small Carpathians Wine Region on the southern slopes of the Small Carpathians there are extensive vineyards and typical wine villages and towns like Raca, Pezinok or Modra. If you are more interested in local wines, follow the Little Carpathians Wine Route.
Visit Cachtice Castle, associated with the blood-thirsty deeds of countess Bathory. It is a large and picturesque ruin set on a hilltop above the small village of Visnove. Take the train north from Bratislava to Nove Mesto nad Vahom (75 minutes), and then change to a small local train for the short journey west to Visnove (15 minutes).
The Mutenice Wine Region near the Slovak border in the Czech Republic is well worth a weekend visit. It has some of the best wine in the Czech Republic and many great small cellars to visit. You'll need to take a train to Breclav and then from there to Hodonin.
Take the train to Trencin - one hour and forty minutes, a Slovak town to the north of the capital with a towering hill-top castle and a picturesque old town centre spread out below it.
The Carnuntum archaeological park is located 25 km from Bratislava, across the Austrian border. The site offers the chance to see the excavations of an ancient Roman city.
It is worth a one-day visit together with a stop in the old walled city of Hainburg, the first major town in Austria after crossing the Slovak border.
Lednice-Valtice in the south-eastern corner of the Czech Republic is a UNESCO World Heritage site containing one of Europe's largest Palacial parklands. Train to Breclav (€8,95 return, April 2016) leaves every 2 hours and takes 51 minutes.
From Breclav take bus 570 to Lednice (20Kc April 2016) 20 minutes, roughly once every hour.
Senec is a small town 30 km to the west of Bratislava, with the lake resort Slnecne jazera or Sunny Lakes. It is a cool place to swim or relax at the beach in the summer months.
The public transport company of Bratislava (DPB) runs a cross-border bus line no. 901 between Hainburg an der Donau (Austria) and Bratislava, with a stop in the Austrian town of Wolfsthal. In Bratislava, the terminus is the stop Nový most. Price is 1,50€/one way or 2,90€/return.
Another cross-border bus line is no. 801 between Bratislava and Rajka (Hungary). In Bratislava, the terminus is between the New Slovak National Theatre and Eurovea shopping mall.
Price is 1,50€/one way or 2,90€/return when bought in Slovakia or 420HUF/one way or 810HUF/return when bought in Hungary. | <urn:uuid:a92ce360-91f0-4962-835e-0dd1596dd5c1> | CC-MAIN-2018-05 | https://tourismobserver.blogspot.ug/2017/11/slovakia-bratislava-safe-walking-city.html | s3://commoncrawl/crawl-data/CC-MAIN-2018-05/segments/1516084892892.86/warc/CC-MAIN-20180124010853-20180124030853-00291.warc.gz | en | 0.939215 | 19,077 | 2.59375 | 3 |
Lifestyle Changes of the Senior Horse
As a horse ages its lifestyle must change to fit its needs. This may include altering their diet, seeking more frequent veterinary care/management, addition of new supplements and/or medications, and more. As owners, it is our responsibility to ensure we adapt our senior horse's lifestyle to properly fulfill its needs so that it may live the remainder of its senior years happy and healthy.
"When is my horse considered 'Senior'?"
A senior horse is also known as a geriatric horse. The age at which a horse is deemed geriatric depends upon the breed- draft horses tend to age faster then their smaller counterparts. There is, however, no definitive chronological age at which a horse is considered geriatric. A more effective way of determining senior status in a horse is taking into account its chronological age (year from birth to current age) and its physical condition.
Signs of Aging:
|Swaying of the back||Hollows deepen over eyes|
|Rough, Dull hair coat||Drooping of lower lip|
|Lack of muscle tone||Graying of hair|
|Mobility Problems (Stiff movement)||Incisor teeth elongation|
Some Common Physiological Problems in the Geriatric Horse include: Arthritis, Anemia, Decreased digestibility, Decreased intestinal mobility, Equine Metabolic Syndrome (including insulin resistance and laminitis), Cushing's Disease, various tumors that become more prevalent with aging, and more.
Owner should work closely with their veterinarian to discover a dietary plan that specifically meets the nutritional needs of your geriatric horse.
Some changes may include increase in daily caloric intake, daily energy intake (soluble carbohydrates/fats/oils), and daily protein intake. It is important to supplement necessary vitamins and minerals, however, mega doses of vitamins and excessive calcium intake should be avoided.
Digestibility decreases with age, therefore, feeds need to be easily digestible. Stay away from non-digestible fibers and keep percent of daily fibers below 30%. It is best to provide 2-3 small meal throughout the day rather than one large meal to aid in digestion.
Forages: Forages and long-stem hay should be the foundation for all horse diets. Quality alfalfa or quality grass hay are good choices to feed the geriatric horse. Alfalfa is high in calcium and protein- one of the advantages of feeding it to senior horses, however, excessive calcium can be detrimental to a horse's health. It is best to feed half alfalfa and half grass hay to avoid overfeeding of alfalfa.
Forage Alternative for Seniors with Dental Problems: Hay cubes, pelleted forage, and chopped forage are all alternatives to long-stem forage. Beet pulp is a good alternative to hay, which can be hard to chew for horses with dental issues, however, just like alfalfa it is high in calcium and should not be feed in high amounts to avoid over-intake of calcium. "Complete" feeds are high in fiber and in theory can be fed with feeding supplementation. Many commercial feeds labeled for senior horses are considered "complete".
Commercial Feeds: Senior horses should be fed a select food labeled for seniors or geriatric horses. These feeds are more palatable and easier to digest. They also are softer and easier to chew, which is important since the risk of choking increases with age. Pelleted and extruded feeds can be made into mashes for horses with severe dental problems or missing teeth they need to chew. Mashes are feed mixed with water to make it into a soupy consistency- this improves feed intake and increases daily water intake as well.
Supplements and Additives- Feeds or supplements that contain yeast cultures, probiotics, or prebiotics can aid in digestion. Vitamin C supplementation can boost the immune system. Additives that contain fat can improve hair coat appearance and help maintain body condition.
Geriatric horses should have annual visits with their veterinarian for- dental exams/work, monitoring body condition, thorough examination, regular hoof care, and preventative care, such as vaccinations and blood work.
Ensure you are keeping his weight at a healthy range. A helpful tip is to take a picture from the same angle every 4-6 weeks and compare them to ensure it is not losing or gaining too much weight. Do not allow the horse to become too thin or too fat- it is harder for geriatric horses to gain weight or lose weight once it happens. Provide appropriate exercise and ensure you warm up before strenuous exercise and cool down afterward.
If your geriatric horse is having issues with vision consider using fencing that is highly visible- thick wooden fences, or some material similar. Also, remove large rocks and fill in holes they could step in. Geriatric horses should not be kept in pastures with an open water source they could fall into. Instead, they should be provided with fresh, clean water in a large livestock watering trough 24/7.
Problems and Possible Solutions-
ALWAYS discuss concerns you have about your horse with your veterinarian immediately.
"My horse is having trouble getting around." Answer- Your horse could be suffering from arthritis, or another mobility issue that your veterinarian could diagnose. There are medications available to help treat inflammation and provide pain relief. Make an appointment with your veterinarian to discuss this issue.
"My horse is dropping his feed and losing weight." Answer- Your horse's feces should be tested for worms and their teeth should be examined. Sharp points on teeth can cause a horse to drop feed as it hurts to chew. Internal parasites will cause a horse to lose weight quickly. They should be tested instead of just given dewormer so that unnecessary ingestion of dewormer is avoided as it can be harsh on their stomachs.
"My horse is running into things in the pasture." Answer- Take your horse to the veterinarian for an eye exam immediately. Some conditions can be corrected and visibility can be at least partially returned if caught and treated quickly. | <urn:uuid:9a4eee48-3397-4022-b2b3-ef364eaec316> | CC-MAIN-2018-17 | http://pulaskiveterinaryclinic.doodlekit.com/blog/entry/4207339/lifestyle-changes-of-the-senior-horse | s3://commoncrawl/crawl-data/CC-MAIN-2018-17/segments/1524125937090.0/warc/CC-MAIN-20180420003432-20180420023432-00345.warc.gz | en | 0.945437 | 1,249 | 2.71875 | 3 |
Empowered Communities Report
The Australian Government has responded to the Empowered Communities design report. The report is the joint effort of a group of Indigenous leaders from Australia with support from the Jawun Indigenous Corporate Partnerships. It proposes staged implementation of an Indigenous empowerment agenda. The Government thanks the authors and Indigenous leaders for their efforts in putting the report together.
Further information is available on the Department’s Empowered Communities page or on the Empowered Communities website
Empowered Communities: Empowered Peoples
There needs to be a fundamental shift away from the traditional social policy framework in which Indigenous affairs has been conducted, to a comprehensive Indigenous Empowerment agenda. It is a long-term reform that requires a new partnership of Indigenous leaders, governments and corporate leaders in order to succeed, with all partners prepared to play their roles in a different way. We seek formal agreement to a 10-year Indigenous Empowerment policy framework.
Empowerment, in our meaning, has two aspects. It means Indigenous people empowering ourselves by taking all appropriate and necessary powers and responsibilities for our own lives and futures. It also means Commonwealth, state and territory governments sharing, and in some cases relinquishing, certain powers and responsibilities, and supporting Indigenous people with resources and capability building.
The principle of subsidiarity—that authority to decide and act should rest at the closest level possible to the people or organisations the decision or action is designed to serve—is an important element in our concept of Indigenous Empowerment. Together with Indigenous self-determination and the mutual rights and responsibilities shared between Indigenous people and governments, it is at the heart of our Indigenous Empowerment reforms.
Our Indigenous Empowerment framework is based on the premise that Indigenous Australians have a right to development, which includes our economic, social and cultural development as families, individuals and communities and as Indigenous peoples. It recognises the primacy of the local nature of peoples and places, and is aimed at the empowerment of the families and individuals connected to those peoples and places. We recommend national and regional institutions only to support an enabling framework for place-based development agendas.
There are two parts to our development goal. They are each of equal importance, and are to be pursued concurrently and constantly tested to determine whether we are most productively using available resources and opportunities.
First, our goal is to close the gap on the social and economic disadvantage of the Indigenous Australians of the Empowered Communities regions.
Second, we aim to enable the cultural recognition and determination of Indigenous Australians of the Empowered Communities regions so that we can preserve, maintain, renew and adapt our cultural and linguistic heritage and transmit our heritage to future generations.
- Part 1: Empowered Communities reforms
- 1. Introduction: Moving to Indigenous Empowerment
- Where we are
- Whither we are tending
- What to do
- 2. Reform policy: Getting the empowerment, development and productivity reform policy right
- What is meant by Empowerment
- What is meant by Development
- What is meant by Productivity
- Reform principles
- The reform framework
- The Empowered Communities regions
- The paradigm shift
- 3. Reform leadership: Getting Indigenous leadership behind the reform policy and regional and local development agendas
- Leadership agreement and partnership
- Getting the partnership right—governments and Indigenous peoples
- Indigenous leadership
- Government as enabler
- The Empowered Communities leadership
- Toward a national representative body
- 4. Incentives supporting reform: Aligning incentives and investing in development agendas, not just programs
- Five systemic funding problems in Indigenous affairs
- The reforms needed
- Addressing shortfalls in the Indigenous Advancement Strategy
- Investing in Indigenous-led, place-based development agendas
- Transparency over all regional and local spending
- Pooled funding to support place-based development agendas
- Directing funds outside the pool
- Alignment and collaboration
- Indigenous people, leaders and organisations increasingly driving development
- Funder, purchaser, provider
- Purchasing and co-purchasing
- Linking incentives to results for Indigenous people—the 'race to the top'
- Incentivising individuals and families through direct opportunity investments
- Lessons from welfare reform
- Providing an alternative to welfare—an Opportunity Support System
- The right to development
- Investing in innovation
- Incentives for governments
- 5. Long-term alignment and compliance: An Indigenous Policy Productivity Council overseeing Indigenous Empowerment
- The problem of 'chopping and changing'
- National policy
- The Indigenous Policy Productivity Council
- Scrutinise policy and programs that significantly impact on Indigenous people
- Facilitate the negotiation process for development accords (investment agreements)
- Mediation and expert determinations
- Productivity Commission inquiries into specific policy questions
- Publicly report on the regions on an annual basis
- Governance and organisation of the council
- A staged approach to legislation
- Legislation to give effect to the institutional framework of Empowered Communities
- Other regions opting in to Empowered Communities
- 6. Conclusion: Driving delivery—organisational arrangements, adaptive practice, and monitoring and evaluation
- Implementation is the key to successful policy
- Establishing organisational arrangements to ensure delivery
- Adaptive practice
- Monitoring and evaluation
- Longitudinal survey data focusing on individual and family development
- Selective case studies
- Putting a monitoring and evaluation framework in place
- Establishing baselines
- Ensuring monitoring and evaluation capacity across the system
- Local knowledge managers
- Central monitoring and evaluation coordination
- Independent expert advice
- Information systems to support monitoring and evaluation
- Closing comments
- 1. Introduction: Moving to Indigenous Empowerment
- Part 2: Empowered Communities regions
Part 1: Empowered Communities reforms
Our vision is straightforward
'We want for our children the same opportunities and choices other Australians expect for their children. We want them to succeed in mainstream Australia, achieving educational success, prospering in the economy and living long, healthy lives. We want them to retain their distinct cultures, languages and identities as peoples and to be recognised as Indigenous Australians.'
Nolan Hunter (West Kimberley)
I am a Bardi man from saltwater country on the Dampier Peninsula in northern Western Australia. My senior elders taught me about my people and the value of our language, law and culture. Today these values underpin our cultural governance and the way we do business. The key to Empowered Communities is that it reflects the unique values, goals and vision of each of the regions while enabling us to learn from and inspire each other.
I am an active campaigner for Indigenous native title rights and management of country. I strongly support the development of sustainable business enterprises based on Aboriginal cultural values as a way to generate wealth in remote communities.
'I believe Empowered Communities is integral to enabling social change and creating positive futures through putting our people in the driver's seat to make the decisions that affect our futures.' — Nolan Hunter, CEO, Kimberley Land Council
Andrea Mason (NPY Lands)
I joined the Women's Council in 2008 and since then I have been committed to delivering long-term positive change in the communities across the Ngaanyatjarra Pitjantjatjara Yankunytjatjara Lands. Prior to joining NPY Women's Council, I spent significant periods working in both the Australian and South Australian public sectors.
I am a proud Western Australian, my mother's people are Karonie and my father's people are Ngaanyatjarra. I have family and extended family throughout the NPY region. I am looking forward to the genuine partnership that Empowered Communities will create between Indigenous people and governments. I see this chance for real change.
'Empowered Communities seeks to create a genuine and balanced partnership between Indigenous organisations, government and corporate Australia, where everybody is working together on a level playing field and towards a shared strategy.' — Andrea Mason, CEO, NPY Lands Women's Council, Central Australia
Denise Bowden (North-east Arnhem Land)
I am a born-and-bred Northern Territory Indigenous woman. I have a background working in Indigenous affairs in very remote Australia and currently work with the Yolngu of north-east Arnhem Land. I aspire to create a future where Indigenous Australians have the same level of wellbeing, life opportunities and choices as non-Indigenous Australians.
I believe that Empowered Communities has the potential to create this change by focusing on education, economic development and increased wellbeing through a grassroots, upward, regionally specific approach.
'The one-glove-fits-all policy approach is not practical when I compare north-east Arnhem Land to other regions.' — Denise Bowden, CEO, Yothu Yindi Foundation
Chris Ingrey (Inner Sydney)
The recent participation of the younger generation in the La Perouse Aboriginal community has been inspiring to me. I believe my community is in a great position to continue to work towards exercising self-determination and develop health, education, housing and employment opportunities into the future. I see Empowered Communities as the vehicle that will drive this development.
I am of Dharawal (Botany Bay and Illawarra, New South Wales) and Dhungutti (Macleay Valley, New South Wales) descent and my work at the La Perouse Local Aboriginal Land Council means I am very involved in my community. I am excited about what is coming with Empowered Communities; I am excited that our community will get a say in our future.
'Empowered Communities is enabling us to sit down and shape what our future will be. We are planning for what we want our community to look like in 15 or 20 years, something we have never done before.' — Chris Ingrey, CEO, La Perouse Local Aboriginal Land Council
Shane Phillips (Inner Sydney)
I was born and raised on The Block. After the death of a teenager at the hands of the police in the Redfern riots in 2004, I wanted change. I became heavily involved in my communitiy and wanted more for my people.
Through my work at the Tribal Warrior Association, I have seen the Redfern Aboriginal community make so much progress. Through Empowered Communities, however, I believe that by forming an alliance with LaPa we have the ability to change even more lives. I believe in the strength of our communities and the importance of being involved in my community. I am a life member of the Redfern All Blacks Rugby League Club and coordinator of the monthly Family Day on The Block.
'[We want] to take ownership of our destiny and our own organisations and community and push the issues from the bottom up.' — Shane Phillips, CEO, Tribal Warrior Association
Paul Briggs (Goulburn-Murray)
I am a Yorta Yorta man who was raised on the banks of the Dungala at Cummeragunja. I understand the aspirations of the great Yorta Yorta leaders who came off Cummera to advocate the rights of our people. For me it has been natural to advocate for a more prosperous future, protecting the rights of Yorta Yorta people and other Aboriginal nations.
Since the early 1970s, I have been active in Aboriginal rights and advancement of our people. Starting with my experiences trying to negotiate the criminal justice system, I could see that to make a genuine difference in the lives of our young people required us to move beyond the cycle of bureaucracy and crisis intervention to building a real vision of a positive future for our community. For me, Empowered Communities is an opportunity to negotiate a shared vision for the future of an inclusive and respectful Australian society.
'We are faced with assimilation if we don't develop an economic vision and strategies for our collective futures.' — Paul Briggs, Chair, Kaiela Institute
Ian Trust (East Kimberley)
For most of my life, I have been based in the East Kimberley and I currently serve as the chairman and executive director of Wunan Foundation. I have an exciting vision of a better future for Aboriginal people in the East Kimberley—a future beyond welfare and government dependency.
In the past, I have worked to progress this vision through initiatives like the ATSIC Regional Council's 'future building' strategy and through reforms in the Aboriginal housing and infrastructure sector. I see Empowered Communities as the structure that will break the cycle of passive welfare dependancy and create fundamental change in my community and other communities across Australia.
'If you want to have things you have never had before, you must be prepared to do things you have never done before. For us, this will mean getting more of our people educated and into a job in order to break the cycle of poverty for our people.' — Ian Trust, Executive Chair , Wunan
Sean Gordon (Central Coast)
I am a Wangkumarra/Barkintji man, and grew up at Brewarrina in western New South Wales. I am excited to implement Empowered Communities in the Central Coast of New South Wales and have spent the last 18 months as the convener of the Empowered Communities Leadership Group. I believe we can have a real impact on a state and federal level through this united approach.
Here on the Central Coast, we have established our backbone organisation, Barang, which translates in the Darkinjung language as 'tomorrow'. Our vision is 'empowering Aboriginal people through a unified voice'.
'To my knowledge, we've not had eight regions come together to do the type of initiative that we're working on. It's unique and it's never been done before. If we develop this and we get it right, then we're setting a new benchmark and model for our communities.' — Sean Gordon, CEO, Darkinjung Local Aboriginal Land Council
Fiona Jose (Cape York)
My grandfather's country is Kuku Yalanji and my grandmother is from the Torres Strait. My father and our family spent most of our younger years growing up in the Miallo/Cooya Beach region. Most of my adult life, I have worked hard to bridge the unemployment gap through enabling Indigenous people to have the capabilities needed to gain meaningful employment in any industry. I have a passion for education and know that a quality education for our young people will set them up for a better future.
It's been a privilege for me as one of the next generation of Indigenous leaders to be working with leaders of Empowered Communities. The strength and example of our old people and elders in Cape York and their triumphs give me the courage to do what's needed by focusing on individuals and families and working at a regional level to achieve outcomes that give people a life they will value.
'The strength of Empowered Communities is the collaboration; it has its own legacy of empowerment that will live on way beyond any formal process.' — Fiona Jose, General Manager, Cape York Partnership
Noel Pearson (Cape York)
My father's country is Bagaarrmugu on south-eastern Cape York and my mother's people are Kuku Yalanji. I have spent my adult life working for the future of my people in Cape York Peninsula.
Since the early 2000s, I have been part of policy development and conceptual thinking on the need for reform of the Australian welfare system, and the need for those trapped in passive welfare to shift from passivity to responsibility. I have been working collaboratively with the other Empowered Communities regions for the last 18 months on articulating the architecture that will enable communities to decide their own futures—to ensure that culture, language and tradition have their place within socially and economically developed communities, and that each community can have its say in the direction it takes.
'Really this is our best shot to chart a future not just for our eight regions—we really have to be a beacon for the rest of Indigenous Australia. If we're going to make progress in Indigenous affairs, then the empowerment of Indigenous people is at the heart of it.' — Noel Pearson, Founder, Cape York Partnership
1 Introduction: Moving to Indigenous Empowerment
'If we could first know where we are, and whither we are tending, we could then better judge what to do, and how to do it.' — Abraham Lincoln
Where we are
1. On 11 February 2015, as is customary, the Prime Minister of Australia, the Hon Tony Abbott MP, tabled the Closing the Gap report in the Australian Parliament. This is now a major annual event, garnering national media and public attention. Scheduled for the beginning of the parliamentary year, it has become a salutary reckoning on the part of Australia's national parliament on progress with closing the social and economic gap between Indigenous Australians and their fellow Australians. The scorecard in Table 1.1 was tabled as part of the report.
|Close the gap in life expectancy within a generation||2031||Not on track||Limited progress.|
|Halve the gap in mortality rates for Indigenous children under five within a decade||2018||On track||Long-term progress.|
|Ensure access for all Indigenous four- year-olds in remote communities to early childhood education||2013||Not met||In 2013, 85 per cent of Indigenous four-year-olds were enrolled compared to the target of 95 per cent.|
|Close the gap between Indigenous and non Indigenous school attendance within five years||2018||New target, baseline 2014.|
|Halve the gap in reading, writing and numeracy achievements for Indigenous students||2018||Not on track||There has been no overall improvement in Indigenous reading and numeracy since 2008.|
|Halve the gap for Indigenous Australians aged 20-24 in Year 12 attainment or equivalent attainment rates||2020||On track||The gap is narrowing in Year 12 or equivalent attainment.|
|Halve the gap in employment outcomes between Indigenous and non-Indigenous Australians||2018||Not on track||There was a decline in employment outcomes since the 2008 baseline.|
Source: Closing the Gap: Prime Minister's Report 2015, Australian Government, Canberra, p. 5.
2. Two days later, on 13 February 2015, the Indigenous All Stars and National Rugby League (NRL) All Stars met for another annual reckoning on the Gold Coast. The Indigenous All Stars defeated the NRL All Stars 20 to 6.
3. The following Friday, on 20 February 2015, the AFL Indigenous All Stars played the West Coast Eagles:
West Coast has come from behind to record its first win of a new season over the AFL Indigenous All Stars in an entertaining exhibition game at Medibank Stadium in Perth.
The Eagles trailed by 10 points at half time but injected young legs into the game after the break to kick three goals to none in the second half and win 7.7 (49) to 5.11 (41). The match was played in front of a sell-out crowd of close to 10,000.
4. Indigenous players make up 9 per cent of the AFL and 12 per cent of the NRL —despite comprising only 3 per cent of the national population. The stark under-representation of mainstream Australians in these two football codes are two Closing the Gap targets facing the nation.
5. Outstanding achievements like these can also be seen in the large numbers of Indigenous artists, performers and musicians. Like Indigenous stockworkers of an earlier era, these examples of success engender pride, showing what is possible when the talents and potential of our people are able to flourish.
6. You cannot have large numbers of individuals excelling in sport and art without a widespread culture and capacity for work, competition, discipline, perseverance, intense effort, personal responsibility and the fierce support of dedicated families and communities. These professional stars are only the tips of the enormous icebergs of amateur football played from Yuendumu to Shepparton, Hope Vale to Bourke, and Blacktown to Halls Creek. It shows what is possible when entry barriers are low and access is on merit, not background. It shows what is possible when the institutions involved actively welcome and support Indigenous participation—like these football codes do. It shows what is possible when they honour the dignity of their Indigenous players by being vigilant in combating racism. The lessons to be drawn from this success are not trivial.
7. If these traits could be equally devoted to the challenges of development, and the factors driving success with individuals, families and communities applied to wider social and economic participation in Australia, the gap on Indigenous disadvantage would soon close.
8. We face many reminders of the persistent disparity between the life experiences and opportunities faced by Indigenous and non-Indigenous Australians. Government reports year after year present the familiar picture of small gains in some areas offset by stagnation and deterioration in others.
9. We see numerous and promising examples of positive change as the result of Indigenous leaders and communities taking responsibility for their futures. We have seen this in each of our eight Empowered Communities regions. To name just a few, the transitional housing program of the East Kimberley, the education and welfare reforms of Cape York and the tackling of substance abuse and youth justice in Inner Sydney are having an impact.
10. However, despite the goodwill of the Australian people and the substantial investment by government, current approaches are failing to create the seismic changes needed to close the gap.
11. While there are exciting examples of progress that show the initiative of our leaders and the potential for change, they do not add up to development. As long as we remain dependent on government to pick their favoured programs, authorise new approaches, arbitrate on the direction and goals of our communities, and determine resource allocations, we will not achieve the broad-scale development necessary to close the gap. Despite repeated failures, each new attempt places trust in new and more finely tuned government programs instead of genuine reform.
One-eyed hobby horses
12. Australians were warned about the inevitable failure of current approaches to Indigenous affairs at least a half century ago. In 1968, the eminent anthropologist WEH Stanner spoke in his famous Boyer Lectures about contemporary theories of 'Indigenous advancement'. Stanner described the common belief that:
there would be a rapid general advance if only some one sovereign remedy were applied, such as better education or health measures, or modern sanitation, or improved housing, or higher wages, and so on. They are all in part right and therefore dangerous. If all these particular measures, with perhaps fifty or a hundred others, were carried out everywhere, simultaneously, and on a sufficient scale, possibly there would be a general advance. But who shall mobilise and command this regiment of one-eyed hobby horses? And keep them in column?
13. Australian governments at the federal, state and territory levels have never stopped trying to mobilise hobby horses. Which horses may depend on the political and ideological hue of the government in power, but what they have in common is Stanner's identification of them as species of hobby horses. This report calls for a stop to this futility and to heed Stanner's longstanding advice.
14. In the same passage, Stanner continued:
Possibly the most dangerous theory, though it is scarcely that, is that things are now going well, that all we need to do is more of what we are already doing, that is, deepen and widen the welfare programs, and the rest will come at a natural pace in its own good time. The trouble is that things are not going well. The gap between the average living conditions of the Aboriginals and ours shows signs of widening, not narrowing.
15. As we have seen with the succession of Closing the Gap reports since 2008, Stanner could well be talking of today. Without a fundamental reform shift, we fear much the same will be true another 50 years from now.
The elephant and the mouse
16. Our failure to achieve progress in Indigenous affairs is ultimately due to, and reflective of, the widespread disempowerment of Indigenous people. One aspect of this disempowerment is that our people—in the normal course—cannot get government to work for us as citizens of the Australian system of democracy and government. Sure, we get responses when there is a crisis, or we protest publicly and get attention to our issues—but the day-to-day functioning of government systems doesn't work with us to resolve our problems and enable us to seize opportunities. Attention and service fluctuate. Interest and enthusiasm wax and wane. Often it seems that the default position of government systems is antipathetic to the interests of our people.
17. This failure is in no small way a consequence of our extreme minority status: the 3 per cent mouse dealing with the 97 per cent elephant. The current approach to Indigenous affairs does not enable our people to lead our own development by taking responsibility for our lives, families and communities. We cannot effectively influence decisions which most affect our lives. We are left as mendicants within the majoritarian system of democracy.
18. The powerlessness we experience as a consequence of our extreme minority status is compounded by our status as the Indigenous peoples of this country. We are the only minority to be dispossessed of our land, and the only group that was explicitly excluded by Australia's constitutional arrangements in 1901. We remain the only group who must contend with the disadvantages arising from our unique status as the Indigenous minority of Australia.
19. While we can lobby, act as advisers, protest, or try to have a say in the media, there are no formal or guaranteed processes to give us a fair say even on matters that impact on us most. Others continue to devise and implement 'solutions' to our problems largely without our input, and absent any accountability to those affected. This is why the failure of governments to meet basic responsibilities, such as the provision of good-quality essential public goods like education, policing, infrastructure and health, continues year after year.
20. But more devastating than areas of under-servicing has been the entrenchment of Indigenous dependence created by widespread government overreach through passive service delivery. The welfare state in Australia induces the most crippling sclerosis in Indigenous society because its programs so often displace responsibility from those who should be vested with relevant responsibilities—individuals, families and communities.
21. Instead, responsibility is placed with governments, their agencies, bureaucrats and a growing army of for-profit and not-for-profit non-government organisations (NGOs) operating as service providers. In some cases, such as under the Remote Jobs and Communities Program (RJCP), even responsibility for community leadership is outsourced to external NGOs. It is RJCP providers who are charged with conducting development planning, while Indigenous leaders and people are relegated to the role of being 'consulted'.
22. Absent responsibility for their families and futures, Indigenous people are sucked down into a vortex of dysfunction and hopelessness. Likewise, Indigenous leaders and communities trying to take responsibility for improving the future of their peoples are too often stuck in a morass of red tape and policy churn associated with the political cycle and the all-too-temporary whims of successive governments and their ministers. While we have the knowledge about our lives and communities, government holds nearly all the power.
Remote, regional and urban communities are different contexts but the key challenges are common
23. Much policy is driven by a focus on the differences between remote and non-remote Indigenous people. While there is great variety in the experiences and circumstances of Indigenous people today, the challenge of our extreme minority status is present throughout Australia—from the cities to the remote bush, from Redfern to Ramingining.
24. In some remote areas, Indigenous people are the majority of the population but are still sidelined as small populations far removed from the levers of power in capital cities. In the cities, Indigenous people are closer to power but are directly confronted with the challenges of our extreme minority status. The problems of passivity, dependence and dysfunction arise in all of these contexts.
25. Rather than geography, a more useful distinction can be made by focusing on Indigenous people's life experiences. The late Indigenous academic from South Australia, Maria Lane, identified in her research two broad groups among the Indigenous population. Lane called one group the 'welfare-embedded population'. The other group she called the 'open society population', which was opportunity-, effort- and outcome-oriented. The writings of the late economist Professor Helen Hughes spoke to this same distinction: there is an Indigenous working and middle class that is doing well, and it is the welfare-dependent group that is not. The latter are to be found in urban and regional communities as well as remote communities, where they are a majority. But even in remote communities, there are working and middle-class members who are doing well with their families, and setting their children up for more productive futures. Like Hughes, Marcia Langton has also pointed out the growth of the Indigenous working class and the emerging middle class associated with the resource industries.
26. Our challenge is to create the conditions necessary to encourage the welfare-embedded group, wherever they are, to join the open society cohort, but without losing their cultures, languages and identities. Our work as leaders in each of the Empowered Communities regions has been focused on doing just that.
27. We now come together as leaders from eight regions across remote, regional and urban Australia looking for better ways to continue our work. We are proud of the progress many of our communities have made in recent years, but believe so much more is possible with the right reforms. With this report, we now present government with an agenda for such reforms.
28. We have leadership. We have examples of promising success. This report presents a clear agenda for reform. We are ready to move to Empowerment.
Whither we are tending
29. Our vision is straightforward:
We want for our children the same opportunities and choices other Australians expect for their children. We want them to succeed in mainstream Australia, achieving educational success, prospering in the economy and living long, healthy lives. We want them to retain their distinct cultures, languages and identities as peoples and to be recognised as Indigenous Australians.
30. Fulfilling our vision would see us achieve the objective of Closing the Gap in the life experiences of Indigenous and non-Indigenous Australians across key indicators. However, our agenda is more than just material wellbeing. We are not content to achieve social and economic development but lose our identities, languages or cultures—we do not want assimilation.
31. We reject the view that there is some contradiction between maintaining our cultures and achieving development. Instead, we see that failing to successfully tackle the development challenge is the surest way to lose our cultures, leaving us economic, social and cultural paupers.
32. Rather, we know that our best chance of preserving our heritage is through obtaining the strength that successful development provides. By taking this path, we strive for a future in which our people retain their languages and succeed in the broader Australian culture—moving with confidence between both worlds.
33. We therefore have two critical objectives for our agenda: to Close the Gap on the Social and Economic Disadvantage of the Indigenous Australians of the Empowered Communities, and to enable the Cultural Recognition and Determination of Indigenous Australians of the Empowered Communities so that they can preserve, maintain, renew and adapt their cultural and linguistic heritage and transmit their heritage to their future generations.
34. Our vision and objectives go from North to South, Remote to Urban, and transcend traditional divides of Symbolic versus Practical, Development versus Preservation, and Rights versus Responsibilities (see Figure 1.1). We comprise a leadership group from eight regions spread across the country. Some of us have spent our lives fighting racism and advancing the need for far greater recognition of Indigenous rights. Others of us have focused on the need for our people to take greater responsibility for their own lives and achieve economic development. We all recognise the importance of these sometimes competing perspectives. We now stand together as a group to present a common reform agenda.
35. While our vision is ambitious, it is only one part of the necessary national reform agenda. It is important to understand this: we are proposing an approach to social and economic empowerment. It needs to be complemented by a broader settlement agenda that addresses Recognition and Reconciliation, which is not and cannot be dealt with in this report.
What to do
36. To achieve our vision, we propose a policy reform agenda centred on Indigenous empowerment. The scale and breadth of our ambition—to move from passivity and dependence to Indigenous empowerment—is analogous to when Australia grasped the challenge to move from an inwardly focused, protected and highly regulated economy to an open and competitive economy in the 1980s and 1990s.
37. At this time, Australian governments launched the National Competition Policy (NCP), tackling vested interests, reducing regulation and placing more faith in the market. By doing so, the NCP moved Australia to a competitive footing that has underpinned Australia's prosperity over the last 20 years.
38. At its heart, the NCP was centred on a simple idea: that competitive markets will generally best serve the interests of consumers and the wider community—achieving greater prosperity. This idea guided waves of reform sweeping across government and washing over the broader economy, increasing productivity throughout the nation. For its application to different industries and sectors, detailed consideration of the intricacies of specific sectors was necessary, but all with reference to a simple unifying idea.
39. Throughout the development of this Indigenous Empowerment policy, including numerous discussions and policy research work, we have been much taken by the NCP reform story. We came to see it as a powerful story and an inspiring precedent. We have used it in our policy design of this report as a most apt analogy of our challenge. Indeed, we have used this analogy to frame our whole approach.
40. We emphasise that we have taken the NCP as a public policy analogy, and not for the purpose of applying its substantive policy to Indigenous affairs.
41. We have chosen the NCP analogy because the scale of the paradigm shift required is equivalent. Australia, prior to the competition reforms, was riddled with economic and public policy sclerosis that pervaded the whole scene. Protectionist behaviour was not just preferred, it was in many areas the officially sanctioned reality. Public sectors at all levels operated in protectionist ways, laws reinforced and mandated protectionism, vested interests strongly supported the old protectionist paradigm—consumers, employees, employers, entire industry sectors, governments and politicians. The cause of reform required not just legal, regulatory and economic changes—it faced trenchant ideological objections and required an entire change of public mindset. The challenge was economic, social, cultural, political and legal—and it involved taking people and institutions away from their established ways of doing things, and migrating them to a new mindset of competition. The vested interests were strong and their arguments in opposition were not weak.
42. And yet the reforms succeeded. The country changed and its mindset and ingrained ways of behaviour shifted from an old paradigm to the new. How did this happen in less than two decades?
43. It seemed to us that Indigenous Empowerment represents a paradigm shift of similar scale and profundity. The current state of disempowerment is not just manifest in behaviour, it is ultimately structural. The cultures, mindsets, established ways of doing things, vested interests and objections to reform are as pervasive in the smaller field of Indigenous affairs as protectionism was in the larger context of the Australian economy. And yet good public policy succeeded with the NCP—why can't we succeed with good public policy in pursuit of empowerment and development?
44. The NCP implemented a policy of increasing competition to achieve its goal of enhanced national prosperity based on greater productivity across the economy. Likewise, Empowered Communities proposes an Indigenous Empowerment policy to drive development and prosperity through greater productivity.
45. We now outline why we think empowerment is the right policy, why development is the right goal and why productivity is the right means.
The right policy is Empowerment
46. Our core proposal is for government to adopt the Indigenous Empowerment policy as the headline national reform policy, applying to those Indigenous regions and communities that have opted in to this reform policy.
47. There is near-universal consensus on the foundational importance of empowerment to development, a consensus based on observations of the development processes around the world. Development agencies such as those of the United Nations system, including the World Bank, have placed great emphasis on empowerment in their work driving development..
48. These lessons are especially pertinent to the world's Indigenous people, who particularly face disempowerment living in settler democracies. In response, many Indigenous peoples have successfully created pioneering arrangements that support empowerment by safeguarding their interests and providing space for measures of self-determination.
49. In addition to responding to the strong desire among Indigenous peoples for greater autonomy and control, available evidence indicates that these innovations are instrumental drivers of development. For example, since 1987, the Harvard Project on American Indian Economic Development has conducted systematic, comparative studies of Native American tribes to understand the conditions under which sustained economic development is achieved. It has reached strong conclusions on the centrality of Native American empowerment and control to the development challenge:
Successful Native nations control their own affairs. They assert the power to make core decisions about resources, policy, and institutions. Lack of control in these domains soon traps Indian nations in dependent poverty. The research is clear: outsiders perform poorly when managing Native resources, designing Native policy, and creating Native governing institutions—no matter how well-meaning or competent they may be. When Native communities take control of their assets, programs, and governments they obtain higher prices for their commodities, more efficient and sustainable use of their forests, better programs for their health care, greater profitability from their enterprises, and greater return migration. The reasons are straightforward. The decision makers are more likely to experience the consequences of good and bad decisions. They are closer to local conditions. And they are more likely to have the community's unique interests at heart.
50. Our identification of empowerment is also not new in Australia. It has been articulated by various official inquiries in this country and by Indigenous people who have sought answers to our predicaments. It should not be surprising that our central argument is not novel. Indeed, it would be surprising if the answer was not well founded.
51. In 1991, in his final report of the Royal Commission into Aboriginal Deaths in Custody, the commissioner, the late Elliot Johnston QC, focused on the importance of the empowerment of Aboriginal society. He identified three critical elements of such empowerment:
The first and the most crucial is the desire and capacity of Aboriginal people to put an end to their disadvantaged situation and to take control of their own lives. There is no other way. Only the Aboriginal people can, in the final analysis, assure their own future. This, of course, is no easy thing. Where a people have been put down for so long, deprived of rights, made dependent, regarded and treated as inferior, assigned a totally inferior status in society, some or many become lost in despair.
The second prerequisite is assistance from the broad society and this basically means assistance from governments with the support of the electorate, or at least without its opposition.
The third prerequisite to the empowerment of Aboriginal people and their communities is having in place an established method, a procedure whereby the broader society can supply the assistance referred to and the Aboriginal society can receive it whilst at the same time maintaining its independent status and without a welfare-dependent position being established as between the two groups. That requires an adherence to the principles of self-determination ...
52. Commissioner Johnston was not the first or last to recognise the need for empowerment for Indigenous Australians. Recommendations for greater Indigenous empowerment, self-determination, control, power, autonomy, engagement and responsibility for decision-making have dominated a long list of speeches, reports and reviews from numerous sources.
53. For example, the 2007 Little Children are Sacred report stated as its key conclusion:
What is required is a determined, coordinated effort to break the cycle and provide the necessary strength, power and appropriate support and services to local communities, so they can lead themselves out of the malaise: in a word, empowerment! (emphasis in original)
54. While there have been many calls for empowerment of Indigenous people, no one has proposed how it might be given effect in terms of policies, institutions and action. Empowerment is such an obvious truth, it is susceptible to truism. It is easy to agree with it, but very hard to identify how it might be put into effect in terms of public policy. This is why past calls for empowerment did not result in empowerment in practice. Methods, institutions, policies and actions need to be articulated to give effect to empowerment. And this has never happened in a comprehensive and fundamental way. This is the lacuna that this report seeks to fill.
55. Empowered Communities is about putting forward a concrete agenda to give effect to empowerment. It is now time to take seriously the lessons of global and domestic experience and implement a policy of Indigenous Empowerment.
The right goal is Development
56. Indigenous affairs continues to be viewed through the prism of deficit: overcoming disadvantage or ameliorating poverty. Instead, we should focus on the goal of development, achieved through a policy of Indigenous empowerment.
57. The objectives of overcoming deficits, disadvantage and poverty immediately invoke the standard tools of the welfare state: top-down government intervention through income transfers and passive service delivery. Individual, family and collective agency is relegated to the sidelines, displaced by the strategies, rules and procedures of the bureaucracy. Failure to achieve progress is taken as evidence of the need for increased funding, further government intervention and better 'coordinated' programs. In contrast, with development as the goal, the solutions are fundamentally different.
58. The Nobel laureate economist Amartya Sen conceives the value of development as the means to expand the range of choices ('freedom') enjoyed by individuals. Welfare payments may increase personal income but alone are unlikely to expand, and may even constrain, an individual's life choices due to the crippling effect of dependence.
59. Instead, a development approach foregrounds the role of individual, family and collective agency and responsibility—the role of Indigenous empowerment. Development is impossible without expanding individual choice, responsibility and capability. The practical implications of this are that all policies and programs must support efforts to build capability, self-reliance, aspiration and opportunity, and increased choice.
60. The lesson is clear: we will only achieve success in closing socioeconomic disparity when we become active agents in our own social and economic development. We want responsibility for our lives and our development to rest on the shoulders of our people.
The right means is Productivity
61. If Empowerment is the right policy, and Development the right goal, the right means to achieve that goal is through greater Productivity. This means we must confront the present situation of very substantial spending with limited results. We must instead ensure greater effectiveness and efficiency in the use of all inputs—getting better returns from the investment.
62. In the absence of a full analysis, we cannot claim to know whether funding across Indigenous affairs is presently too much or too little—we know the need is immense but, as we will explain in Chapter 4, the notional aggregate expenditures are very substantial indeed. Whatever the funding level should be, one plain reality is that this spending is not achieving what it should and so much more good could be done with the present investment.
63. Our empowerment agenda will see greater productivity across Indigenous affairs by shifting away from government agency towards the agency of individuals, families and communities. We want to stem the flow of passive welfare and passive service delivery by placing greater responsibility and agency with individuals—supported by government. Likewise, we want leaders and communities to take greater responsibility for making strong decisions about investment priorities, with skin in the game, and ensuring a more rational focus on development investment.
64. In the final section of this introduction, we now address the question of what we will do to turn the idea of empowerment into reality, following the NCP analogy.
Getting the reform policy right
65. In Chapter 2, we set out the first limb of our proposal—getting the reform policy right. Our meaning is as follows:
The lesson from the National Competition Policy: there must be an agenda agreed and owned by all governments that outlines the reforms with a practical degree of specificity.
Empowered Communities proposes a headline policy agenda of Indigenous Empowerment, a paradigm shift away from the traditional social policy framework in which Indigenous affairs initiatives have been developed and delivered.
The shift to Indigenous Empowerment will involve Indigenous people empowering themselves to take responsibility for their lives and futures, and governments supporting them to do so.
It will provide an enabling environment in which families and individuals can achieve economic, social and cultural Development—national and regional institutions and initiatives are proposed only as enabling supports.
The Development goals of the Indigenous Empowerment policy are to Close the Gap on the Social and Economic Disadvantage, and to enable the Cultural Recognition and Determination of Indigenous Australians of the Empowered Communities.
All available resources and opportunities must be used efficiently and effectively. Greater Productivity means less duplication, red tape and involvement of middlemen, and investing in things that work.
A set of Reform Principles will act as a funnel for policies, programs and funding and guide the development agendas within each region.
The Reform Framework will include: National Policy agreement and legislation; Development Agendas prepared by Indigenous people; First Priorities Agreements in the first year of implementation; Development accords between Indigenous leaders and governments; and delivery plans reviewed annually.
Indigenous reform leaders and organisations in eight regions in urban, regional and remote locations have opted in to the Indigenous Empowerment reforms.
The Partners for Reform are Indigenous people, all Australian governments, and the corporate and philanthropic sectors in collaboration with non-government organisations.
Getting the leadership behind reform
66. In Chapter 3, we set out the second limb of our proposal—getting the Reform Leadership behind the reform. Our meaning is as follows:
An important lesson from National Competition Policy (NCP) reforms is that you have to have reform leadership. Without reform leadership over the long term, the NCP could not have generated the changes required across lethargic, resistant and even politically protected industries and organisations. The NCP reform leadership was able to replicate and regenerate across industries and sectors, outliving short-term political cycles and thereby ensuring that the reforms were not upended before they had a chance to succeed.
Similarly, an enduring and effective reform leadership is needed in order to meet the challenges of Indigenous development. This chapter sets out how long-term leadership and the right partnership between governments and Indigenous peoples must be formed to drive development.
A new partnership must be formally agreed that transfers real responsibility to Indigenous people and puts them in the position of senior partner, in a way that has not occurred in the past.
Only Indigenous people can drive Indigenous development, but the right kind of support from governments is also required. Governments have a critical role as enabler, supporting and building Indigenous leadership, requiring a shift in responsibilities, behaviours and attitudes.
'Inside-out' collaborations rather than 'top-down' or 'bottom-up' approaches are needed.
The eight Empowered Communities are developing regionally specific governance arrangements building on existing structures to create local and regional coalitions to drive reform. These arrangements will vary according to regional circumstances but share common elements, including:
- Indigenous-led opt-in organisations playing a key leadership role
- a leadership group selected or elected by the opt-in organisations
- an interface mechanism (such as a 'meeting place' or 'negotiation table') for negotiations between Indigenous and government Partners
- a backbone organisation driving delivery and performing support functions.
Getting the incentives supporting reform
67. In Chapter 4, we set out the third limb of our proposal—putting in place the Incentives that support reform. Our meaning is as follows:
One of the lessons to be drawn from the success of the National Competition Policy is that incentives can powerfully support reform. The NCP has survived numerous changes of government, partly because state treasuries were locked in as proactive agents of change. The incentive payments for reforms were of such a magnitude that they were too important to ignore.
The success of the Indigenous Empowerment policy depends on reforms to align incentives. A range of funding reforms are required to disrupt the existing ecology, provide a coherent framework through which funds can flow to support empowerment and development, and deliver increased productivity.
Given tight budgets and ever-growing public scepticism about the existing approach, governments have steep incentives to find a way that works. This requires a series of changes to the financial arrangements affecting Indigenous people across the Empowered Communities.
Reform is necessary so that funding is more productively funnelled towards driving development. This must involve transparency over all regional and local spending, pooling funds on a regional basis, finding better ways to fund Indigenous organisations committed to reform, and ensuring all spending is increasingly directed towards delivering on place-based Development Agendas.
There must be concrete steps towards a demand-driven approach where Indigenous people take on the role of 'purchaser'.
Performance should be incentivised by instituting a 'race to the top' where funding increasingly flows to those achieving success.
To drive development, individuals must also have access to a pathway enabling them to move from welfare to self-reliance and the incentives to do so. This requires welfare reform by creating an opt-in Opportunity System underpinned by mutual obligations, where individuals are provided with guaranteed opportunities in return for taking up obligations.
Finally, the universal right to development must be elevated for Indigenous Australians. This should involve support for the recommendations of the forthcoming Tribal Wealth Review.
Long-term alignment and compliance
68. In Chapter 5, we set out the fourth limb of our proposal—ensuring that we have long-term alignment and compliance with the reform agenda. Our meaning is as follows:
The lesson from the National Competition Policy: a strong, fearless institution is needed, established in legislation and independent of the executive arm of government, to hold all parties to the reform agenda to account for the long term.
Commitment to a long-term Indigenous Empowerment policy must be steadfast and binding for at least 10 years. The chopping and changing of policies, programs and levels of political interest has not served Indigenous people well.
The Indigenous Policy Productivity Council (IPPC), established as an independent statutory body under an Indigenous Empowerment Act, will support government and Indigenous reform Partners and hold them to account for their commitments.
The IPPC will:
- scrutinise policy and programs that significantly impact on Indigenous people
- facilitate the negotiation process for Development Accords
- mediate or provide, where agreed, expert determinations
- publicly report on regions on an annual basis.
The Productivity Commission may inquire into specific policy questions, on the basis of a reference from the Australian Government on the recommendation of the IPPC.
The IPPC will be established in the Prime Minister's portfolio, with three council members, at least one of whom is associated with Empowered Communities, appointed by the Minister on the recommendation of the founding members of Empowered Communities.
Legislation for the Indigenous Empowerment policy will be staged following a review after two years. In the meantime, the Indigenous Empowerment policy should be implemented as a matter of policy agreement.
Provision and planning should occur for other regions to opt in to Empowered Communities reforms through the Indigenous Empowerment policy framework, with oversight by the IPPC.
69. Finally, in Chapter 6, we set out the fifth limb of our proposal—driving the delivery of the reform policy. Our meaning is as follows:
Without implementation, the best policies with optimal support will amount to nothing—effective delivery is the key to success for Indigenous Empowerment, and the greatest challenge.
It requires appropriate and dedicated organisational arrangements, embedding adaptive practice across the reform framework, and a dynamic and developmental monitoring and evaluation framework.
Delivery units should be established in the Department of the Prime Minister and Cabinet and in the Empowered Communities backbone organisations as the engine rooms of delivery.
First Priorities Agreements, focused on one or more of the high-priority goals of rebuilding Indigenous social and cultural values, will be settled in the first year of implementation.
The use of intensive design and innovation labs to inject new ideas, break down silos and translate high-level strategies into detailed implementation plans should be tested.
Delivery plans, reviewed annually, will set out agreed actions, targets and trajectories to assist delivery units in tracking performance and identifying any course correction needed.
The Empowered Communities reform framework is a vehicle for effective delivery of other related major Indigenous reforms.
A specific professional development program is needed for government officers working on Empowered Communities delivery—they must operate as enablers in support of Indigenous people.
Implementation of the Indigenous Empowerment policy will take time to 'get it right', mistakes will occur, directions will need to be corrected and adaptive practice is essential so that the Partners can learn as we go.
A non-traditional monitoring and evaluation framework supporting innovation is required to generate implementation and delivery data.
Accurate baseline data, rapid feedback loops through local knowledge managers, central coordination, expert advice and regular reports are key components of learning as we go through the monitoring and evaluation framework.
2. Reform policy: Getting the empowerment, development and productivity reform policy right
1. Indigenous Empowerment is the headline policy proposal. It entails three parts:
- first, the Empowerment of Indigenous people to take responsibility for our lives and futures
- second, focusing all activities on achieving broad-scale social, economic and cultural Development
- third, increasing Productivity across Indigenous affairs.
2. By pursuing these three elements of the headline policy, we will be able to fulfil our vision and obtain our goals to close the gap on social and economic disadvantage and enable Indigenous cultural determination.
What is meant by Empowerment
3. Empowerment means simply that Indigenous people must exercise the right to take responsibility. This entails two key components:
- first, that Indigenous people have the right to take responsibility for their own lives and futures
- second, that government has the responsibility to equip Indigenous people with the rights and supports necessary for this empowerment.
4. In relation to the first, it is clear that empowerment will only come if Indigenous people make all possible efforts to empower ourselves. We cannot just rely on governments to hand us empowerment: we must take power in our own hands. This is what Eleanor Roosevelt meant when she said, 'There is nothing government can do for people that they are not willing to do for themselves.'
5. In practice, this includes leaders working together and taking on responsibility for crucial decisions, for driving reform in their organisations, communities and regions, and maintaining accountability to the people they seek to serve. More fundamentally, it means individuals taking on responsibility for their own lives and their families, contributing to their communities and pursuing opportunities for a better future. Empowerment means hard work.
6. However, Indigenous people acting alone is not enough to achieve empowerment. The structural problem of the elephant and the mouse—where the dominant institutions are not responsive to the demands of the mouse—means that disempowerment is structural, and is therefore resistant to reform. There has not been the right enabling environment through which meaningful empowerment can occur. Empowerment will require structural reform.
7. Governments must stop assuming Indigenous people need government intervention and leadership in all aspects of their lives. Instead, government must respond by providing Indigenous people with the means of their own empowerment. This must entail sharing or relinquishing certain powers and responsibilities and supporting Indigenous people with resources and capability building to assume these powers and responsibilities.
8. The challenges of achieving empowerment can be understood as restoring the appropriate balance of responsibility between Indigenous people and government. As depicted in Figure 2.1, government has encroached into areas where responsibility should properly reside with Indigenous people—it fails in these areas because it is trying to do what it should not and cannot do. For example, free breakfast programs provided to schoolchildren without parent involvement absolve parents of responsibility to feed their children. Hungry children turning up at school is a terrible problem, but unless parents take some responsibility (at least financially contributing to the breakfast program), expectations of the role of parents are diminished, further contributing to the core problem of diminished Indigenous responsibility.
9. At the same time, government is also failing to effectively deliver in areas where it does have responsibilities. For example, while free breakfast is outside of normal government responsibilities, high-quality schools in which children are able to learn is a core public service taken for granted by most Australians but absent from the lives of too many Indigenous people.
10. To address this situation and restore the appropriate balance of responsibility between Indigenous people and government, three shifts are needed:
- First, government must step up and effectively fulfil its proper responsibilities.
- Second, government must retreat from areas where it should not be exercising responsibilities.
- Third, Indigenous people must take greater responsibility for our lives and communities, with the support of government to build capabilities.
11. The efforts of Indigenous people and governments to undertake these shifts and achieve empowerment should be guided by the concepts of mutual responsibility, self-determination and subsidiarity.
12. Patently, Indigenous empowerment does not mean that government must abandon the field and leave Indigenous peoples to their own devices. Rather, the aim is to get the relationship right between government and Indigenous peoples based on the notion of mutual responsibility.
13. Indigenous people have a responsibility to act to achieve empowerment but cannot succeed alone; government too has a responsibility to support Indigenous empowerment.
14. Even where Indigenous peoples are the right party to take responsibility, governments can and must play an enabling role to help make this happen. The shift from governments as director/leader to enabler/partner will require a fundamental change in the way they currently see themselves.
15. Duties and obligations will run both ways: governments will owe duties and obligations to Indigenous people, and Indigenous people will owe duties and obligations to governments. Better outcomes from efforts will require both sides to uphold their responsibilities and to account to each other for performance and progress.
16. Indigenous empowerment incorporates the principle of self-determination. This covers the concept of self-determining individuals, as equal citizens recognised as the Indigenous peoples of Australia; and recognises the potential for the self-determination of Indigenous peoples, with special rights in relation to their territories, within the life of the Australian nation.
17. The Commissioner into Aboriginal Deaths in Custody, the late Elliot Johnston QC, set out the most useful articulation of empowerment and its relationship to self-determination. In his final report, he stated that a:
prerequisite to the empowerment of Aboriginal people and their communities is having in place an established method, a procedure whereby the broader society can supply the assistance referred to and the Aboriginal society can receive it whilst at the same time maintaining its independent status and without a welfare-dependent position being established as between the two groups. That requires an adherence to the principles of self-determination, a concept which I think does not have a precise definition; it is a developing concept, one as to the limits of which there can be some disagreement but about which … there is an enormous common area of agreement quite sufficient to allow progress to go forward with great benefit to Aboriginal people. (emphasis added)
18. In its essence, this report is concerned with identifying and putting in place that very 'established method' of empowerment, which will enable the broader society, through its governments, to 'supply assistance' and for Indigenous people to 'receive' that assistance 'whilst at the same time maintaining its independent status' and 'without a welfare-dependent position being established as between the two groups'.
19. The policy proposals in this report define the method that will achieve empowerment.
20. Critical to the practice of empowerment is a clear understanding of where responsibility best resides in a given context. The current practice of placing nearly all responsibility with central governments disempowers Indigenous people and impedes development. Instead, power and responsibility should be more widely shared among individuals, families and communities at the local, subregional and regional levels.
21. The best way to allocate responsibility is with reference to the principle of subsidiarity, which holds that authority for deciding or acting should rest as close as possible to the people affected by the decision or act. This means that primary human responsibilities should rest with individuals and families. Where some action or decision necessarily transcends the individual, authority must remain at the lowest appropriate level—that is, as close as possible to the individual.
22. The principle of subsidiarity originates in Catholic social teaching and is foundational to the institutions of many polities, such as the European Union, which has subsidiarity as one of its core general principles., The Cameron Government in the United Kingdom has adopted a similar approach in recent reforms, with one of its five principles for 'open public service' stating that 'power should be decentralized to the lowest appropriate level'.
23. To apply the principle of subsidiarity in the context of Indigenous affairs, it is useful to consider the roles and capacities of different agents:
- Individuals are the main actors of development. This means that for sustainable change to happen, individuals and their families must take responsibility for working towards a better life for themselves.
- Indigenous collective agency is also critical for development. This includes the role of Indigenous community and regional organisations and leaders. Much of the decision-making that currently occurs within governments must occur at this level for true Indigenous empowerment.
- Governments must meet their responsibilities for the provision of essential public goods by ensuring everyone has good solutions for education, health, infrastructure and security. This must be done without creating passivity and dependence and taking over areas of Indigenous responsibility (individual or collective). In other areas, governments must focus on acting as enabler, chiefly by contributing to the establishment of enabling environments for Indigenous people to empower themselves. This report will set out what is meant by the role of government as enabler.
What is meant by Development
24. All efforts must be directed towards achieving development. Indigenous Australian places and their people require development. It is by successfully tackling the development challenge through a policy of empowerment that we will be able to achieve our vision and close the gap.
25. The best definition of development is that presented by the Nobel laureate economist Amartya Sen, who values development as a means to expand the range of choices ('freedom') enjoyed by individuals., This encompasses the full ambit of human activity, including social and economic development and other factors that contribute to wellbeing, including cultural development.
26. The development paradigm stands in stark contrast to the prevailing welfare paradigm in which government assumes responsibility for ending Indigenous disadvantage. Where development focuses on opportunity and setting people up for success, welfare only addresses disadvantage and wrongly assumes that income transfers and service provisioning can overcome it. The development paradigm is the only one compatible with empowerment and the only way to enable individuals and families to take responsibility for their lives and futures.
27. This report and the empowerment agenda it advocates represent a fundamental shift away from traditional Australian 'social policy' thinking about disadvantage and poverty. Domestic social policy has not taken Indigenous policy very far. The predicament of Indigenous Australians is not properly comprehended when it is understood as a problem of 'disadvantage'. Disadvantage is everything and nothing. It is not possible to grasp a policy handle on disadvantage. Development, on the other hand, has a definite policy pedigree—particularly in the field of international development—and poverty that is tackled via development has a wealth of policy precedent. Domestic social policy is amorphous and evidence of its success in Indigenous Australian affairs is plainly lacking. The failure of Indigenous affairs policy notwithstanding, almost 50 years of effort is in many respects a failure of Australian social policy.
28. Despite the fact that the predicaments faced in Indigenous Australia have all of the hallmarks of third-world poverty and the challenges of post-colonial reconstruction, there have never been prescribed development agendas equivalent to those pursued in third-world contexts, of which Australia is well aware from its foreign aid contributions. This report argues that there are pockets of third-world-like underdevelopment in our nation, where people are living in circumstances of underdevelopment. Therefore, what is needed is an 'internal development' agenda. A developed country, Australia, must confront the fact that it has pockets of underdevelopment in its midst, which is underpinning gross disparity for Indigenous Australian communities, and therefore development must be the policy response.
A model for development
29. Based on the international development literature and the experiences across the eight Empowered Communities regions, several critical factors necessary for development have been identified and presented here as a model.
30. More precisely, we present a model for individual and family development: individuals—not communities or governments—are the principal actors in development when they pursue opportunities for a better life for themselves and their families. The model, therefore, is about creating an enabling environment for individuals to take responsibility for their own lives and seek better prospects for themselves and their families. Such an enabling environment has three critical elements.
31. First, strong social and cultural values must be the foundation of family and community life. These foundations provide the social compact of the community and set out what is expected of its members. These expectations include the responsibility of adults to ensure that children attend school every day, that capable adults are in work, and that homes and communities are safe and are 'home' in the true sense of the word.
32. Second, development requires that people have the capabilities to exercise meaningful choices and pursue opportunities. This requires that individuals and families are supported with good investments in children's services, education, training, job-search assistance, skill development and health.
33. Third, incentives must be in place that encourage individuals to take responsibility for creating a better life by pursuing opportunities. In essence, this means that those who work hard and play by the rules must be able to expect some benefit—that effort is rewarded.
34. The greatest distortion is the absence of rational incentives due to passive welfare payments and passive service delivery. If income, housing and other elements of material welfare are guaranteed regardless of personal responsibility, individuals are robbed of the key driver for taking charge of their own lives. This leads to a negative spiral of reduced aspirations, motivation, passivity and dependence. In contrast, with the right incentives, people will choose to build their lives by investing in their own capabilities and seeking returns on their efforts through employment or enterprise.
35. Therefore, an enabling environment for individual development involves strong social and cultural foundations, investments in capability building and rational incentives. This requires several critical inputs including:
- good public services (e.g. education and health) and infrastructure
- enabling economic institutions (in other words, markets covering labour, land, capital, goods and services)
- good governance and leadership.
36. The presence of services relating to children, education, health, youth, law and justice, as well as investments in infrastructure, is critical. Such services are necessary to support individuals and families to build their capabilities. Perhaps most critical among these services are those directed squarely at building family self-efficacy through measures such as budgeting and managing the family income and engaging parents with their children's education and family health. Strong family capability then provides a foundation for development, with individuals able to look after themselves, attain work and contribute to their communities.
37. However, services also risk compounding the passive welfare problem. Many services continue to be delivered in a way which undermines incentives for individuals to take responsibility for their lives. To overcome this challenge, services should be designed with a rigorous and demonstrable consciousness of their incentive effects and a focus on building capability. They must be subject to the test: does this service seek to undertake or support a responsibility that would normally be assumed by individuals, families or communities? This is the test of subsidiarity; it requires individuals and families to be given those responsibilities that they are best placed to exercise.
38. An enabling environment for development also requires the presence of strong economic institutions, including markets for labour, land, capital, goods and services. These institutions create the opportunity to participate in the economy and build wealth. This in turn provides individuals with the incentives to develop their capabilities through education and the incentives for people to benefit from work.
39. Though it is less tangible than for services, governments also have a role here in promoting strong economic institutions. In particular, governments should undertake procurement and tax reform necessary to stimulate local economies and Indigenous businesses and should support Indigenous-led land reforms.
40. Development requires a clear space for collective agency based on strong local and regional governance and leadership. Effective leaders at all levels (from the family to the national level) play a critical role creating the conditions necessary for development described here. While individuals are the drivers of development, alone their ability to create an enabling environment is severely limited. Only with a strong space for collective action and leadership is it possible to overcome the development barriers faced in each of the Empowered Communities regions.
What is meant by Productivity
41. The Productivity Commission estimates that $30.3 billion was spent by Australian governments on services for Indigenous Australians in 2012–13. This equates to $43,449 per person, approximately twice the rate of expenditure on other Australians. The level of expenditure juxtaposed against limited progress on the ground starkly illustrates the productivity problem: a huge flow of inputs is achieving very few outcomes in terms of the social, economic and cultural progress of Indigenous Australians. In response, a comprehensive productivity agenda is required to improve outcomes with the available resources.
42. A productivity agenda must entail greater efficiency and effectiveness in spending across Indigenous affairs. In relation to efficiency, there are great opportunities for savings across a wide swathe of expenditure. In particular, efficiency gains would be realised through:
- reduced duplication across different departments and the different levels of government
- less red tape and reporting imposed by government
- decreased reliance on middlemen by placing more responsibility with Indigenous people on the ground.
43. These measures are consistent with the Australian Government's focus on achieving efficiency across all areas of expenditure and are outlined in more detail in Chapter 4.
44. Greater productivity must also involve increased effectiveness: obtaining improved outcomes with available resources through several measures. First, rather than responding indiscriminately to the vast ambit of identified 'need', funding must be funnelled towards investing in development to achieving long-term and sustained outcomes. As outlined below, this must involve investing in Indigenous-led, place-based development agendas.
45. Second, there must be a focus on rigorous monitoring and evaluation in close connection to the ongoing efforts of Indigenous people to lead change on the ground. Chapter 6 outlines how a strong system of monitoring and evaluation can be used to support learning and adapting by all parties throughout the implementation process.
46. Third, there must be sufficient flexibility to shift funding away from unproductive investments and towards investments that achieve outcomes. It must be possible to shift funding from stagnant areas towards promising, innovative initiatives. This approach should include a focus on performance-based funding, where funding is increased for programs, regions and organisations based on achieving progress against agreed performance metrics.
47. This approach will necessarily involve tough decisions when deciding between competing worthy priorities. However, only when funding is consistently funnelled towards a development approach will there be broad progress on agreed outcomes.
48. Further to productivity gains in the use of public money across Indigenous affairs, this agenda encompasses productivity gains across the economy due to the impact of higher rates of successful Indigenous economic participation. Such gains will be achieved as a result of successful development that builds the capabilities of Indigenous people. This potential is demonstrated in a 2014 report by Deloitte Access Economics, which estimates that if outcomes for Indigenous people across education, employment and life expectancy increased to match non-Indigenous Australians by 2031, the nation's economy would be $24 billion (or 1.15 per cent) larger than would otherwise be the case. This example illustrates the gains to the broader Australian society that would flow as a result of improved Indigenous outcomes.
49. To create an enabling environment for development, it is necessary to establish a set of principles against which all inputs to Empowered Communities regions can be tested. This is the policy reform test.
50. The Indigenous Empowerment policy reform test (see Box 2.1) captures a set of principles that would provide the 'reform funnel' through which all policies, funding and programs must be filtered. As such, the principles should guide the efforts of Indigenous people, governments and non-government organisations in all work in Indigenous affairs.
The Empowerment test: Is what is proposed consistent with the Indigenous Empowerment policy?
The Development test: Is what is proposed supported by the international lessons of development?
The Productivity test: Is what is proposed the most productive use of the available resources and opportunities?
51. The principles underpinning this three-part test will need to be further refined and detailed so that they may be put into practice. Future work should be conducted with reference to the discussion of empowerment, development and productivity provided in this report. In the same way as the National Competition Policy unpacked the meaning and application of the competition policy through progressive iterations in various sectors of the economy, the Indigenous Empowerment policy will be further articulated as the policy is rolled out. This work should be guided by the following higher-level principles:
- the principle of subsidiarity
- the principle that all policy and resource inputs are put through the same funnel
- the principle that Indigenous regions and communities participate on an opt-in basis
- the principle that all governments and Indigenous regions and communities align and commit to the policy by agreement
- the Indigenous leadership principle
- the principle that while the pursuit of tactical actions may be short term and the adoption of strategic directions may be medium term, the commitment to the Indigenous Empowerment policy is long term and not subject to chopping and changing with government changes.
The reform framework
52. To ensure that the principles of Indigenous Empowerment are effectively applied, all governments and participating Indigenous regions must commit to these principles and align their activities. To achieve this, this report proposes the establishment of a framework of legislation and agreements (Figure 2.2). This framework is fundamentally concerned with empowering individuals, families and communities to achieve change on the ground. From the national to the local level, each level is about facilitating and enabling action on the ground.
National policy agreement and legislation
53. To establish mutual agreement and enforceability at a national level, this report proposes that the Indigenous Empowerment policy be adopted by all participating governments through a formal agreement that is binding for as long as it takes for the goals of the policy to be secured—at least 10 years. The Empowered Communities regions that have opted in to this policy should be parties to this agreement. This long-term horizon, extending beyond the electoral cycles of all participating governments, will provide the stability necessary for sustained implementation and progress.
54. It is further proposed that legislation be developed and enacted at the national, state and territory levels within three years of the national policy agreement. This three-year window will provide the time necessary for testing the policy's implementation, comprehensive engagement with affected parties, and the involvement of Empowered Communities representatives in the drafting of the legislation.
Development agendas and accords
55. To drive the implementation of the Indigenous Empowerment policy on the ground, each region will need to establish development agendas. Development agendas will be prepared by the Indigenous people of an Empowered Communities region. In some regions, development agendas may be prepared at the subregional level or by separate communities and brought together into a regional agenda to address common areas of interest or economies of scale. They will last for the medium term, around five years, and will set out the region's social, economic and cultural development goals for that period. They will be focused on promoting enabling environments for development consistent with the development model outlined in this report.
56. The development agendas would form the basis for formal development accords with government, establishing a binding commitment to achieving the goals of the development agendas. The accords would help establish a level playing field on which Indigenous parties can work with governments, and would be overseen by a proposed Indigenous Policy Productivity Council (described in Chapter 5).
57. Development accords would be established to last for the medium term, perhaps five years, providing the stability necessary to focus all parties on achieving the objectives of the development agenda. The accords would include mechanisms to direct expenditure according to the priorities in the development agenda (and therefore could be called 'investment agreements').
58. Each accord will be centred on a set of defined and quantified goals with associated strategies for their achievement. The accords should also identify indicators used to measure progress and provide scope for reporting on how each party is meeting its responsibilities. Yearly delivery plans would also be established, as described further in Chapter 6.
First priorities agreements
59. Developing fully fledged, place-based development agendas and accords may take up to two years to settle in each region. Based on past experience, sufficient time is necessary to ensure high-quality agreements, with sound strategies and the strong shared ownership of Indigenous people and government. But this timeframe should not be an obstacle for making immediate progress on high-priority areas. Accordingly, first priorities agreements should be established in the interim to focus immediate action on the following goals:
- that children are enrolled and attend school every day and are school ready and that parents are actively involved in their children's education
- that children and other vulnerable people are cared for, healthy and safe in their families, and that families at risk are urgently supported to care for their children so that those children can remain with their families; and where children are removed from their families, that every effort be made to ensure that families can be supported to restore a caring and safe environment for their return—and that the safety and welfare of the children remain the paramount concern
- that all capable adults participate in either training or work
- that all community members living in social or public housing abide by the conditions related to their tenancy in public housing, and those community members wishing to transition from rental accommodation to private home ownership are supported
- that communities work to urgently and seriously tackle the problems of domestic violence and alcohol and drug abuse, and ensure that communities are safe and the rights of all community members are recognised and respected under the law and under the social and cultural values of the communities.
60. These first priorities agreements should not await the more comprehensive development agendas and associated accords, or the funding processes that are proposed for them. Rather, the aim should be for governments to engage with the Empowered Communities to agree on these first priorities and agreed actions to give effect to them.
The Empowered Communities regions
61. Empowered Communities is fundamentally about facilitating placed-based development. A critical component of this focus is a regional place-based approach covering the eight regions and including provisions for other regions to opt in down the track. The eight Empowered Communities are:
- Cape York, Queensland
- Central Coast, New South Wales
- East Kimberley, Western Australia
- Goulburn-Murray, Victoria
- Inner Sydney, New South Wales
- Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Lands, Central Australia
- North-east Arnhem Land, Northern Territory
- West Kimberley, Western Australia.
62. These eight significant regions span remote, regional and urban Australia, and cross Western Australia, South Australia, the Northern Territory, Queensland, New South Wales and Victoria. They include many remote communities, homelands, regional towns and urban hubs.
The opt-in principle
63. The Empowered Communities reforms will only be pursued on an opt-in basis—anything else would be an anathema to this empowerment agenda. This applies to both organisations within our regions as well as additional regions that may want to opt in. Over time, as success is demonstrated, it can be expected that more leaders, organisations and places would opt in and benefit from the reforms established.
64. Regarding opt-in of organisations within the current eight Empowered Communities regions, each region has developed opt-in criteria suitable to its circumstances. Some common features of these criteria include a strong role for Indigenous leadership and a track record of successfully driving development. Enforcing these opt-in criteria across each region will drive greater collaboration and alignment focused on achieving development.
65. Creating a process for other areas to opt in will be an important consideration for future legislation. Postponing the addition of new regions until this time will provide the opportunity to test and refine how Empowered Communities works and avoid overburdening the system by trying to achieve too much, too soon. Given this approach, there must be significant opportunities for involvement from across Australia in the development of the proposed Empowered Communities legislation.
The paradigm shift
66. This Indigenous Empowerment policy necessitates a paradigm shift that will create a new centre of gravity in Indigenous affairs. As the reforms are pursued, their impact will expand over time, deepening in the original eight regions and spreading to other regions as well.
67. The problem with the current paradigm of Indigenous affairs is that it is sclerotic. Its centre of gravity is the old disempowerment, based on passive welfare and government overreach into areas where Indigenous people need to be responsible, and neglect in areas of proper government responsibility. It is not based on productivity and development. It is therefore not possible to reform the current space occupied by Indigenous affairs. Rather, a new space must be located—based on empowerment, productivity and development—and Indigenous affairs must be migrated to this new paradigm. This means that in the new space, every policy, every program and every investment must pass the Empowerment, Development and Productivity tests (as previously outlined in Box 2.1). Figure 2.3 describes what is meant by the shift to a new paradigm.
The reform funnel
68. Despite the challenges, the paradigm shift is possible provided all efforts are filtered through the reform funnel (Figure 2.4). This means the consistent application of the reform principles and adherence to the development agendas established in the regions. This will only be possible with the proposed legislative and agreement-making framework.
69. The reform funnel means that no policy, program or investment decision passes without being consistent with the Indigenous Empowerment principles as reflected in the agreed development agendas and their associated agreements. The proposed Indigenous Policy Productivity Council will oversee this reform funnel to ensure that all parties (governments and Indigenous communities) are following the reform agenda.
It's about the long term
70. Given our starting point, achieving the vision and closing the gap will be a long journey. The reforms proposed here—the headline policy and associated accords—provide the long-term, stable strategy necessary to guide this journey. By placing greater responsibility closer to the ground, these reforms also offer the flexibility required to make the tactical adjustments necessary to respond to circumstances on the ground. The following chapters provide greater detail of the institutional innovations required to successfully navigate this journey.
71. Committing for the long term is itself a reform. The headline policy will be wrong in the first place and on first principles if it does not provide the correct policy for the long term. The correct policy will transcend changes in the political cycles and the waxing and waning enthusiasms of ministers and individual leaders. The correct policy today will be the correct policy in 10 years' time.
72. The Indigenous leaders of the eight Empowered Communities that are proposing this reform policy have an unshakeable belief that the empowerment, development and productivity principles set out in this Indigenous Empowerment policy are the correct policy for the long term.
3. Reform leadership: Getting Indigenous leadership behind the reform policy and regional and local development agendas
1. Currently, governments and Indigenous people do not work effectively together to lead and drive positive changes across local, regional and national levels. There is a level of frenetic chopping and changing, and policy pulsing, that comes with electoral cycles and as the political pendulum swings from left to right. Key decision-makers are not in it for the long haul, and are rarely in it long enough to learn from their decision-making over time and to be able to use the sum of that experience to drive better outcomes. Fresh-faced ministerial enthusiasms at the state and national level ensure that decision-making in Indigenous policy feels much like a merry-go-round—replete with the same old traps and reinvented wheels.
Leadership agreement and partnership
2. Long-term leadership alignment to the Indigenous Empowerment policy is vital to success. Creating an enduring reform leadership to provide a level of continuity over time and across changes of government must be approached with the same level of solemn and dogged commitment as was the case with the National Competition Policy. A formal agreement will be required, just as it was under the National Competition Policy.
3. The formal, binding agreement that participating governments will enter into to adopt the Indigenous Empowerment policy for a 10-year period should also outline a commitment between governments and Indigenous people to a new partnership under Empowered Communities. The agreement should enshrine the fundamentals of the partnership and ensure that it is built to last.
Getting the partnership right—governments and Indigenous peoples
4. The enormity of the challenge presented by the extreme minority status of Indigenous people is exacerbated by a lack of appropriate institutions, structures or interfaces through which Indigenous people can take responsibility and be heard and represented in Indigenous affairs. Unlike similar developed settler countries, such as the United States and New Zealand, Indigenous engagement in Australia is not based on a comprehensive legal framework or a treaty that enshrines certain rights for First Peoples, or which gives First Peoples significant levels of control over their affairs.
5. Only Indigenous people can drive Indigenous development, but the right kind of support from governments is also required. Mechanisms are needed to articulate coordination and cooperation at the local, regional and national levels. These mechanisms must facilitate collective agency within the Indigenous world, and provide a key means for Indigenous reform leadership to partner with governments to drive development.
6. These mechanisms must abide by the principle of subsidiarity, as it is the transformation of people and places that lies at the heart of our development challenge, and the empowerment of individuals and families is our key goal. The partnerships that are required at a national and regional level are only proposed so that there is an enabling framework for place-level development agendas. Figure 3.1 shows the levels through which the right partnership must align leadership to the Indigenous Empowerment policy and articulate the right roles and responsibilities at each level.
Local to regional
7. The aim of Indigenous Empowerment is to enable local communities—in places such as Amata, Derby, Hope Vale, Kununurra, Redfern, Shepparton, La Perouse, Nhulunbuy or Wyong—to participate in the Empowered Communities framework in order to advance the development of their peoples and their places.
8. Coordination and cooperation must be articulated between the local and regional levels so that Indigenous people can work together and with governments when required, but also to provide the highest possible degree of autonomy at the individual, family and community level to achieve development outcomes.
9. Some past partnership approaches have fallen into the trap of presenting a very wide scope of topics for planning, consultations and engagement at the local level. For example, local implementation plans (LIPs) required communities to identify priorities and actions across all seven of the Closing the Gap building blocks. In the first round of LIPs across the country, more than 4,000 discrete activities were identified but often not pursued. It proved impossible for local Indigenous leaders to hold governments to account for these commitments, meaning successive LIPs often listed the same priorities, year after year. Reflecting these difficulties, only 34 per cent of service providers surveyed as part of an evaluation believed LIPs had been effective in generating change.
10. While there must be a level of autonomy for local level groups to decide their own priorities and have a voice in their own development, the power and resource differential is such that it is not possible for Indigenous people to deal with the 'octopus' of all levels of government effectively on every issue at the local level. The primacy of the subsidiarity principle must be carefully applied. For example, there will be aspects of land use and economic development that must be dealt with at the local level (e.g. planning to create local jobs, local mining, tourism or other business development). Other aspects will require a regional approach (e.g. to ensure appropriate infrastructure exists to connect locations to markets, or ensure a regional approach is taken to support industry development, such as in the case of tourism). Some service delivery areas may heavily depend on local input to ensure any solution responds to local needs, for example, in terms of health where particular local beliefs, understandings or practices must be understood to prevent problems or to respond to them effectively.
11. Creating a regional partnership between Indigenous people and governments that builds on the geographical and cultural diversity of Indigenous peoples is critical and can provide powerful assistance to deliver local results. Previously, the Aboriginal and Torres Strait Islander Commission's Regional Councils had some success in bringing together diverse local interests and working with local, state and federal governments on larger strategic issues that could not be effectively pursued on a community-by-community basis.
Regional to national
12. Just as there are issues for which partnering with governments and others at the regional level is essential, for some issues national-level coordination and collaboration is required. At the national level, action must be enabling for the local and the regional levels. For example, under Empowered Communities, an ongoing national partnership will be required to progressively articulate and enact the more detailed set of reform principles that form part of the Indigenous Empowerment policy. These must be based on the foundation of input and engagement filtered through the local and regional levels.
13. The partnership required, and to be created under Empowered Communities, must allow for a far higher level of Indigenous agency and autonomy in decision-making than is currently the case. Currently, when solutions to Indigenous issues are put forward, Indigenous people can lobby, act as advisers, protest, or try to have a say in the media. Indigenous people may sometimes be 'consulted' by government, but this does not usually involve meaningful engagement, much less leadership. There is no guaranteed, sustained and systematic method through which Indigenous people can have a say in the matters that directly affect them. It is only when Indigenous people really feel that they can have an effect on activities or programs, and that their own decisions are going to have an effect, that they will truly have 'skin in the game'.
14. The Indigenous development challenge is not a technical problem that can be fixed by outside expertise, particularly when that expertise is delivered from the centre by those who may never have even been to the Indigenous places impacted and who have little understanding of Indigenous lives. The leadership that is required can in large part only come from the people whose lives and futures are at stake, those who are in it for the long haul. It is Indigenous people who have the most intimate understanding of the circumstances that must be confronted, who are best placed to drive solutions, and who can be held to account by Indigenous people over the long term. It is only through empowered Indigenous leadership that efforts to close the gap can truly have the longevity needed to outlast the life of any particular minister, government or service provision contract.
15. Past partnership approaches in Indigenous affairs—most notably shared responsibility agreements and related Council of Australian Governments trials, regional partnership agreements and local implementation plans—did not correctly establish the fundamental balance required for an effective and enduring partnership. Each of these previous partnership approaches was found to have failed because they created only limited and narrowly defined space for Indigenous leadership, influence and control. There was a failure to transfer meaningful responsibility to Indigenous people.
16. The new partnership to be established with governments under Empowered Communities must put Indigenous people in the position of senior partner when it comes to determining Indigenous futures.
A pervasive Indigenous leadership is required
17. A pervasive notion of Indigenous leadership must be promoted to turn the tide on Indigenous disadvantage. This must entail recognition of the reality that the Indigenous development challenge will only be met through individual and family transformation. Leadership at the family level is critical to bring about change. Further, Indigenous leadership is required collectively also at the local, regional and national levels. Unless Indigenous leadership at each of these levels is ignited, Indigenous people will simply not be able to make themselves visible, heard and influential in the corridors of power in order to determine their own destinies.
The adaptive challenge of Indigenous leadership
18. The adaptive challenge of how to activate Indigenous development in Australia must start with Indigenous leadership. This adaptive challenge is a substantial one, and has not been successfully dealt with. Noel Pearson recalls the time when former Prime Minister, Paul Keating, penetrated the heart of the adaptive challenge of Indigenous leadership when he stated:
I am not sure whether Indigenous leaders can ever psychologically make the change to come into the process, be part of it and take the responsibility that goes with it. That is, whether they believe they can ever summon the authority of their own community to negotiate … on their behalf.
19. Indigenous leadership in both traditionally oriented and non-traditionally oriented settings is complex. It is usually highly localised and highly dependent on context, and may have organisational, familial, residential, age and gender dimensions. This system of Indigenous leadership and authority is often imperceptible or invisible to those outside it, and it is often trampled by governments' usual way of doing business. Instead, mainstream culture seeks to interact with Aboriginal authority figures in its own image—that is, a sole, male, authorised spokesperson, often the head or elected representative of a peak Aboriginal organisation.
20. There is not, and never has been, a permanent or hereditary chief role in traditional Aboriginal societies. Traditionally, owners of land speak on behalf of their own country and only if they are continuously authorised by their own community. Indigenous authority structures provide a dispersed, intimate and layered knowledge of place and space where there is little requirement for totalising hierarchies. It is a serious breach of traditional Indigenous protocol to make generalisations about places and communities for which you have no authority.
21. In contemporary political life, Indigenous leadership figures are often caught between two stereotypes. The first stereotype is that leaders are the urbanised elite, who engage in national policy debates but who may hold only fragments of their ancestral language and culture and are often accused of 'acting white'. The counterpart is leaders who are the traditional owners of remote Australia still in possession of their ancestral Aboriginal cosmologies. These leaders are seen as authentic, if ultimately doomed, and assumed to be incapable of interacting with the modern political world. Indeed, one solution suggested with some regularity by non-Indigenous people is that in areas like North-east Arnhem Land a powerful white administrator or coordinator should be installed to deal with the modern world, providing the leadership that it is thought Indigenous people themselves are not capable of providing. The failure of Indigenous education over many decades clearly has had an adverse impact on the ability of remote regions to confidently deal across the complexity of issues that require engagement with the mainstream—but relying on a powerful white administrator is ultimately not an acceptable or indeed workable solution within an Indigenous Empowerment paradigm.
22. The reality is that all Indigenous peoples and places must undertake some transformation to ensure their leadership can engage effectively with the social, cultural, economic and political dimensions of wider Australia. Indigenous development success needs leaders who can act at the regional level, the state level and at the level of the Australian nation. Adapting authority structures to respond to post-colonial reality is part of the work of progress for Australian Indigenous people, and this challenge must be confronted in the bush and in the city. As this transformation occurs, space must be retained for different domains of Indigenous leadership—including cultural, organisational, natural and educated leadership (see Figure 3.2). These domains, and indeed the persons occupying them, will overlap—no domain operates in isolation from other domains.
23. Indigenous people continue to have cultural leaders who undertake ancestral responsibilities for maintaining and protecting Indigenous laws, traditions, systems of knowledge, and jurisdictional rights and interests. There are leaders of extended families, clan groups and kinship groups. There are leaders of ceremony, ritual, sacred sites, songlines and Dreaming tracks. There are leaders who are holders of restricted knowledge, and separate leaders for men's and women's business. Cultural leadership must continue in this traditionally oriented sphere, but must also have a respected place where there is intersection with the leadership in other domains.
24. It will fall to Indigenous peoples to make adjustments so their cultural traditions can coexist with success in the modern day. This is a challenge that faces many other traditional societies, including peoples from different cultures who maintain their heritage and participate successfully in modern life in Australia. For example, the timetabling of ceremonial business requiring travel may need to be adjusted to ensure that children can always attend school and acquire an education. This kind of reform must be negotiated among the Indigenous leadership across domains, and ultimately such decisions must be made and supported by the cultural leaders. Andrea Mason from the NPY Women's Council speaks about the need for traditional communities in the desert to articulate a 'modern Aboriginal law' that enables them to deal with the changed circumstances and challenges of modern life. Empowerment is about enabling Indigenous people to take ownership of the changes needed to succeed in contemporary Australia.
25. There are many Indigenous people who provide natural leadership, and through their actions are positive role models in their families and communities. These natural leaders affirm and rebuild the social and cultural values of their communities and peoples to strengthen respect, responsibility, care, friendship and kinship in ways that honour their inherited cultures and traditions, including through modern expression of these values in response to contemporary life. For example, natural leaders manage the family income to ensure that the needs of the children are met, they are often working hard to provide for their families rather than relying on welfare, and they ensure that children go to school every day and grow up in a safe environment. These natural leaders can imagine a prosperous future that involves walking in both worlds for their families and their communities, and they are taking steps toward that future, taking their children and other family members with them wherever they can. This kind of natural leadership is often found within women's groups or church groups but is often not recognised by governments and little is done to encourage, nurture and grow it. Indeed, natural leadership is often shut down or smothered, unintentionally or otherwise, and it is often crowded out by organisational leadership.
26. Indigenous organisational leadership has a critical role to play. Nonetheless, Empowered Communities will have failed if it serves only to cement organisational leadership (which often by its nature heavily overlaps with educated leadership). Whether elected, local or regional, organisational leaders must perform important dual roles as enablers as well as leaders. Organisations must understand that although they may be treated as authoritative in their dealings with government, they play a critical role in enabling other forms of Indigenous leadership and not crowding them out, especially cultural and natural leadership. Current systems demand that organisational leaders are often focused on upward accountability to funders and to government, rather than being primarily focused on downward accountability to the people and places they have been established to serve.
27. Marcia Langton has recently described the problems associated with the fragmentation or 'Balkanisation' of Indigenous governance with the proliferation of small, under-resourced governance organisations in the post–native title world. For the 548,370 Aboriginal and Torres Strait Islander people in Australia, there are something like 5,000 Indigenous corporations and other organisations. These governance arrangements are not sustainable and cannot effectively promote development. Some rationalisation of Indigenous governance is required over the long term.
28. Indigenous people must continue to grow the ranks of their educated leadership. It is through education that Indigenous cultural, natural and organisational leaders will attain the skills, capabilities and confidence to walk in both worlds, keeping their culture strong while operating with confidence in the mainstream.
Supporting and building an Indigenous reform leadership
29. Through Empowered Communities, each of the eight regions so far involved—whether urban, regional or remote—has begun the process of developing and organising improved governance arrangements that can meet the adaptive challenge of Indigenous leadership. For Empowered Communities, this must involve building a coalition of Indigenous reform leaders. This Indigenous reform leadership will be defined by several characteristics.
30. First, to be part of this Indigenous reform leadership, leaders must commit to the Indigenous Empowerment policy. This commitment is given when a decision is made to opt in. Governments will be entitled to demand that Indigenous reform leaders make good on their commitment, and lip service will not be enough. There cannot remain an expectation that governments will continue to operate a welfare show or take on responsibilities that must be performed by Indigenous reform leaders.
31. Second, Indigenous reform leaders must take responsibility for improving outcomes. This includes when the data show that things are not working as was hoped. Indigenous reform leaders must take responsibility for driving improved outcomes to be captured in the next set of data. Currently this does not occur. For example, when the all-too-disappointing outcomes are set out at the start of each parliamentary year in the annual Closing the Gap report, where is the Indigenous leadership that sees it as an indictment on their failure as much as that of government?
32. The responsibility for outcomes under the Indigenous Empowerment policy must rest with Indigenous reform leaders at a threshold of at least 51 per cent. The remaining 49 per cent may indeed depend on matters that fall appropriately within the bailiwick of government responsibility, such as whether there has been an appropriate level of resourcing or government cooperation and so on. Currently, government bears the burden of responsibility for ongoing failures and Indigenous leaders shoulder very little. Until responsibility for improved results shifts so that it rests equally on the shoulders of Indigenous reform leaders, the results will not improve.
33. Third, Indigenous reform leaders under Empowered Communities and governments will create a mutually reinforcing cycle of effort and action by 'holding onto the reform flag'—the reform flag holds a stake in the ground that cuts across the silos that are entrenched in the current arrangements. The dynamic of competing, and even mutually hostile, silos of governments (within and across levels of government) plays out in unproductive and dispiriting ways at the community level. These silos mean that local people working in organisations that deliver health services on the ground, for example, may be more consumed with the agendas of the health department silo at the central level, of which they form the frontline. So rather than coordination and cooperation at the frontline service level, the territorial, political and personality conflicts between the silos play out in a tragic way on the ground. People's behaviour is more determined by their vertical obligations within their particular organisations than to any common strategy or reform policy. By making the 'reform flag' the common agenda of all players, both on the frontline and further up the departmental silos, problems of conflict and lack of coordination and cooperation can be ameliorated and minimised. Indigenous suffering cannot continue to be held hostage to the perverse ways in which siloed government plays out on the ground.
34. Under the Empowered Communities initiative, Indigenous leaders have begun to build on what already exists at the local and regional levels, taking up one side of the 'empowerment bargain' to design and develop improved Indigenous governance arrangements that can harness collective action for positive change. Government must recognise and enable the Indigenous reform leadership being supported and built under Empowered Communities leaders so that a strong coalition can act to bring about development outcomes.
Government as enabler
35. Within the framework of Indigenous Empowerment, the role for governments under the new Empowered Communities partnership must change. Government at the macro level sets the policy frameworks for the country, makes laws, addresses market failure and manages the finances. Without government as a partner, the fundamental reforms sought in Empowered Communities will falter. However, with the adoption of a policy of Indigenous Empowerment, the role of government and its representatives is fundamentally different to the role it has historically played in Indigenous affairs. Government and its representatives need to come to the table willing to act as enablers and facilitators in an Indigenous-led process, not as the primary fixers of problems.
36. This requires a radical shift not just in responsibilities, but in behaviours and attitudes of the key partners. Indigenous reform leaders are expected to step up and assume the lead role in driving challenging reforms in their regions and collaborating across opt-in organisations. Government partners, on the other hand, need to take a step back and participate in support of Indigenous leaders and their place-based development agendas. This does not mean that government takes a passive role. Government is an active partner. Its representatives come with valuable knowledge, experience and responsibilities that the other partners do not have.
37. The role of enabler is not a natural fit for most government ministers or public servants who are used to leading from the front. It requires an ability to listen and understand what is being proposed from outside government—to create the environment in which Indigenous people can act as the senior partner in negotiations and to drive outcomes, and initially at least, a preparedness to help bridge knowledge and capability gaps if they exist. It requires a capacity to recognise good strategies and proposals developed by others and a willingness to actively look for ways to add value, to make government work as it should in support of good reform ideas. It may mean tackling government silos and blockages to pave the way, identifying funding sources, garnering support from key agencies. An effective enabler also has the capacity and integrity to be honest and open about perceived shortcomings in strategy or performance, and the ability to provide constructive advice that strengthens confidence rather than undermines it.
38. It will be a new experience for government people to be invited to engage in negotiations about regional investment decisions based on proposals and strategies developed by Indigenous people themselves through their development agendas. New ways of operating will need to be learned and new skills developed as government people, along with Indigenous leaders, adapt to their different roles under the Indigenous Empowerment paradigm. The role of enabler, working side by side with Indigenous leaders, is one that senior corporate people have played very effectively in the Empowered Communities through the Jawun learning network. While the role of government representatives is a different one, much can be learned from the Jawun experience.
39. Enabling is not a top-down system of government involvement. An effective government enabling role creates the space and opportunities for Indigenous people and communities to thrive. To some extent, this means relinquishing or sharing traditional power, and devolving it to the community, the region and to Indigenous people.
Inside-out, not top-down or bottom-up
40. Top-down, centralised approaches that usurp Indigenous leadership with bureaucratic 'command and control' have failed time and time again. Such approaches serve only to reinforce Indigenous passivity. Except perhaps for those few non-Indigenous people who advocate for a return to the white administrator/missionary style of control, top-down solutions are not seriously contemplated as being effective, even among those who work to deliver solutions within the highly centralised bureaucracy.
41. Bottom-up approaches are frequently said to be what is required. But while this idea may be given lip-service, it too is unlikely to be either feasible or effective. On their own, Indigenous people struggling at the ground level do not have all the answers to the complex issues that they face.
42. Both top-down and bottom-up approaches are simplistic, and acting in pursuit of either serves only to frustrate, fragment or fatigue Indigenous-led efforts to take responsibility. All wisdom does not come from either the top or from the bottom, but rather can be found if a reform leadership partnership is developed that is able to work from the 'inside out'.
43. All the leaders involved in the Empowered Communities partnership, whether Indigenous, government or corporate, need to open themselves up to the ideas, knowledge and experience of the others. From where each partner sits, another partner's world can seem complex and difficult to navigate. Government and big corporates can be large, complicated machines. They have valuable support to offer if you know where to look and how to make them work for your circumstances. The Aboriginal world can seem equally complex from the outside looking in, particularly for distant governments. Pulling the strands together from the leadership of each of these essential partners provides the best chance at success for the Empowered Communities reforms. From design through to implementation and delivery, getting the best that each partner has to offer will be critical. The reform plan set out in this report will only succeed if each partner makes the conscious effort to be inclusive and receptive to the ideas, knowledge and experience of the other partners, constructively challenging each other to get it right.
44. For example, it is a misrepresentation to say that alcohol restrictions were imposed from the top onto communities in Queensland, in Fitzroy Crossing (Western Australia), through the Groote Eylandt Liquor Management System (Northern Territory) and the Tennant Creek Alcohol Management Plan (Northern Territory). In each case, governments listened to Indigenous people with experience and knowledge who identified the reform needed and acted on their concerns. The ongoing engagement between the two groups should have been stronger as the reforms were delivered, but nevertheless this was at least in part an inside-out collaboration. The Wunan Foundation's Living Change initiative also provides an example of the potential of inside-out practice—those most intimately affected by the initiative have led its development and design. They have drawn on support from the corporate sector, through Jawun, in developing their proposals, and are engaging the knowledge and expertise of state and national governments in the further design and delivery of the initiative. Cape York Welfare Reform provides another example.
Three voices to provide the basis of collaboration
45. In all Empowered Communities regions, effective reform leadership will require the inside-out collaborations for the new partnerships to be effective (Figure 3.3).
46. Such inside-out collaborations require the involvement of what has been described by Second Road as three kinds of 'voices':
- The voice of 'intent'—those who will be affected by change and who intend to play a role supporting and driving the changes over the long term. Government and service providers cannot possess this intent for Indigenous peoples and places; whereas senior women who are advocates for change possess intent, even though they may not hold formal organisational leadership positions.
- The voice of 'experience'—this includes people who are the end users, and must include the (often bitter) experience of those at the grassroots level who have 'been there and done that'—individuals, families, communities, organisations.
- The voice of 'design'—this may include people from government or academia who understand government, systems, power and politics, and who can assist with the development of policy and initiatives (see Figure 3.4).
The Empowered Communities leadership
47. In each of the Empowered Communities regions, there are leaders and Indigenous organisations that are leading reform efforts to drive development. There is both the desire and the capacity across this network of Indigenous reform leaders to take on more responsibility for decision-making and for ensuring that better outcomes are achieved.
48. The reform leadership that has gathered behind the banner of Empowered Communities is diverse—and it straddles the usual dichotomies that polarise Indigenous affairs and Indigenous leadership. This leadership hails from the bush in the central desert and the far north to the inner city. The Empowered Communities leadership includes those who are strong on rights, and those who are strong on responsibilities. It is for both symbolic solutions, and for practical ones. It is strong on structural change, and strong on behavioural change.
49. While none of the leaders involved in the Empowered Communities initiative is one-dimensional, each has a different emphasis and perspective across this spectrum. For example, Paul Briggs is a determined advocate for the recognition of the rights of his Yorta Yorta people, and argues that reconciliation is needed in the town of Shepparton to overcome the social exclusion that continues to prevent Indigenous people in this area from taking up jobs and other opportunities. Paul's perspective resonates with other leaders struggling with local and regional relationships between Indigenous and non-Indigenous communities that have long and difficult histories. Social and economic exclusion and racism are first-order challenges. Nolan Hunter from the West Kimberley is also a well-known rights campaigner, including in international Indigenous peoples forums at the United Nations, where he argues for recognition of Indigenous peoples' rights to manage their country and develop cultural business enterprises.
50. With a somewhat different focus, Ian Trust from the East Kimberley region emphasises the need for Indigenous individuals and families to take up a level of responsibility to help them navigate through the perils of a welfare-dominated society, so that they can make the most of their abilities and the opportunities that are available in the modern world. In Cape York, Fiona Jose champions the rebuilding of Indigenous authority as part of Indigenous peoples' 'right to take responsibility'—an agenda developed by Cape York leaders and promoted since 1999 by Noel Pearson.
51. Andrea Mason in the Central Desert leads very practical efforts focusing on preventing domestic violence and ensuring safety, and supporting the education of women from the Ngaanyatjarra Pitjantjatjara Yankunytjatjara Lands. Shane Phillips from Redfern and Chris Ingrey from La Perouse in Sydney have a heavy focus on breaking the cycle of disadvantage by focusing on working with young people, and in the case of Redfern this has involved reconciliation and the formation of a close partnership with police to turn around a serious drug and crime problem. Sean Gordon provides leadership focused on business and economic development, as well as the social development of Indigenous people of the NSW Central Coast. Denise Bowden works for Indigenous people of Arnhem Land who seek to promote a deeper two-way understanding of their culture through the annual Garma Festival, and who have a remarkable and proud history of unrelentingly seeking the symbolic and practical recognition of their peoples within the nation, including from the bark petitions in 1963, the Barunga Statement of 1998, through to the current day.
52. Empowered Communities harnesses a broad church of Indigenous reform leaders and their energy and drive for achieving change toward a shared vision. Each of the Empowered Communities leaders is committed to working with other Indigenous reform leaders in their regions. This must occur in a way that is respectful of cultural and natural leadership—creating and maintaining space for this type of leadership to flourish. It also builds on the existing organisational and educated leadership, and provides an improved method through which all can collectively drive change.
Local and regional governance
53. Governance arrangements under Empowered Communities are being developed to provide the means to drive development at the local and regional levels. They allow for a strong collective of Indigenous leaders and organisations to pursue their common goals set out in place-based development agendas.
54. Opting in is fundamental—these reforms are for people with a desire and capacity to drive reform. Each region has developed opt-in criteria in order to continue to attract those with credibility, legitimacy and a track record as reform leaders to opt in and sign up to the Empowered Communities approach.
55. Table 3.1 shows the general characteristics of opt-in organisations.
|Commitment to all EC principles||
Regional governance arrangements
56. The governance arrangements through which an Indigenous reform leadership can operate are a matter for Indigenous people to develop and implement, although enabling support will be required from government. Governance arrangements will vary from region to region, depending on context and local circumstances. The governance arrangements will vary in terms of the arrangements put in place to ensure cultural authority is respected and appropriately engaged—there has been no attempt to codify this in any way under Empowered Communities, as this business is best left to each of the regions.
57. It is through the regionally specific improved governance arrangements that have begun to be developed and put in place in each region under Empowered Communities, and then the place-based development agendas, that regions will be able to plug into the broader, cross-regional Empowered Communities reforms, including the Indigenous Policy Productivity Council, the reform principles, and funding reforms that incentivise development (see Figure 3.5).
58. Part 2 of this report outlines the history, challenges and vision of each of our regions in some detail, and also describes the design and development of regional governance arrangements. While the details of each region's governance arrangements are not repeated here, there are common features worth highlighting. These are: a reform collective of opt-in organisations; a backbone organisation; a leadership group (e.g. steering committee or board); and cultural legitimacy. Each region also plans to use a regionally developed interface mechanism such as a 'meeting place' or 'negotiation table' through which Indigenous representatives will negotiate with governments as required. Figure 3.6 illustrates the common features of the regional governance arrangements and Figure 3.7 illustrates the key roles within the governance arrangements.
59. Each of the regions has been strongly supported by Jawun through secondees from the corporate sector in their regions. This support will continue and will be a common element across our regions through the implementation of Empowered Communities. It will provide ongoing capacity building and new ideas and input for our regions and organisations.
60. A backbone organisation will be nominated in each region to perform a secretariat function and offer other support throughout the regional governance arrangements.
61. The backbone organisations will work closely with the leadership groups. In the first phase of Empowered Communities, the backbone organisations will have a heavy focus on building the development agenda across their region. They will be responsible for developing drafts of the development agenda and undertaking consultations with other Indigenous-led organisations and Indigenous people. In doing this, the backbone organisations will be subject to the guidance of the Indigenous leadership groups. The backbone organisations will also have an ongoing role driving engagement across the region and providing administrative support at meetings with government.
62. A key role of backbone organisations will be to play a lead in developing shared measurements systems, targets and trajectories as part of the monitoring and evaluation framework. This will require staff with specific skill sets to ensure there is capacity at the regional level for the backbone organisations' role in monitoring and evaluation.
A leadership group and cultural authority
63. Given the number of opt-in organisations that may be involved in the Empowered Communities initiative, each region will establish a small steering committee or board to provide a manageable number of representatives selected or elected by the opt-in organisations. This leadership group will work closely with the backbone organisation and provide a sounding board and first point of advice before matters are taken to the broader Empowered Communities collective.
64. In each of the regions, there is strong leadership across the network of potential opt-in organisations that can carry and support the establishment of place-based development agendas.
65. The involvement of leaders with cultural authority will strengthen the legitimacy of the governance structure. In some regions, this may be through a council of elders, while in other regions it may occur through the authority of those involved in the organisations themselves or the standing of individuals in the leadership group.
Regional interface mechanisms
66. The regional governance arrangements will include an interface mechanism so that the 'Indigenous side' can interface with government, such as through a 'meeting place' or 'negotiation table'. Although the terminology may differ from region to region, the main function of the regional interface is the same—engagement with government on local or regional priorities; for example, it may provide a key forum to negotiate agreements with governments.
67. Representatives from the Indigenous partners at the regional interface will include those from the leadership group and representatives of other opt-in organisations where relevant. Representatives of the Indigenous Policy Productivity Council may be invited to participate, along with government representatives. From time to time, the parties may wish to include subject matter experts at these forums.
68. The meeting place or negotiation table is the forum in the first instance to address regional issues. If issues cannot be resolved, the Indigenous Policy Productivity Council has the power to intervene and provide mediation or, where agreed, expert determination in relation to disputed issues. The main role of the Indigenous Policy Productivity Council is holding government and Indigenous partners accountable. This means ensuring that all parties are answerable for commitments made at the meeting place or negotiation table, or otherwise through agreements.
69. Meeting place or negotiation table forums could be held regularly or on an exception basis, depending on the needs and design of the regional governance arrangements. The regional interface will play a role in disseminating regularly collected and analysed implementation data so that improvements and adaptations to policy, programs and services can be made. This would enable successes and challenges to be shared with key stakeholders.
Toward a national representative body
70. While the Empowered Communities proposals put forward ideas to improve governance arrangements at the local and regional levels to enable local development outcomes, a national representative body is ultimately also needed.
71. A national Indigenous body is needed to consult with and advise parliament so that Indigenous people get a proper say in matters that affect Indigenous lives. The proposal for this national interface is not explored in this report. However, it is an integral part of our envisioned package of reforms to build Indigenous empowerment, responsibility and leadership into the national institutional framework for Indigenous affairs. The establishment of a national Indigenous body in the Constitution should be considered as part of the package of reforms to effect Indigenous recognition.
4. Incentives supporting reform: Aligning incentives and investing in development agendas, not just programs
1. Current funding arrangements entrench and exacerbate Indigenous disadvantage and dysfunction, rather than ameliorate it. There are five systemic problems that underpin ineffective and inefficient funding arrangements.
Five systemic funding problems in Indigenous affairs
2. First, we have expenditure growth without achieving outcomes, a situation that cannot be tolerated any longer. A more effective approach is needed to achieve development outcomes.
3. Second, the current approach is almost entirely supply driven. Public funds are directed by Canberra, Perth and so on, with little or no demand-side input from Indigenous people.
4. Third, there is a large industry with vested interests servicing Indigenous dysfunction and disadvantage. There is truth in Andrew Forrest's assertion that the employment services industry, for example, has become a 'cash barbeque'.
5. Fourth, there are too many layers of bureaucratic process and red tape that must be navigated before funding 'hits the ground'.
6. Fifth, there is an ongoing lack of transparency around funding spent in localities and regions, which prevents better investment decisions from being made.
Expenditure growth without outcomes cannot be tolerated
7. The productivity challenge presented in Indigenous affairs is that there are far too few outcomes achieved for the money that is spent. The amount of tangible change that can be seen for the substantial level of investment is frustratingly small and there is a desperate need to achieve stronger results with the funds available.
8. As shown in Figure 4.1, it is estimated that $30.3 billion (or 6 per cent of total direct expenditure) was spent by states and territories on services for Aboriginal and Torres Strait Islander Australians in 2012–13. Estimated expenditure per person in 2012–13 was $43,449 for Aboriginal and Torres Strait Islander Australians, compared with $20,900 for other Australians. While much of this expenditure is on mainstream services ($24.7 billion) used by all Australians, a portion is described as specifically addressing Indigenous disadvantage ($5.6 billion). Mainstream expenditure is apportioned using measures of Aboriginal and Torres Strait Islander and non-Indigenous service use. Where individuals have little direct impact on expenditure (for example, in defence), Indigenous expenditure is estimated using the Aboriginal and Torres Strait Islander share of the total Australian population.
Source: Steering Committee for the Review of Government Service Provision (SCRGSP) 2014, 2014 Indigenous Expenditure Report, Productivity Commission, Canberra.
9. The $22,550 per person difference in total expenditure between non-Indigenous people and Indigenous people in 2012–13 is attributed to the combined effects of:
- greater intensity of service use ($15,438 or 68.5 per cent)—because of greater need, and because of the younger age profile of the population
- higher cost of providing services ($7,112 or 31.5 per cent)—for example, because of location, or because targeted services are provided in addition to mainstream services (for example, Indigenous liaison officers in hospitals).
10. Poor results drive increases in spending and services to respond. The National Commission of Audit concluded that 'growth in Indigenous spending and programs has largely been driven by ongoing poor outcomes for Indigenous Australians and various attempts to address this'. The announcement of the Closing the Gap framework and various national partnerships to address poor outcomes for Indigenous Australians has resulted in significantly increased levels of investment. Many governments talk up the unprecedented level of investments to help address Indigenous disadvantage, but there is little to boast about when it comes to demonstrable outcomes.
11. There is a clear need not merely to sharpen what is being done, but to stop what is being done and do something entirely different. Neither governments nor Indigenous people can expect to draw on an increasing pot of budget appropriations. Many programs don't work but continue to receive funding regardless. Like the bewitched broomsticks in The Sorcerer's Apprentice that continue to multiply, new initiatives are piled on top of old ones that have failed. Simply doing more, by way of providing more services and more programs, cannot produce a different result.
12. Taxpayers and Indigenous people themselves should rightly expect better outcomes for the amount of public funds expended. A rigorous strategy must be applied to ensure funding is used more productively to support Indigenous development.
A supply-driven approach
13. The current funding regime in Indigenous affairs is almost entirely supply driven. Public funds are centrally directed by Canberra, Darwin and so on to address the huge array of Indigenous need in a too-often indiscriminate and incoherent way—with very little regard to the views of Indigenous people about their development needs and no direct feedback loop that results in improved service delivery. It is not a demand-driven system. It is a supply-driven system that shows signs of having been captured by the suppliers.
14. There is an iterative relationship between supply and demand when it comes to responsibility, empowerment and services. Improvements in demand can cause improvements in supply, and improved supply can in turn generate demand. Yet in Indigenous affairs, there is no demand-side input at either the program level or the macro level to determine funding allocation to different program areas.
15. Where government provides services directly to Indigenous people, it is funder, purchaser and provider. There is simply no avenue through which Indigenous people, the users of the services, can exercise choice or even influence in any real way the spending patterns or the actual services provided and their quality.
16. Where government is not funder, purchaser and provider, then they are both funder and purchaser when they engage non-government organisations (NGOs) as providers. For non-Indigenous NGOs providing services to Indigenous people, principal accountability is to government under the terms of the funding contract. It is hard to find examples of accountability to the people who are meant to benefit. It is government as the funder that will decide if a provider will get another contract.
17. At the macro level, despite rhetoric from all governments about the importance of promoting Indigenous responsibility, economic development, education, jobs, home ownership and business creation, public funds continue to flow through a welfare paradigm.
18. Taking Queensland as an example, by far the largest category of spending on Indigenous people is in the form of social security support, with annual expenditure of more than $1.2 billion in 2012–13, as shown in Figure 4.2.
Source: Steering Committee for the Review of Government Service Provision (SCRGSP) 2014, 2014 Indigenous Expenditure Report, Productivity Commission, Canberra.
19. Likewise, in terms of the Indigenous-specific spending shown in Figure 4.3, passive services and the welfare model dominate.
20. For example, as illustrated in Figure 4.3, a substantial proportion of Indigenous-specific funding is spent on housing services, which includes funding for social housing assistance and rental market assistance, homelessness services, and home ownership assistance. In 2012–13, these services cost $180 million. Only 4 per cent of this total housing services budget was spent on home ownership assistance, as shown in Figure 4.4.
Source: Steering Committee for the Review of Government Service Provision (SCRGSP) 2014, 2014 Indigenous Expenditure Report, Productivity Commission, Canberra.
21. While both the Australian and Queensland governments state that they support economic prosperity and home ownership outcomes for Indigenous people, there is no indication that substantial funding is being used to enable opportunities for home ownership to be created or taken up.
22. The sunk costs involved in providing social housing as a permanent destination (indeed, it remains the only housing option in much of remote Australia) are not sustainable in a climate of increasing resourcing constraints, and rising construction and maintenance costs. Investment in this 'social housing for life' welfare model must increasingly shift to create pathways away from the welfare model and to achieve home ownership and independence outcomes that Indigenous people, like other Australians, aspire to.
23. As can also be seen in Figure 4.3, $30 million was spent on Indigenous-specific preschool education and childcare services (early childhood development), showing it to be a relatively low-order priority. One can ask, has expenditure on high-quality early childhood programs been appropriately prioritised? It would appear not. This should be a priority area for expenditure, given the large positive impacts early childhood programs can have. These benefits are particularly relevant to the Indigenous population, given its youthful profile (children and youth represent 57 per cent of the total Indigenous population) and the developmental challenges faced by many Indigenous children (Indigenous children are more likely to start school with twice as many developmental challenges). However, early childhood is simply not accorded the same priority under a welfare-dominated model of funding allocation as it would be under a development approach. Under a development model rather than a welfare one, funding for capability building would be given high priority. High-quality early childhood programs can have large positive impacts for disadvantaged children across a range of outcomes later in life.
24. The connection between supply and demand must be strengthened, including reorienting funding flows to respond to Indigenous-led development priorities. Reforms on this front would be consistent with the Harper Review's draft recommendations on competition policy, which state that user choice should be at the heart of service delivery and that it must be recognised 'that consumers are best placed to make choices about the human services they need most and design service delivery, wherever possible, to be responsive to those choices'.
Industries of dependence
25. There are whole industries and vested interests, involving big money, riding on the back of Indigenous disadvantage. Over recent decades, the role of Indigenous leaders and organisations has been progressively sidelined, while governments' and service providers' interests in the Indigenous industry have exponentially grown. Yet centralised bureaucracies with little or no understanding of Indigenous lives do not know what is required, and external providers also often lack the capacity necessary to create change. Most fundamentally, government and service providers simply cannot provide the Indigenous leadership that is required to drive change. While the provision of government services can be outsourced, leadership cannot.
26. The dramatic expansion of large external service providers, including for-profits and not-for-profits, has occurred as government has increasingly outsourced service delivery. Huge flows of government money, across Indigenous mainstream and Indigenous-specific expenditure, now flow to large external organisations, with little support for Indigenous organisations and leadership. This shift especially accelerated following the demise of the Aboriginal and Torres Strait Islander Commission (ATSIC) in 2004. The outcomes have not been good, neither for Indigenous people nor for Indigenous organisations. Even Peter Shergold, a senior Australian Government public servant directly involved in overseeing many of the outsourcing reforms that have brought us to this point, has acknowledged the fundamental problems that have been created and that must now be dealt with.
27. The truth of Andrew Forrest's remarks about the existence of a 'cash barbeque' in employment services can be seen on a daily basis. An army of providers make a profit or busy themselves in gainful employment, while Indigenous people sit passively by being 'serviced' while waiting for employment opportunities to arise and as outcomes continue to worsen.
28. Since the establishment of the Job Network in 1998 to enhance efficiency (now Job Services Australia), the Australian Government has contracted a network of organisations to deliver employment services to jobseekers receiving welfare payments. This change has seen the rise and rise of large external providers. Organisations such as Mission Australia and the Salvation Army have won very large contracts since the change.
29. Despite the size of the industry and despite the fact that the employment services sector is producing notoriously poor outcomes for Indigenous people, there are very few Indigenous organisations involved in providing employment services. The scale and capacity of large external providers means that Indigenous-led local and regional organisations cannot compete to win large government tenders. The Forrest Review report notes:
Competitive tendering processes are likely to continue to deliver lowest common denominator outcomes for remote communities … First Australian organisations that could rise to the challenge and perform well will continue to miss out. The standard and polish of their tender documentation will rarely be competitive with that of an experienced non-government organisation (NGO) with multiple business arms, and staff with a dedicated focus on winning government tenders.
While on paper the product may look good, in practice it frequently fails to connect with the real needs of local people. The essential mutual trust between a service provider and its clients is hard to achieve with a fly-in fly-out service or where a big NGO or private provider has no demonstrated relationship with the community. The disconnect leads to under-usage, poor service and fails to meet local needs.
30. Often external providers have underdeveloped local networks, restrictions to delivering services through visiting community staff, limited opportunity to understand what other services are being delivered in the community, and are unable to develop close relationships with other providers.
31. In an employment services industry that is dominated by large external service providers, Indigenous leaders and organisations struggle to make their voices heard to improve productivity. The large external organisations are also highly influential in terms of the formulation of government policies and public debate.
32. In other areas too, vested interests have a very real impact. While the people involved are likely to be well intentioned and genuinely committed to their work, they are working through a system that is dominated by social provisioning objectives that have undermined Indigenous responsibility and control. How can the army of bureaucrats whose careers involve delivering social housing also lead a shift to creating more home ownership outcomes, including investing in land administration and local governance? The current abysmal results in this area are entirely predictable.
33. The demise of ATSIC could have provided opportunities to better support Indigenous reform leadership and Indigenous organisations. Instead, the focus landed on establishing new bureaucratic structures and transferring the relatively smaller amount of Indigenous-specific funding, along with functions that had been ATSIC's responsibility, to government departments to manage. There were only limited attempts to effectively merge Indigenous-specific with larger non-Indigenous-specific funding streams to achieve better outcomes. There was no attempt to devolve responsibility from government to Indigenous people themselves to ensure that Indigenous people had a say in the services to be delivered—the system of contracting out was undertaken by a distant and centralised bureaucracy. With few exceptions, little attention was given to enabling competent Indigenous organisations to compete on a more level playing field with the big NGOs in national competitive tendering processes as the transition from ATSIC occurred. Since the demise of ATSIC, many Indigenous organisations have been defunded and closed down. Remaining Indigenous organisations are forced to chase funding according to the priorities of the government of the day under short-term, uncertain and highly prescriptive funding arrangements, almost entirely from the limited Indigenous-specific funding streams.
34. The importance of Indigenous leadership and organisations for achieving development outcomes must be recognised and appropriately supported via funding arrangements.
Red tape and a plethora of disconnected programs
35. Funding arrangements in Indigenous affairs mean that a great deal of public monies never 'hit the ground' to benefit Indigenous individuals and families. Vast swathes of funding are absorbed by the red tape of administration within the government bureaucracy, and on the 'middlemen' between government and Indigenous people.
36. Australian Government funding is frequently delivered through state and territory governments, and then to those who provide services to Indigenous individuals and families. As a funding distribution mechanism, such an arrangement is clearly inefficient. There are just too many steps in the chain where those in the middle 'take their cut' before funding hits the ground. There is significant overlap between the Commonwealth and the states and territories, and within each level of government across portfolios. This has led to the implementation of multiple programs across both levels of government and across portfolios, resulting in duplication, complexity, lack of coordination and a lack of direct accountability for failure to achieve results. The National Commission of Audit considered changes to address these inherent problems 'vital' to improve results.
37. The bureaucratic maze of funding arrangements means that contract management and reporting obligations take up a great deal of time and energy of both the funders and the funded. For example, Roebourne in Western Australia has a population of 1,150 but is reported as having 67 local service providers and more than 400 programs funded by both the Commonwealth and the state. In another example, Ceduna in South Australia is reported to have as many as 95 programs focusing on youth problems alone.
38. In 2013, the Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women's Council received total funding of approximately $10 million. The Women's Council was required to enter into 41 agreements with agencies of the Commonwealth and the governments of South Australia, Western Australia and the Northern Territory. These arrangements imposed a huge administrative burden on the Women's Council, which in just one year was required to submit more than 120 financial reports and nearly 100 non-financial reports. In 2010, the Women's Council estimated that it had spent 7,399 hours seeking funds, dealing with funding bodies and complying with reporting requirements, reviews and evaluations.
39. It is no surprise that there are some striking examples of inefficiency and the high cost of administration on the public record. For example:
- A report of the Office of the Northern Territory Coordinator-General for Remote Services in 2012 shows that of $587.3 million of Commonwealth funds allocated to the Northern Territory Emergency Response in 2007–08, '[m]ore than half of the funding ($320.8 million) was for departmental expenditure and capital expenses to meet the costs of increased personnel, staff accommodation, infrastructure upgrades and improving IT capacity across agencies'.
- An Australian National Audit Office report from 2010 showed that a program that provided subsidised home loans to Indigenous people through the Department of Families, Housing, Community Services and Indigenous Affairs and Indigenous Business Australia had achieved 15 loans with a total value of approximately $2.7 million, but administration costs were approximately $9.9 million. The average loan was approximately $178,000 and administration costs averaged $660,000 per loan.
40. Government machinery must more directly and efficiently migrate funds to make an impact in the lives of the Indigenous people for whom they are intended.
No transparency of funding flowing through government to Indigenous people
41. Despite the substantial levels of Indigenous-specific and mainstream expenditure, there is not the transparency needed about funding flows at a local or regional level.
42. Indigenous organisations benefit primarily from a relatively modest portion of the $5.6 billion of Indigenous-specific funding. Currently, Indigenous organisations compete through competitive open tendering processes against large external providers to gain a share of these funds, such as under the Indigenous Advancement Strategy. The vast bulk of Indigenous expenditure is, however, the mainstream expenditure of $24.7 billion, over which Indigenous people, leaders and organisations have even less chance of securing any control or accountability. While some of these funds are distributed via open tendering processes, or otherwise to Indigenous organisations, a great deal supports government departments, their programs and administration. The inefficiency and high administration costs associated with a number of particular programs has already been noted, but it has been suggested that government administration costs associated with Indigenous funding may be in the order of 70 per cent as a general rule. Despite this, there is no routine publication of information by departments to account for what is spent within departments, and it is not possible to tell how many public servants in Canberra, Melbourne and so on devote their time to providing services to address Indigenous disadvantage to little effect. Nor do departments regularly publish information about the flow of funds to service delivery organisations. In these conditions, the efficiency and effectiveness of the expenditure of very large quantities of funding that is notionally for the benefit of Indigenous people remains opaque.
43. In particular, there has been longstanding concern about the fairness of the Northern Territory Government receiving high funding appropriations from the Commonwealth allocated on the basis of Indigenous disadvantage, yet this funding is spent in a way that over-represents the interests of non-Indigenous people based in Darwin.
44. Similar concerns may well apply to substantial proportions of the mainstream Indigenous funding expenditure. Indigenous reform leaders cannot access the information they need in order to advocate for changes to the way $24.7 billion is spent for the benefit of Indigenous people in mainstream service delivery. There is no visibility except at the broadest levels of how the very substantial levels of mainstream investment across Australia in key areas such as health, education, housing and employment are being used to improve outcomes for Indigenous people.
45. The lack of transparency means it is not possible for Indigenous people to hold governments to account for the use of public money ostensibly spent to benefit Indigenous people.
46. The lack of information about program-level funding at the place-based level also means that it is not possible to make any comparison of the cost effectiveness of particular place-based initiatives, which is also information vital to learning the lessons of different efforts.
47. To inform decisions about the more effective investment of funds, we must have greater transparency about government administration costs, spending provided to organisations, and program-level funding at the local and regional levels. Indigenous people must be able to ensure that money intended for remote areas and to benefit Indigenous people is being used to benefit them.
The reforms needed
48. Investment must be directed through a coherent policy framework. Funding should support an Indigenous-led development approach to reverse the decades of top-down prescription and centralised funding of programs that has put bureaucratic imperatives above the needs of service users—that is, Indigenous people.
49. Rethinking how services are purchased, and increasing the direct accountability of providers to Indigenous people, will lead to improvements in efficiency and effectiveness. There is a need to migrate funds from the welfare/service delivery framework so that they can far more directly 'hit the ground' for the benefit of Indigenous individuals and families, including by using incentives wherever possible.
Addressing shortfalls in the Indigenous Advancement Strategy
50. The Australian Government's Indigenous Advancement Strategy (IAS) has introduced funding reforms. It is seeking to shift toward a more outcomes-based funding regime, and to streamline contracting and reporting obligations in order to reduce red tape for a substantial portion (but not all) of Indigenous-specific Commonwealth expenditure.
51. For many organisations, the changes may be able to deliver longer-term, simpler funding and reporting arrangements. The IAS allows for projects to be funded for up to three years and, where possible, will establish a single funding agreement between the Department of the Prime Minister and Cabinet and each funded organisation. For example, as the Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women's Council has 23 Commonwealth funding agreements (11 with the Department of the Prime Minister and Cabinet and 12 with the Department of Social Services), it is expected that the IAS will allow these arrangements to be at least partially rationalised.
52. Although there are likely to be some improvements, such as under the IAS, there are two major shortfalls in the approach.
53. First, there remains no robust strategy in place to direct where and how money should be spent. Under the IAS, organisations are asked to make a funding case based on need against the key policy objectives of 'getting kids to school, adults to work and making communities safer'. But Indigenous need is almost endless, and can easily be fitted against these broad policy parameters. The IAS provides no guidance and rigour to ensure that investment is directed through a development framework. It is up to the bureaucracy to assess these funding proposals against the stipulated criteria. How can panels of bureaucrats know what is needed for development on the ground and how could they assess what is and what is not a worthwhile investment proposal? This aspect of the new IAS system does not answer the reform imperative and needs to evolve into a demand-driven system that uses the rubric of development agendas as the basis for assessing investment proposals.
54. Second, there is nothing under the IAS that purposefully supports and builds Indigenous reform leadership and Indigenous organisations. It is not clear how Indigenous organisations have fared in the first round of funding announced under the IAS compared to larger NGOs and other organisations with more expertise in grant writing, but who cannot provide reform leadership.
Investing in Indigenous-led, place-based development agendas
55. Reform is necessary so that funding can be more productively funnelled towards driving development rather than promoting dependence. The end point for these reforms must be that all spending affecting Indigenous people—approximately $30 billion across the nation—is used to drive development. This process must be staged so as not to create too much disruption on the ground, but it must be understood that disruption is a necessary consequence of funding reform. In Empowered Communities regions, all relevant funding agreements will progressively be designed to tilt multiyear funding towards organisations that are committed to the Indigenous Empowerment reform agenda.
Transparency over all regional and local spending
56. Establishing transparency over the flows of public finance spent on Indigenous Australians at a place-based level is a fundamental precursor for Indigenous parties to engage with government on a level playing field. Transparency should cover all Commonwealth, state and territory expenditure relating to Indigenous Australians so that Indigenous people can understand the pool of Indigenous-specific and mainstream funding that flows to programs and services in their areas.
57. This can assist to inform, for example, areas of Indigenous mainstream expenditure over which Indigenous people should have greater influence and control, or funding that should be allocated to the pool established to support development agendas.
Pooled funding to support place-based development agendas
58. A critical component of the Empowered Communities financial reforms is the establishment of pooled funding in each of the Empowered Communities regions. Pooled funding on a regional basis is necessary to break down the silos and structural rigidities caused by having funds tied to specific programs and agencies. Such reform would allow much greater flexibility in allocating funds towards the regions' development needs.
59. The pools should be established as government accounts into which funds for each region are transparently deposited, and from which funds are allocated. Consideration should be given to the idea of outsourcing the administration of these pooled account funds to an appropriate accounting services provider, with the aim of making the operation of these funds as efficient as possible. Governments would still have the necessary authorities over decisions about these pooled funds, but administrative functions could be outsourced.
60. The more funds are consolidated within the regional pools, the easier it will be for government and Indigenous people to work together to drive development. As a practical starting point, it may be most appropriate to simply consolidate all Department of the Prime Minister and Cabinet funding for each region, including all IAS funding, within regional pools. The Australian Government's recent IAS reforms provide a useful starting point for these efforts, as the streamlined IAS funding now only needs to be moved to the regional pools.
61. In the medium term, these funds should be augmented with the addition of funding from other Commonwealth agencies, such as the Department of Social Services, state government Indigenous-specific funds (such as the funds used as part of the NSW Local Decision Making model) and mainstream funding.
62. This process could be informed by a regional analysis to identify areas of mainstream Indigenous funding that can be migrated into the pool. For example, if under the development agenda it is identified that disengaged, at-risk or offending young people are to be a focus of a different approach, an allocation of money to the Empowered Communities pool could be made on the basis of prorating a portion of the mainstream funding that supports juvenile community corrections orders, according to the administrative data showing the number of juveniles on community corrections orders in the region. On the other hand, it may be unlikely and unfeasible for an Empowered Communities region to have a prorated portion of the mainstream funding that goes to juvenile detention services.
63. Consideration should also be given to whether special purpose payments provide a mechanism for migrating funding into the pool. Consideration should also be given to whether special purpose payments provide a mechanism for migrating funding into the pool. Over time, the Australian Government could consider transitioning a proportion of the huge quantity of 'to' and 'through' payments made to the states and territories, which in 2012–13 amounted to $92 billion dollars, into the Empowered Communities pool. This would enable the Empowered Communities partners to use the funding more directly to support goals of the long-term development agendas, and effectively reduce the amount of funding lost on 'middleman' costs that occur currently under Commonwealth funding transfer arrangements to the states and territories.
64. In the long term, to enable direct appropriations, consideration could be given to whether Empowered Communities regions could become a party to the Commonwealth payments in the same way as the states and territories, which has been framed by the Intergovernmental Agreement on Federal Financial Relations since 1 January 2009.
65. The allocation of the pooled funds would be subject to negotiation between government and the Indigenous governance structure, formalised in the investment agreements. Over time, this process would allow for spending to increasingly be directed towards place-based development objectives. This transition must be staged, to take account of the long-term funding agreements already in place and the need to minimise disruptions on the ground.
66. Critical to the success of pooled funding arrangements is the establishment of associated streamlined government decision-making that allows governments to flexibly direct pooled funds towards agreed development priorities. Where pooled funds are entirely from the Commonwealth Government, a senior Commonwealth officer would have authority regarding the funds' use and be responsible for ensuring that the spending was directed as agreed. Where state money is involved, a state counterpart would have similar authority.
Directing funds outside the pool
67. While the aim will be to consolidate as much funding as possible within the regional pools, driving placed-based development agendas will also require that Indigenous parties and government reach agreement on priorities relating to funds outside the regional pools. For example, it is unlikely that education and health spending will soon be consolidated within the regional pools, but both areas remain critical to achieving development.
68. To address this, the negotiated investment agreements will also have implications for funding outside the regionally pooled funds. This may include directing funds from various Commonwealth and state agencies to high-priority areas identified in the development agendas. Likewise, it must include scope for negotiating the policy details of how money is spent. For example, it may include redirecting additional funding towards school education and identification of specific policy priorities, such as the introduction of evidenced-based pedagogical approaches.
Alignment and collaboration
69. It will not be possible for the development agendas and investment agreements to cover all regional priorities and activities—these documents will not be exhaustive and much important work will occur outside their purview. However, there must be scope for promoting alignment and collaboration across all activities relevant to the challenge of development. Such alignment and collaboration can be promoted by governments, ensuring that all relevant publicly funded activities in the region:
- incorporate the metrics and targets of the development agendas as part of their performance management framework and report progress to the Indigenous governance structure
- provide plans and programs for review by the Indigenous governance structure.
70. These measures will provide incentives for all relevant organisations to play their part driving reform and help tilt all activities towards driving development.
71. Figure 4.5 summarises these proposed funding reforms and illustrates how they can be progressively expanded over time. This expansion must be based on success being achieved on the ground as the justification for greater effort by government to free up resources so that they can be directed squarely towards achieving development. Such an approach will incentivise all parties to work together to drive reform.
Note: 'All Indigenous spending' is defined as each region's share of all Indigenous-specific and mainstream spending, currently estimated at $30 billion across the nation.
Indigenous people, leaders and organisations increasingly driving development
72. Under Empowered Communities, place-based development agendas are at the heart of funding decisions and are to be a key tool for Indigenous people, leaders and organisations to increasingly drive development.
73. To ensure Indigenous people can play an expanded role delivering under development agendas, the impact of the sheer size and scope of the external NGO sector in adding to the disempowerment of Indigenous people needs to be acknowledged by government and the sector itself. Quite unintentionally, large NGOs are a part of the welfare passivity problem that plagues Indigenous Australia. It is time for NGOs and Indigenous reform leaders to work together to address this situation and plan, as development agendas are prepared, for a transition away from service provision dominated by large NGOs in Empowered Communities regions to arrangements that allow Indigenous responsibility and leadership to grow.
74. In such a transition, NGOs would continue to have important but different roles to play. There would be some continuing service delivery functions for NGOs where those organisations are unequivocally the best equipped in terms of expertise or overall capacity to deliver a service or program. This report proposes that as development agendas and investment agreements with governments are settled, the Indigenous reform partners would have a shared role with governments in the decision-making process for service delivery within their regions. Many NGOs would be well placed to play a valuable support role to Indigenous organisations wanting assistance to strengthen capabilities as they take on different roles. There is much to be learned from NGOs that have operated successfully, and engaging NGOs in this type of role would start to shift their involvement in Empowered Communities regions from one that exacerbates Indigenous disempowerment to one that helps build empowerment.
75. Strong Indigenous-led organisations are necessary for driving reform. Indeed, the Empowered Communities agenda has been led by a group of eight Indigenous organisations with a track record of success, and the value of strong Indigenous organisations is increasingly recognised. Reforms are required to ensure that strong Indigenous organisations play a leading role driving change under the development agendas. In addition to the transition away from large external NGOs, and potential capability transfer during this phase, further reforms are needed to position strong Indigenous organisations, without departing from the merit principle, in terms of (1) changes to the way service delivery organisations are selected, and (2) how funding contracts are developed with funded organisations.
76. First, in terms of selecting organisations as service providers, reform is needed to appropriately recognise the strengths of local Indigenous-led organisations driving development. In particular, the allocation criteria of all relevant grants and procurement requires change to clearly and transparently recognise the strengths of local Indigenous-led organisations (such as those in Table 4.1), and a track record of success and commitment to driving development. These criteria should be used when making funding allocations, deciding on contract duration the level of devolved authority to the organisation, and rewarding performance.
|Criteria||External providers||Strong Indigenous organisations|
|Capacity building||Limited support for local capacity||Necessarily involve direct investment in building local capacity of staff and leadership|
|Leadership||Relies on external, normally short-term, non-Indigenous leadership||Creates a space for local leadership to drive change in their communities|
|Accountability||Exclusively focused on 'upward accountability'||Have downward accountability mechanisms including membership, elected boards, support from representative organisations, personal relationships of staff|
|Local solutions||Varied capacity to respond to local issues||Focused on innovating to respond to local circumstances|
|Knowledge and expertise||Limited local knowledge||Deep local knowledge based on depth of lived experience and lifetime of commitment from staff and leaders|
|Accessibility||Deploy mixed methods for local engagement||More likely to be accessed by Indigenous people|
77. Second, it is necessary to reform how Indigenous organisations are funded to deliver on their responsibilities. Based on lessons from the Australian and international experience, it is possible to identify a set of characteristics common to funding models that have supported organisations to achieve development outcomes. Funding agreements made with Indigenous organisations funded as part of Empowered Communities should:
- include an agreed performance management framework that provides incentives for organisational effectiveness in delivering on development agendas
- explicitly cover core governance functions, operational overheads and defined areas of activity
- provide certainty through secure funding for the medium term (three to five years)
- be accessible based on minimum requirements/standards, which include the regionally developed opt-in criteria
- require downward accountability mechanisms undertaken by the funded organisation.
78. Funding agreements of this nature would support local innovation and decision-making, strengthening the role of high-performing Indigenous organisations and their leaders as the catalysts for development.
Funder, purchaser, provider
79. Reformed purchasing arrangements should be implemented to ensure that Indigenous people are able to play a stronger role in leading development in their regions. Such reform would reposition Indigenous people so they are no longer merely passive recipients of government-funded services. These changes can provide Indigenous people with more control over areas of both mainstream and Indigenous-specific funding, and provide a mechanism to ensure that government and large external providers are not dominating in areas that rightly require Indigenous leadership and responsibility.
80. In order to create demand-driven markets, avenues are needed for services to be 'bought' by Indigenous people instead of 'provided'. Indigenous people need to be in the funding food chain as the purchaser or co-purchaser. It is the person who holds the purse strings or the contract who also holds the power over the provider. And while government has introduced the notion of 'contestability' with a great deal of enthusiasm in Indigenous affairs, the notion of the funder, purchaser and provider split and of Indigenous people holding any purchasing and consumer power is notably absent. Contestability has not delivered better outcomes from the Indigenous budgetary outlay—this much, at least, is clear today.
81. In the ideal case, the purchaser should be the consumer in order to lead to more rational decision-making and use of funds. If, for example, this were the case in relation to the construction of new housing in remote areas, this would lead to more rational decisions being made about delivery. No one would want to pay $500,000 or more for the cost of the houses in these locations, yet this is the vicinity of the cost to government and the taxpayer of housing being built under the $5.5 billion investment into remote Indigenous social housing introduced by the Rudd government in 2008 under the National Partnership Agreement for Remote Indigenous Housing.
82. In order that the purchaser of services should be the Indigenous consumer more often, the use of a voucher system should be considered wherever possible. These vouchers could be for individuals or households—for example, to replace existing Indigenous Business Australia home loan subsidies. In this way, rather than having to rely on a monopoly government lender to access a subsidised home loan service, Indigenous people could access their home loan subsidy as a voucher so that it is portable and can be used to help them access finance through mainstream banks (in the same way that the first home owner grant was portable, for example). This would increase the purchasing power of the Indigenous consumer and remove the monopoly of government as both purchaser and provider of the Indigenous home loan subsidy. It also establishes mainstream banks in the position of lender, and they will provide a reality check about the scope for private sector lending on leases on Aboriginal land and what new or additional policy responses may be needed to ensure that titles are fungible.
Purchasing and co-purchasing
83. In addition to ensuring that the purchaser of services is more often the Indigenous consumer of those services, allowing for purchasing decisions to happen closer to the ground (for example, through a decision-making board) creates greater opportunity to draw on local knowledge to efficiently target available resources at place-based priorities. Where services are purchased under the prime contractor model, a single NGO then manages the funding and contract for the service delivery, reporting back to the decision-making board as required.
84. The prime contractor model has emerged in the context of fiscal austerity and the search for greater efficiency. The model introduces greater flexibility and reduced administrative burden, as contracts between the prime contractor and providers are not subject to the same tendering rules that apply in the public sector.
85. The prime contractor model is already in use in Australia, although it has not been used with the aim of enabling Indigenous purchasing power per se. It is used in the Commonwealth's Communities for Children initiative to provide locally tailored solutions to improve child wellbeing and development. The use of the prime contractor model in Australia tends to focus on partnership-type or consortium approaches to deliver services to a specific area and/or to a specific client group, and can result in innovative trials driven by community or not-for-profit organisations.
86. In areas where direct purchasing is not feasible, co-purchasing arrangements should be considered. In contrast to the prime contractor model, co-purchasing would require joint agreement through the Indigenous regional governance mechanism and government. Government would continue to have responsibility for performance management and tender administration, managing contracts and funds.
87. The regional governance mechanisms proposed under Empowered Communities can be enabled to make purchasing or co-purchasing decisions for designated categories of service delivery under the prime contractor model. These may include areas of employment, housing, health and education services, for example.
88. There is potential under this model for Commonwealth funding to bypass the states and be provided directly to the regions. To incentivise success, use of the prime contractor model should be expanded and more autonomy provided to the prime contractor on the basis of performance.
89. Shifting purchasing or co-purchasing responsibility could also be used to increase Indigenous decision-making power under the IAS and place more responsibility with Indigenous people with intimate knowledge of their regions. Figure 4.6 shows how purchasing and co-purchasing arrangements can increasingly be used to bring about a split in the funder, purchaser and provider roles and reduce Indigenous reliance on government.
Linking incentives to results for Indigenous people—the 'race to the top'
90. In the international aid arena, tight budgets and the failure of traditional funding arrangements have increasingly led to performance-based provision of aid to incentivise reform and create a 'race to the top'.
91. For example, ex post rewards, such as those established through the Millennium Challenge Corporation (MCC) since 2004 under President George W. Bush, have been effectively used to strengthen the reform-mindedness of possible recipient countries, and to ensure that development assistance is directed to those who will use it more effectively. The MCC introduced an experimental new approach of applying positive conditionality to aid to incentivise a reform agenda focused on three core elements: ruling justly, investing in people and fostering economic reform. A highly competitive selection process sees potential partner countries evaluated on the basis of third-party data against a 'scorecard' indicating their commitment to the reform platform. By being selective, MCC has created a race to the top, with countries competing to perform best on the public scorecards, which have been independently assessed to be one of the most influential tools to incentivise reform.
92. While the anticipation impact of the MCC's competitive selection process has been found to be strong, the MCC effect continues after selection for investment. Once declared as eligible for investment, countries prepare and negotiate compact proposals that will reduce poverty and promote economic growth, and this stage is also competitive. The partner country is expected to take ownership of the investment and to ensure that it is not wasted or diverted. Once a pledge and a promise are made under the compact, strict accountability applies over the life of the investment to deter backsliding and reform reversals. Compacts are suspended or terminated if there is a pattern of action inconsistent with the reform program.
93. Indigenous affairs must do a great deal more in order to harness the strength and scope of the incentive effect.
94. The fact that Indigenous people must play a leading role in bringing about change to overcome disadvantage is a truism, yet it is far from a reality. Rather than continue to chase dysfunction and endless need in Indigenous affairs, some funding should be put to work to create a 'race to the top' and to incentivise the adoption and maintenance of the Indigenous empowerment reform agenda. A system of incentives should be agreed so that Indigenous people, leadership and organisations have 'skin in the game' and so that people are galvanised to work together to achieve positive change.
95. There are many examples across Indigenous affairs where incentivising reform leadership could substantially improve outcomes. For example, we outlined in Chapter 3 the need for 'inside-out' partnerships, rather than simplistic 'top-down' or 'bottom-up' approaches. Alcohol restrictions in Queensland's Indigenous communities and in Fitzroy Crossing (Western Australia), the Groote Eylandt Liquor Management System (Northern Territory) and the Tennant Creek Alcohol Management Plan (Northern Territory) were described as having emanated, originally at least, from such an 'inside-out' partnership. The lack of clear transition goals and incentives linked to the normalisation of alcohol-related harm levels (for example, alcohol-related crime and hospital admissions) meant that these original coalitions of Indigenous reform leaders, including many senior women, have not been well supported or their efforts built upon.
96. In Queensland, for example, others (often Indigenous leaders on local councils) were not motivated to help drive positive changes, but rather have been able to play an easy game of 'wedge politics'—for example, by suggesting the policy was based on discrimination, rather than being a necessary response that could be adjusted once harm levels were normalised. An incentives framework linked to reducing levels of alcohol-related harm could have strengthened Indigenous reform leadership to drive positive change (see Figure 4.7).
Incentivising individuals and families through direct opportunity investments
97. Aligning incentives for individuals and families in this way requires welfare reform. Australia's welfare system creates disincentives for some people to work. The incentives must be changed to tackle long-term passive welfare dependence and the associated dysfunction with greater success.
98. Before describing how incentives can be transformed through direct investment in individual and family opportunities, it is instructive to consider briefly some of the lessons learned from welfare reform efforts to date, particularly the Cape York Welfare Reform model that has been more nuanced and tailored for rebuilding Indigenous society than other models.
Lessons from welfare reform
99. There are five key lessons that should be taken into account from welfare reform efforts, particularly on Cape York, to date.
100. First, income management has proven to be highly effective in achieving its key aims. It assists people to ensure their basic responsibilities are met and builds basic capability in terms of understanding one's primary obligations.
101. Income management has been the key welfare reform measure introduced under different models in various places across the country, including under Cape York Welfare Reform. Under the Cape York model, conditional income management orders are applied only where someone has failed to meet their basic obligations to get their children off to school, keep their children safe, abide by the law, or meet their housing tenancy obligations. Even then, conditional income management orders are only applied after conferencing by local commissioners through the Family Responsibilities Commission.
102. Income management has assisted those in Cape York who need help the most to ensure that the household rent and electricity bills are paid, and that money is available for children's clothing and food for the family. The evaluation of income management in the Northern Territory also shows that the mechanism of income management is highly effective at achieving its aims. Nearly all (99.8 per cent) of the income-managed portion of welfare payments was spent on the basic necessities and was protected from being spent on prohibited items.
103. Income management helps people to build capability in terms of their understanding of the primary obligation to use welfare payments to pay the rent and electricity, and to provide food and clothing for the household. In Cape York, people on income management orders are highly adept, for example, at using iBank facilities to track the allocation of Centrelink payments to pay for utilities and onto the BasicsCard.
104. Second, income management is not a tool to reduce welfare dependency; it is a tool to ensure that welfare-dependent people and their children get their basic needs met from the welfare they receive. It was never intended to be the means through which people would move from welfare to work, and it was not intended to be relied on to solve all the problems such as school attendance, alcohol consumption and gambling, and child protection. Public debate on the success of income management has obscured these facts. The plain truth is that income management was all about helping individuals and families in relation to their basic needs. And as far as that proportion of funds that has been managed is concerned, the money has indeed been used to address these basic needs. This is why the relevant facility is called a BasicsCard. It is highly misleading to say that income management has failed because it has not resulted in welfare-dependent people moving off welfare and into work.
105. Third, income management is a useful tool but must be buttressed with other efforts to (1) restore social responsibility, and (2) transition people from welfare to work. This was understood from the outset in Cape York. While there has always been a social responsibility dimension to the Cape York Welfare Reform model, including measures that buttress income management, there has not been a welfare-to-work element and this is a fundamental flaw that must be addressed in future reforms.
106. In terms of the social responsibilities agenda, under the Cape York Welfare Reform model, an income management order may be put in place where basic social responsibilities have not been met, and to stabilise the household situation for those who need it the most. But rebuilding social responsibility has been tackled by more than income management orders alone. For example, in terms of school attendance, Family Responsibilities Commission conferencing led by local commissioners, rather than the application of income management orders per se, has demonstrated a link to improved school attendance. In addition, effort has gone into transforming the schools themselves in order to lift educational attendance and performance. The benefit of these root-and-branch reforms undertaken over a number of years are now taking a firm foothold. Hope Vale is now consistently performing very strongly, and Coen is on track to have among the best attendance of any school in the state. School attendance in Aurukun has maintained a significant improvement since before the introduction of the Cape York Welfare Reform trial, but lifting it to a high level remains a challenge. There is ongoing frustration that other measures that could be used to help buttress school attendance, such as the prosecution of parents of chronic non-attenders, have not also been brought to bear to encourage the change sought.
107. By way of further example, in Cape York, there does not appear to have been any diminution in gambling and substance abuse as a result of income management imposed at the level of 60 per cent or 75 per cent of a person's eligible welfare payments. There had not been the ability to increase the proportion of a person's welfare payments subject to income management where drinking and gambling are impacting on a person's or family's ability to meet basic responsibilities to a high level until the introduction of a 90 per cent income management order in 2014. Within families, humbuggers continue to be able to demand cash to support their grog and gambling habits. And while the system could be improved, Cape York leaders have always maintained that income management alone cannot address alcohol and gambling but can provide one important element of more comprehensive efforts to restore social responsibility, also including:
- rebuilding social, cultural and spiritual intolerance of abuse, including through harnessing and building Indigenous reform leadership
- managing supply (including the suppliers of alcohol)
- managing money
- managing time
- fixing up home and community environments
- treatment and rehabilitation.
108. There remain large gaps across these areas under Cape York Welfare Reform, including, for example, in terms of the ongoing police action needed to enforce alcohol restrictions.
109. While it could be improved, efforts have been made to buttress the social responsibility agenda under Cape York Welfare Reform. In contrast, there has not been a welfare-to-work dimension and this has limited the overall effectiveness of the reforms. In the Cape York Welfare Reform model, there were no mechanisms to change the underlying incentives. There is still a rational price calculation involved that incentivises people to remain on welfare and this is the biggest impediment to bringing about greater self-reliance of many Indigenous people currently dependent on welfare. Tackling passive welfare means the incentives need to change and there must be a serious welfare-to-work solution put on the table.
110. Fourth, welfare reform measures should, as far as possible, apply universally. While a place-based Cape York Welfare Reform trial was the only possibility for pursuing a reform agenda, it is clear that people look to the universal rules and ask why this obligation applies to them and not to their neighbours. The Racial Discrimination Act 1975 (Cth) should always apply. It is important that people see the system applies fairly to all those on welfare. The Cape York Welfare Reform measures were consistent with the special measures provisions of the Racial Discrimination Act, not the least because the four communities involved had participated in a two-year planning and consultation process that enabled them to opt in to the trial. However, the suspension of the Racial Discrimination Act with the Northern Territory Intervention—and the fact that unlike Cape York, income management applied to everyone rather than those who were assessed by local elders to have breached their obligations—gave rise to a legitimate objection to discrimination.
111. Fifth, incentives must be changed so that people can see a clear fork in the road and be provided with a real choice—a pathway out of welfare. Those who put up their hands to take up the path of incentives and opportunities should be given the choice to assume obligations in return for opportunities.
112. Individuals should be able to voluntarily opt in, but communities too should be incentivised to encourage individuals to take opportunities. For example, targets could be set based on the proportion of individuals on welfare who opt in, and this could be the basis on which a place can fund economic development projects—for example, to develop local industries. In this way, incentives can ensure that even for long-term welfare-dependent families, the cycle of dependency can be broken for their children.
Providing an alternative to welfare—an Opportunity Support System
113. The recent McClure Review of Australia's welfare system confirms that a social support system must recognise the importance of personal responsibility on the path to self-reliance, and argues that a new social support system should be underpinned by mutual obligations that ensure the provision of support is matched by individual responsibility to develop personal capability and engage in training and employment. Creating an Opportunity Support System can achieve this goal.
114. An Opportunity Support System would change the flow of funds so they are used to support a far greater direct investment in opportunities for individuals and families, and could provide both efficiency and effectiveness gains.
115. First, in terms of efficiency, directly investing in opportunities means the same amount of funding could be used to benefit individuals and families but bypass the convoluted intergovernmental funding arrangements, middlemen and red tape involved in the usual provision of services and programs.
116. Second, in terms of effectiveness, such an approach can provide powerful encouragement for change. Funds can be used to incentivise individuals and families to 'step up' in terms of their aspirations so they can build their capabilities (such as through incentivising education opportunities) and their assets (such as incentivising home ownership).
117. Providing funding more directly to individuals and families by ensuring that they can increasingly access and take up opportunities, rather than services or programs, must require a quid pro quo element so that individuals and families have 'skin in the game'. This is essential, and helps to ensure that these opportunities do not fall into the 'money for nothing' trap that is the norm under the welfare paradigm. In Cape York, this has been done on a small scale in four communities through the establishment of 'opportunity products' such as the Student Education Trust, which allows family members and carers to set aside money in a trust account for a child's education expenses, thereby achieving real buy-in in terms of engaging and investing in the child's education.
118. Opportunities must be well designed and should form part of a system or cohesive pathway. Stepping onto this pathway will involve mutual rights and responsibilities. When a disadvantaged Australian raises his or her hand to say, 'I want to opt out of passive welfare and I want to take up the opportunity to receive training, to take a job offer, to accumulate a savings fund, and to have access to a home loan for my family', then we need a system in which he or she can contract with government to step onto a pathway outside of welfare and take up the obligations that attach to opportunities, in return for government being obliged to deliver these opportunities.
119. There are small-scale examples of such opportunity programs that are highly effective, and provide a model for an expansion of such programs as opposed to welfare service delivery approaches. For example, the Indigenous Youth Mobility Program has operated since 2006 to provide assistance such as access to safe and supported accommodation and case management to assist young 16- to 24-year-olds from regional and remote areas so that they can orbit to tertiary or vocational education and training. Such opportunity products need to be carefully designed and easily accessible by individuals. They should be available as of right, provided the individual steps up to their obligations.
120. The current piecemeal approach requires Indigenous people to navigate through a maze of the bureaucracy to identify where disconnected programs can assist them to access partial opportunities. The reality is that take-up is often underwhelming, or in other instances, the program cannot cater adequately to demand.
121. It would be far better if the opportunities were all part of a coherent pathway or Opportunity Support System. Under such a system, the guarantees provided by the government must be binding—and must be delivered as of right when the contracting individual or family has committed to the obligations associated with opting in to the opportunity pathway.
122. The Opportunity Support System envisaged here is akin to the system established in the United States by the Servicemen's Readjustment Act (the 'GI Bill') of 1944. This legislation gave World War Two veterans immediate financial support in the form of unemployment insurance (specifically, an unemployment payment of US$20 per week for 52 weeks—referred to as the '52-20 club') and extensive educational support and generous access to home and business loans. The GI Bill was a great success, and indeed a GI Bill continues to provide education and training opportunities to US service members and veterans. The original bill helped to build the American middle class, and made a major contribution to the country's stock of human capital that sped up long-term economic growth.
123. Consider US President Barack Obama's testimony, as a junior senator from Illinois in his keynote speech at the Democratic National Conference in 2004, on the role of the GI Bill in the story of his family:
While studying here my father met my mother. She was born in a town on the other side of the world, in Kansas.
Her father worked on oil rigs and farms through most of the Depression. The day after Pearl Harbor, my grandfather signed up for duty, joined Patton's army, marched across Europe. Back home my grandmother raised a baby and went to work on a bomber assembly line. After the war, they studied on the GI Bill, bought a house through FHA and later moved west, all the way to Hawaii, in search of opportunity. (emphasis added)
124. An Opportunity Bill could similarly help lift Indigenous Australians onto a path that leads to education, employment and long-term wealth creation.
The right to development
125. The 'right to development' is more often associated with the world's poorest countries, not Indigenous Australians. But to address development traps that have left Indigenous people in Australia 'stuck' and without benefiting as one should expect from decades of unprecedented national economic growth, there must be an elevation of Indigenous people's right to development. Article 1.1 of the Declaration on the Right to Development, adopted at the UN General Assembly in 1986, states:
The right to development is an inalienable human right by virtue of which every human person and all peoples are entitled to participate in, contribute to, and enjoy economic, social, cultural and political development, in which all human rights and fundamental freedoms can be fully realized.
126. The right to development entitles Indigenous people to embrace and drive Indigenous development. That is, it entitles them to be the key actors in their own development story, including in terms of economic development.
127. Yet there has been little progress to date in closing the gap on Indigenous employment and the activation of Indigenous economic development opportunities remains far too infrequent. Currently, entrepreneurship is stifled by a complex regulatory environment and Indigenous landholders are frequently the last parties to be engaged in the development process. Despite the size of Indigenous landholdings and some of the largest mineral deposits worldwide, Indigenous people struggle to achieve development outcomes according to their own goals and aspirations. This is due in part to how Indigenous people are linked to the development process—passively and as opponents to the development, rather than as active partners and proponents.
128. The ability to activate economic opportunities can provide a big incentive for Indigenous people and communities. A 'tribal wealth' agenda is needed, so that Indigenous people are positioned to proactively drive development outcomes as the key actors in their own development and create jobs and income streams to sustain themselves.
129. As part of a tribal wealth agenda, there are two mechanisms put forward in this report to give effect to the Indigenous right to development. At least one of these mechanisms should be adopted in each jurisdiction.
130. The first is that states and territories should establish a process by which projects of Indigenous development significance can be designated, so that these projects are treated in an analogous way to projects that are currently categorised as having state significance. This means relevant governments commit, as a priority, to facilitating projects of Indigenous development significance through the assessment and regulatory approval processes.
131. The second mechanism is the establishment of an Indigenous development ombudsman position to ensure that Indigenous people's right to development is upheld. Too often in recent years, as legal title and recognition of Indigenous rights in land have been granted on the one hand, land use and development rights have been 'locked up' by governments on the other.
132. In order to ensure that Indigenous people have the same 'fair go' that has been available to other Australians to use their lands for wealth creation and to activate development opportunities, a development ombudsman is needed.
Investing in innovation
133. Finally, mechanisms that support innovation and adaptation to a far greater degree are needed. It is only through allowing greater flexibility and innovation to drive more effective approaches that money will stop flowing to programs that are not working, and that the continuous and pointless adding of further programs and more players to fix the problems will cease.
134. Within Empowered Communities regions, funds will be needed to seed local and regional innovations to take action on the first priorities described in Chapter 2, as these are a precondition for other development outcomes, to support capability building and creation of opportunities, and to assist in undertaking the context-specific adaptation required to spread (franchise) existing successful approaches across Empowered Communities sites.
135. Randomised control trials could be used to better test innovative programs and initiatives, including, for example, individual and family incentive schemes in order to establish whether they are effective at motivating behavioural change.
136. Governments should also consider what other mechanisms are available to encourage greater innovation in Indigenous affairs, such as social benefit bonds (also known as social impact bonds or pay-for-success bonds). Social benefit bonds are a financial instrument that pays a return based on the achievement of agreed social outcomes. The government issues a bond for a specific amount of cash to be invested in achieving a preset social outcome. If the outcome is achieved, the bondholder will be repaid, and will receive a financial reward dependent on the outcomes. This is the basis on which investment capital to finance the bond can be raised.
Incentives for governments
137. At the very least, what is offered under these reforms is a commitment that expenditure will be stabilised within participating regions, and productivity for the funds expended will increase. In the current fiscal climate, and amid the never-ending calls for more funding support for programs that can close the gap, this alone should provide a powerful incentive for governments.
138. Ideally, under Empowered Communities, the Indigenous partners would be in the position to offer an efficiency dividend in order to incentivise government to participate in these reforms. However, it is not possible at this point to promise that savings could be returned to governments for a number of reasons.
139. While Indigenous expenditure is greater per person than non-Indigenous expenditure, and it is clearly evident that a great deal of Indigenous expenditure could be used more productively, it is simply not known if these funding levels are sufficient to the task or not.
140. Because it is essential that a productivity agenda is pursued in Indigenous affairs, it is recommended that the Australian Government ask the Productivity Commission to assess the sufficiency of funding levels, and from this basis it will be possible to establish whether, and at what level, an efficiency dividend could be provided in each of the regions. Any such efficiency dividend must ensure that it addresses the shortcomings of the existing efficiency dividend that applies across the public service.
141. The Productivity Commission review should consider how allocations from the Commonwealth Grants Commission for Indigenous Australians can be made transparent and be directed in ways that are consistent with the Indigenous Empowerment policy.
5. Long-term alignment and compliance: An Indigenous Policy Productivity Council overseeing Indigenous Empowerment
1. Closing the gap on Indigenous disadvantage through a development process is a multigenerational challenge. The life expectancy deficit of Indigenous Australians compared to their fellow Australians will not be resolved in short order. It will require the right policies—including policies that actually free individuals and families from the impact of intrusive and disempowering policies—to be identified and followed over the long haul. The flag of reform must fly constantly if the challenge is to be met. While there will be a need to adjust medium-term strategies, and adopt shorter-term tactics, the commitment to the long-term policy must be steadfast and not lightly abandoned. Commitment to the Indigenous Empowerment framework will need to outlast changes of governments. If this is to happen, the lesson from the National Competition Policy is that you need a strong institution, established in legislation and independent of the executive arm of government, to hold all parties to the reform agenda to account for the long term.
The problem of 'chopping and changing'
2. Since the abolition of the Aboriginal and Torres Strait Islander Commission in 2004, Indigenous affairs has been one of the most frequently repositioned areas of public policy in Australia. When government changes at a federal, state or territory election, Indigenous affairs policy and administrative responsibility generally change with it. There is little attempt to involve Indigenous people in the process or help them understand the deeper rationale for the changes. Senior government bureaucrats shift with the change, and working relationships that have painstakingly been built collapse and must be rebuilt as new public servants come to terms with new responsibilities.
3. A notable exception is the Closing the Gap policy, introduced in 2008 with bipartisan support, and agreed by the Council of Australian Governments, which has survived changes of government, and is reported on in the Australian Parliament each year. The stop–start approach that pervades Indigenous affairs is debilitating for Indigenous people and their organisations. At each election, Indigenous people are asked to trust a different set of policies and programs ushered in by the new government. Indigenous leaders and organisations make the necessary adjustment and commitment to work with the new situation because to do otherwise may seriously limit their opportunities in support of their members. Governments are the primary funders of services that are essential to the people the organisations support.
4. The chopping and changing of Indigenous policies and programs is not the only variable. The level of interest and personal commitment of key political leaders—premiers and prime ministers—waxes and wanes over the life of a government, as other priorities compete for their focus. During a political term, there can be a very substantial change in interest at the most senior level and this in turn impacts on the way ministers and the public service view the importance of Indigenous affairs at a point in time. The establishment of separate Indigenous affairs portfolios is a vexed issue. The stated intention can be to provide a strong, dedicated focus from a government perspective, but frequently these separate portfolios have little influence on behalf of Indigenous people over powerful mainstream government agencies and their huge non-government organisation provider networks that are responsible for delivering programs and services.
5. These are the realities of the Australian federal system and it is unrealistic to expect consistent alignment, energy and focus on Indigenous affairs from the most senior political leaders. There are too many competing priorities in running a country or state. The essential point is that momentum and sustainability should not be lost as political interest ebbs and flows. Agendas need to be renewed and reinvigorated without dependence on the government of the day as sole, or primary, driver of that process.
6. Empowered Communities seeks to overcome this problem by achieving commitment to a 10-year Indigenous Empowerment policy driven through a three-way partnership of Indigenous leadership, government and the corporate sector. The aim is to have all key players on the same page working towards the same goals over the long term. Closing the achievement gaps that many Indigenous people face in relation to key socioeconomic indicators is impossible without a long-term timeframe.
7. Ensuring the necessary political will is there to stay the course, from both governments and Indigenous leadership, is crucial. Equally important for governments is avoiding the tendency to cherrypick only the easier parts of a policy to implement. Narrowly focused approaches have been a recipe for failure in Indigenous affairs. Perhaps the most dramatic example is the policy recommendations from the Royal Commission into Aboriginal Deaths in Custody. As noted in Chapter 2 of this report, the late Commissioner Elliot Johnston QC identified the need for empowerment of Aboriginal people as critical in addressing the issues identified by the royal commission.
8. There was unequivocal political support for the findings of the royal commission. In identifying the need for empowerment, Commissioner Johnston also identified the need for 'a method to be established' for achieving it without creating a welfare paradigm, and with both Aboriginal people and the broader society playing their parts. However, he did not articulate what should be done to give effect to his insight. His report was silent on the method or system for achieving success in empowering Indigenous people. Governments struggled to answer the question of the method and instead sought simpler answers, leaving the door open for cherrypicking in terms of what they would do. In the event, action was narrowly focused on issues such as improvements to the criminal justice system. The more fundamental question of empowerment was not addressed.
9. Twenty-four years on, incarceration rates for Indigenous people have increased. Finally, 24 years on, this report addresses not only the need for empowerment, but also sets out a blueprint for the method for achieving it, envisaging—in the way that Commissioner Johnston did—that success would require both Indigenous people and governments to play their respective parts. This opportunity must not be missed this time. Another 24 years must not go by before governments are prepared to work with Indigenous people to establish the method for empowerment. In a broader sense, there has to be recognition going forward that when policies or strategies are not working as intended, they must be corrected and Indigenous and government partners should work together to identify solutions.
The Indigenous Policy Productivity Council
10. Adhering to a 10-year commitment will not be a simple matter for any of the reform partners in an area that has been so characterised by chopping and changing. Progress will not always be quick, gains will stabilise and strategies will need to be refreshed and reinvigorated. This is when resilience and sticking power is most needed—to solve problems, correct course if necessary and remain accountable for obligations, rather than stopping and starting again. In Indigenous affairs, governments and Indigenous leadership alone have been unable to achieve this kind of shift to long-term commitment, however much goodwill has existed.
11. The reluctance of governments to be bound to commitments, and to be obliged to stick with commitments and held to account for their performance, must be overcome. Commitment and performance must shift from 'best endeavours' to contractual obligation. The lesson from the National Competition Policy reforms is that you need a strong and independent institution, operating at arms length from the responsible partners, to assist with this. Such an institution must command the respect of all parties to oversee and mandate compliance and hold all partners to account. When the Council of Australian Governments agreed to implement the National Competition Policy in 1995, it established the National Competition Council to assist with the ongoing process. The council was not responsible for implementation or setting the reform agenda, but was charged with ensuring that the goals of the National Competition Policy were met and agreed standards applied.
12. The complexities and cross-jurisdictional responsibilities of Indigenous affairs warrant a similar model to ensure the shift to the Indigenous Empowerment policy gets beyond good intentions that fail to deliver. The establishment of a new independent statutory institution operating at a national level and across the Empowered Communities regions is proposed to help apply the standards and principles of the policy so that the necessary long-term reform can occur. It will be critical to success, help to embed the Empowered Communities reforms and help change entrenched attitudes and practices in a neutral way, free from the natural bias that each partner brings.
13. The new body, the Indigenous Policy Productivity Council (IPPC), will support both governments and Indigenous leadership. It will hold the partners to their commitments in a fearless and impartial way. The council will have the following functions:
- scrutinise policy and programs that significantly impact on Indigenous people to ensure conformity with the reform principles
- facilitate the negotiation process for development accords (investment agreements) based on the Indigenous-led development agendas
- mediate or provide agreed expert determination to disputed issues arising from investment agreements, as needed
- recommend to the Commonwealth that it request the Productivity Commission to carry out research and provide advice on specific policy questions where the partners agree it is necessary
- publically report on the Empowered Communities regions on an annual basis.
14. To operate effectively, the new body will require the support of all levels of government in a similar way to the National Competition Council, which is funded by the Commonwealth but accountable to all Australian governments. In this case, the Indigenous Policy Productivity Council would also be accountable to the Indigenous partners in the Empowered Communities regions. It will require a legal framework that allows sufficient flexibility to do what has to be done and to be able to involve the right people—those most directly concerned on particular matters. It will focus on building local capacity in all its work, ensuring that as far as possible there is sharing of skills and knowledge with Indigenous people. It will understand that sometimes mistakes will be made and unintended consequences will occur as a result of policy and program innovation—but these mistakes will be used as learning experiences.
Scrutinise policy and programs that significantly impact on Indigenous people
15. Over time, in the Empowered Communities regions, everything from policies to localised programs should be consistent with the Indigenous Empowerment reform principles and development agendas. On that basis, the IPPC is proposed to be an accountability mechanism to ensure the application of approaches that focus on achieving development outcomes, rather than passive welfare and passive service delivery. It will test policy and programs against the reform principles and the development agendas in response to references from governments or an Empowered Communities region.
16. Government is continuously designing, developing and initiating new policy and programs. The IPPC should have the opportunity to review policy and programs that will have a significant impact on Indigenous people prior to consideration by Cabinet. This would allow the council to provide advice on new policy and programs at the earliest opportunity. Policy or programs focusing on education, employment, housing, health, and safe and secure community environments will be of particular interest early on, as these are the policy areas most likely to help or hinder effective improvements across the Empowered Communities regional priorities.
Facilitate the negotiation process for development accords (investment agreements)
17. Once development agendas have been established through the regional governance arrangements, the IPPC will have an important role to play in the process of regional agreement-making with governments (Figure 5.1). All parties to development accords (investment agreements) will be able to draw on the IPPC for support in facilitating the accord-making process.
18. It will be important to ensure that investment agreements are suited to local circumstances and realities. The achievement of sustainable reform will require implementation of well-planned and sometimes phased strategies to build progressively towards improved outcomes, and to ensure that things are done in the right order, as circumstances require. While the development agendas may share a great deal of commonality, they—and the associated investment agreements—will be different from place to place. Effectively dovetailing development agendas and investment agreements will be a new practice for all parties, and may involve complex negotiations. The process must be inclusive and has to start where people are, taking account of current capacity and ability to make effective choices.
19. The development accords (investment agreements) will be a tool to ensure greater accountability to communities as well as governments for action and outcomes. The IPPC will require that government and Indigenous organisations are answerable for commitments made in investment agreements and through the regionally developed interface mechanisms such as the 'meeting place' and 'negotiation tables'. Investment agreements may include sanctions for providers that are underperforming or are noncompliant. The council will manage these issues as the independent intermediary. This may include mediation or providing expert resolution of disputed issues arising from agreements.
20. The capacity to involve the IPPC if negotiations are stalling, or either party feels they are unable to effectively make their case, will change the usual dynamics of agreement-making between governments and Indigenous peoples. In particular, it will significantly increase the ability of Indigenous parties to negotiate with confidence, whether or not the support is used. Knowing there is a capable, independent and trusted umpire to access, if negotiations start to go off track, will act to level out the playing field in the negotiation process.
Mediation and expert determinations
21. The IPPC will provide mediation if required and, as a final resort and where agreed, expert determinations in relation to disputed issues (Figure 5.2). Disputes may arise from development accords (investment agreements) or in relation to nonconformance to the reform principles and development agendas, or underperformance of service providers. The IPPC will work with the parties to resolve the issues if they cannot be resolved between themselves.
22. If parties agree to an expert determination process, then they are also agreeing to be bound by the outcomes of that process. Investment agreements should include an agreed role for the IPPC in the dispute resolution process. Agreed expert determinations should be the standard dispute resolution process outlined in the development accord.
Productivity Commission inquiries into specific policy questions
23. It is anticipated that, over the 10-year commitment to these Indigenous Empowerment policy reforms, significant policy questions will arise. The partners may identify the need to better understand the structural underpinnings of a policy area, or a major program, that may be contributing to nonconformance or underperformance.
24. This may require a longer-term review or inquiry than is specifically envisaged in the role of the Indigenous Policy Productivity Council. In such cases, the IPPC should be able to recommend to the Commonwealth that it provide a reference to the Productivity Commission to advise on a specific policy question where the partners agree it is necessary. Advice on appropriate terms of reference would be sought from the partners. The role of the Productivity Commission could take the form of conducting public inquires and hearings to better understand the issues. Public inquiries would have a possible duration of 2 to 12 months, depending on the scale and scope of the issue.
Publicly report on the regions on an annual basis
25. Accessible information enables Indigenous people and government to demand accountability for improved quality of services and prioritisation of expenditure, and ensures that projects financed are actually delivered. Accountability for public resources at all levels (national, regional and local) can be ensured through transparent fiscal reporting.
26. Transparency and public reporting of action against agreements, including resolved and unresolved disputes and issues, are excellent incentives. The National Competition Council used public reporting of reviews and reforms to incentivise treasury departments as proactive agents of change. The IPPC will report on issues, actions and use of funds across regions, and region by region, on an annual basis.
Governance and organisation of the council
27. The Indigenous Policy Productivity Council will require a legislative framework to support its operation. It is proposed that it be established in legislation, through an Indigenous Empowerment Act, in the prime minister's portfolio. This overarching Act will provide the legislative structure for key elements of the Empowered Communities model. Drawing again on the important lessons of the National Competition Policy, the National Competition Council's functions and powers are set out in legislation. Without legislation, it could not play the role it does in fostering competition policy across the country.
28. As the IPPC would work across all policy areas (e.g. education, health and housing), it will provide a single authority that will have the capacity to develop and apply the insights gained in one area to analogous issues in other areas. By being established as a statutory body, the IPPC cannot disappear into the background of Indigenous affairs. As a statutory body, it can readily be supported by all levels of government over the long term to support the goals of the Indigenous Empowerment policy.
29. It is proposed that the minister appoint the members of the council on the recommendation—or if one of the other government or corporate partners makes a nomination, then with the endorsement—of the founding members of the Empowered Communities regions. The council will be established with at least three members, at least one of whom will be a person who has an association with the communities and regions that have opted in to the Indigenous Empowerment reforms.
30. The council members will be supported by a secretariat that provides advice and analysis at their direction. The council will have direct links with the delivery units recommended in Chapter 6, which will track performance and drive delivery. It will also be able to access data from the monitoring and evaluation framework to aid in its considerations. The council members and secretariat will have access to a specially established panel of experts, on an as-needed basis, to assist it in fulfilling its functions. Early indications from corporate partners suggest a significant contribution for the expert facilitation and mediation services could be provided on a pro bono basis.
A staged approach to legislation
31. It is proposed that after the second year of implementation of the Indigenous Empowerment policy framework, and prior to the enactment of legislation, a review will be conducted by the IPPC, together with the partners. The review will consider progress and lessons learned in the first two years, and guide the introduction of legislation giving effect to the Indigenous Empowerment policy. The parliament would be informed of the recommendations of the review through the House of Representatives Standing Committee on Aboriginal and Torres Strait Islander Affairs.
32. If the framework is adopted as the headline policy of the participating Australian governments and the partners, and enacted in legislation, provision should be made for a comprehensive review in the 10th year, which will allow for a revision of the framework and new legislative authorisation for its continuation.
Legislation to give effect to the institutional framework of Empowered Communities
33. In proposing the establishment of the IPPC, heed has been taken of the Australian Government's policy, as recommended by the Commission of Audit in its 2014 report, of reducing the number of statutory bodies under Commonwealth law, and cautioning against the proliferation of new entities. While there may be a proliferation of entities at the Commonwealth level, Indigenous affairs does not have a surfeit of statutory bodies and there is ample justification for legislation to give effect to the Indigenous Empowerment policy.
34. The aims of the policy cannot be given effect without legislation and the establishment of an independent statutory institution, the proposed IPPC. However, it is important that time be allowed initially to 'get it right', to assess the reform principles and structures, and to ensure that the institutions proposed to support the Indigenous Empowerment policy are operating as effectively and efficiently as possible. In light of this, it is proposed that the Indigenous Empowerment policy be implemented as a matter of policy agreement in the first phase, and that legislation be developed and enacted within three years for the long term. Representatives of the Empowered Communities should be closely involved in the development of such legislation.
Other regions opting in to Empowered Communities
35. Other regions and their communities beyond the existing Empowered Communities may want to opt in to the Indigenous Empowerment policy framework, and provision should be made for those regions and communities to do so at a future time. Provision will need to be made for consultation and planning with new regions and communities that express interest in exploring involvement in the Indigenous Empowerment policy framework.
36. A program for staging the further inclusion of regions and communities into the Indigenous Empowerment policy framework will need to be developed, subject to successful establishment and implementation of the first phase and the outcomes of the initial review. The IPPC should have oversight of the process for extending the Indigenous Empowerment policy framework to other regions. It will be important that there is only one entry point to the Empowered Communities model in each region.
6. Conclusion: Driving delivery—organisational arrangements, adaptive practice, and monitoring and evaluation
1. The Indigenous affairs landscape is replete with examples of promising new reform policies gone badly wrong in translation to effective delivery. The failure to build understanding and support among Indigenous leadership, entrenched government silos, little capacity to learn as you go and to refine approaches, and inadequate resources for delivery are common causes. Even the best policy is worth nothing if it is not implemented well. It is true that only good policies are worthwhile, but devising good policy—as difficult as it might be—is only part of the challenge. The first step in the process is to come up with the right policies. The next is to win political, governmental and public support for them. The third step is to then implement them. Without effective implementation, the best policies—even with optimal support—will amount to nothing.
Implementation is the key to successful policy
2. A premise of this report is that achieving the goals of the headline Indigenous Empowerment policy requires the support of a three-way partnership between Indigenous people, Commonwealth, state and territory governments, and the corporate and philanthropic sectors. The three players are already involved, the will to do things differently and succeed is high, and the proposed Empowered Communities delivery methodology builds on this tripartite commitment.
3. That methodology focuses on three main components requiring commitment by all levels of the partnership. First, the organisational arrangements to ensure delivery of the Indigenous Empowerment policy need to be put in place. Second, embedding adaptive practice at the heart of delivery and the monitoring and evaluation framework is vital so that lessons can be learned at every point and necessary refinements made quickly. Third, a dynamic and developmental monitoring and evaluation framework is needed to better equip all partners to succeed in delivering this reform.
Establishing organisational arrangements to ensure delivery
4. Deliverology is an approach pioneered by Sir Michael Barber under Prime Minister Tony Blair's government in the United Kingdom, demonstrating results in effectively driving complex reform agendas. The model has been further developed by Barber with McKinsey & Company. It places a heavy emphasis on the use of data and targets to drive planning and implementation, and the flexibility to change and adapt in response to the information available. A small performance-focused team is established that gathers performance data and establishes routines to drive delivery performance.
5. Data are used to set measurable and time-bound targets, and trajectories are established to create a tight link between planned interventions and expected outcomes. Targets are both ambitious and realistic. Historical comparison, and internal and external peer comparisons, are important benchmarking tools used to inform expected targets and trajectories.
6. The McKinsey model involves a 10-step delivery methodology which sets out in a comprehensive, logical way the essential steps to effective delivery. Not only has this methodology worked in the UK government context, it also has a proven track record in developing countries in areas such as increasing economic and employment growth, improving education outcomes and reducing crime. These are priority areas for Empowered Communities in achieving the goals of the Indigenous Empowerment policy.
7. This sort of practical delivery model would be easily adapted to the Empowered Communities reforms. It would heed the lessons of the past and provide structure, discipline and clarity of roles for all partners in the implementation of the Indigenous Empowerment policy.
8. One of the essential early steps in adopting a similar model would be to establish delivery units as the 'engine rooms' of delivery. In the Empowered Communities context, this would require a centralised delivery unit based at the heart of government in the Department of the Prime Minister and Cabinet, with direct links to Empowered Communities backbone organisations, which will operate as regional delivery units. The delivery unit model should be adjusted so that it involves the three partners to the Indigenous Empowerment agenda in a coordinated delivery effort.
9. The point of delivery units is not to assume and undertake the jobs of line agencies and other non-government providers, but to be small units which have the function of driving the delivery by the responsible players. The units are a performance-driving engine rather than an administrator. They support the line agencies and organisations that actually deliver the programs, and ensure coordination and performance, but they do not actually supplant the role of those organisations. The centralised delivery unit should be small, and directly report to and have the direct authority of the head of the government in performing its role.
10. The role of the delivery units at both the central and regional levels would include tracking performance, problem solving, breaking through blockages, making critical connections and recommending course corrections or refining the approach as necessary.
The Department of the Prime Minister and Cabinet
11. Drawing on aspects of the deliverology model, the centralised delivery unit in the Department of the Prime Minister and Cabinet (PMC) should be a dedicated team led by a senior executive with a track record of delivering outcomes and direct access to the top leadership of PMC and key government ministers. It would have the appropriate authority to work across government agencies at the Commonwealth level and to connect with state and territory ministers and departments in jurisdictions that have adopted the Indigenous Empowerment policy. It would report directly to the prime minister on a monthly basis. Another important connection for the central unit would be with the new PMC network of senior regional managers being established with the specific role of problem solving, who would also be expected to have direct connections to the regional delivery units in the backbone organisations.
Empowered Communities regions
12. The regional delivery units would be led by the head of the backbone organisation. They will have direct access to the senior Empowered Communities Indigenous leadership, and be able to draw directly on senior corporate support as needed, and the local knowledge managers based in their organisations who will be tracking delivery and implementation daily. The units would be responsible for coordinating across the Empowered Communities opt-in organisations, driving the work to negotiate and settle first priorities agreements in the first year. In parallel, they will drive the preparation of long-term development agendas, the negotiation and settling of development accords (investment agreements) and annual delivery plans with the government partners over an 18-month to two-year period.
13. Without commitment to a planned and collaborative approach between the partners, there is high risk that the goals of the Indigenous Empowerment policy will not be achieved. Much of the delivery beyond the high energy and effort of the first few years will be day-to-day hard slog and the danger is that interest and commitment levels of all partners will wane. It will be the job of the delivery units to keep on top of this and refresh and reinvigorate. They will help to institutionalise delivery, tapping into the Empowered Communities monitoring and evaluation framework to regularly track performance, targets and trajectories as they are agreed and delivered.
First priorities agreements
14. First priorities agreements will be settled in the first year of implementation of Empowered Communities. It is expected that they will be finalised within a six-month period, and that while they would be formally agreed between the Indigenous and government partners, they would not be complex, nor would they be comprehensive reform agreements. They will focus on one or more of the high-priority goals of rebuilding Indigenous social and cultural values, set out in Chapter 2 of this report. Where possible, they will build on existing reform work that Indigenous leaders are pursuing in each of the regions, particularly in relation to education, employment, housing, health, and safe communities and families, including tackling domestic violence and alcohol and drug abuse.
15. Negotiation of these agreements will be the first chance the partners will have to work through the new relationships and related issues associated with the shift to the Indigenous Empowerment agenda. They will provide an opportunity to quickly demonstrate the benefits of the Empowered Communities model across the regions and within government. The first priorities agreements will merge into the longer-term development agendas and accords (investment agreements) as they are developed.
16. The Empowered Communities reform framework will use a system of annual delivery plans to support the longer-duration development accords (investment agreements). These would be agreed between the partners to the investment agreements each year and will set out the agreed plan of action and specific targets and trajectories for the year.
17. They will be a key tool for the delivery units in tracking performance on a regular basis, and will provide transparency for Empowered Communities and government leaders about progress, gaps and any need for course correction.
Design and innovation labs
18. Design and innovation labs are another component of the deliverology model worth highlighting and testing in the context of Empowered Communities delivery. The use of labs to inject new ideas, break down silos and translate high-level strategies into detailed implementation plans is a key feature of the methodology.
19. Typically, a lab is used to solve problems in an intensive way, involving all the necessary key players. Over a six- to eight-week period, these people come together each day in one location to resolve issues and work out the best way forward. Senior stakeholders visit each week to assist and be updated on progress. The aim of the lab is to agree targets and action plans, achieve stakeholder sign-off, agree a budget and funding source, and identify a dedicated team responsible for delivery. The lab process allows policy issues to be worked through from program design right through to a budgeted, ready-to-implement program—within a matter of months rather than the usual 12- to 18-month cycle.
20. To work effectively, the model would require a significant commitment of time and resources of key people from Empowered Communities, government and experts from corporate partners. The commitment would be intensive over a number of weeks. There would be financial and other costs associated with the approach in the short term. The potential benefits, however, have been demonstrated to outweigh the relatively short-term disruption and expense in the results McKinsey has achieved.
21. It is useful to compare this model with the way in which previous attempts at government and Indigenous community agreements have been handled—for example, the most recent version, the local implementation plans associated with the National Partnership Agreement for Remote Service Delivery. The policy intent was positive but frequently these plans took many months or more to negotiate, tying up Indigenous and government resources for lengthy periods, in the end with questionable results for both Indigenous people and government.
22. The potential opportunity costs of the lab model in return for some short-term intensive effort make it an attractive alternative proposition, worthy of testing in the delivery of the Empowered Communities reform agenda.
Government as enabler
23. The way in which government staff involved in Empowered Communities conduct themselves within the partnership will have a significant impact on the overall capacity to shift to an Indigenous Empowerment policy framework. Having the capability and knowledge to operate in an enabling way, as described in Chapter 3 of this report, will be essential if key government people are to help rather than hinder Indigenous development. This is fundamental to the inside-out approach to leadership that Empowered Communities seeks to embed.
24. It will be a different role, a different skill set and a different way of operating for most of the public servants involved, and new skills will have to be learned. The creation of a specific program for government officers working on Empowered Communities delivery, run under the aegis of an organisation like the Australian Graduate School of Management, with dedicated components developed specifically for Indigenous affairs, would build a network of public servants with the capacity and expertise to play effective roles in local and regional delivery of the Empowered Communities framework.
25. It will also be important that the administrative arrangements put in place within governments to help implement Empowered Communities remain stable over 10 years. One reason there has been so much 'reinventing of the wheel' in Indigenous affairs is because of frequent changes in the administrative arrangements and new public servants being put in place to administer Indigenous affairs who do not have specific skills and experience. A dedicated group of professionals is required and the acquisition of those skills should be valued and rewarded by the public service.
26. Chapter 3, on reform leadership, argues the need for strong local leadership and ownership by Indigenous people to drive reform if it is to be sustainable. In his report entitled Creating Parity, Andrew Forrest makes much the same point when discussing the need for influential and strong local governance arrangements.
27. The Empowered Communities framework is a vehicle for delivery, not only of the specific goals of the Indigenous Empowerment policy, but also of other related major Indigenous reforms. It will firmly cement a partnership between governments and strong and collaborative Indigenous leadership that could aid the delivery of current and emerging reforms such as the Indigenous Advancement Strategy, Creating Parity, the Flexible Literacy for Remote Schools Project, extension of the Cape York Welfare Reform, the Wunan Foundation's Living Change initiative in the East Kimberley, and state initiatives such as Local Decision Making in New South Wales and the recently announced consideration of an Aboriginal Regional Authority model in South Australia. Discussion of the future of remote communities is more properly taken forward under this framework.
28. Empowered Communities provides the means to contribute to and strengthen the delivery of these initiatives. The involvement of Empowered Communities should be based on a set of principles that preserve the integrity of the Indigenous Empowerment approach, including that any action should be Indigenous proposed and be on an opt-in or choice basis rather than externally imposed. In the case of welfare reform, the following principles should apply:
- all proposals should be non-discriminatory and compliant with the Racial Discrimination Act 1975 (Cth)
- intervention should occur only where there is a failure of responsibility and not where people are already taking responsibility
- governments should respond to regions and communities wanting to use welfare reform levers to address issues such as homelessness, drugs and youth at risk on the basis of supporting individuals and families to get back on their feet, rather than a punitive or cost-saving measure.
29. One of the defining characteristics of Indigenous affairs is that the gap between good intentions and execution is wide. Under Empowered Communities, the reform principles and the development agendas will provide guidance, but some initiatives will fail or falter and require correction.
30. All partners will have to work flexibly towards the empowerment agenda, with a high degree of local and regional knowledge and variability. Complexities and problems will have to be addressed as they arise, unproductive measures stopped and space provided for the partners to actively look for what will work.
31. Delivery, supported by the monitoring and evaluation system, should be flexible enough for all involved to learn from successes and failures and so provide more useful information to help Indigenous leaders, governments and other service providers to drive change effectively and efficiently. This requires building a constant capacity for learning and adapting over a lengthy process of incremental learning and cyclical design, including rechannelling funding efficiently where required.
32. A commitment to this type of adaptive practice should be agreed between the partners early on and embedded in all elements of the Indigenous Empowerment policy framework.
Monitoring and evaluation
33. Too often, evaluations of key Indigenous reforms have been of limited usefulness for Indigenous people and policymakers. The evidence about what works, including for whom, under what circumstances, at what cost, and why, remains scant. As Gary Banks has noted, the greatest tragedy of policy and regulatory failure is failing to learn from it, yet this 'seems to be the predominant history of Indigenous policies and programs'.
34. In Indigenous affairs, where programs claim success, they often do not account for the effects of other programs competing in the same small locations. More frequently, however, evaluations show policy and program failure, and provide little information in the process to help guide new approaches and further innovation.
35. Monitoring and evaluation in Indigenous affairs is still a relatively uncharted and developing field, and one that needs greater effort to continue to improve. Data challenges remain significant, even though the range and volume of administrative data used to compare Indigenous and non-Indigenous Australians has grown substantially in recent years and can inform assessments of progress.
36. At the heart of the Empowered Communities reform agenda is the recognition that individuals and families are the key agents of social change. More useful data sources are needed that can better indicate change needed at the individual and household levels if a better evidence base is to be built that enables learning as we go in Indigenous affairs. The targeted use of linked unit-record-file data, establishing a longitudinal survey focused on individual and family development, and selective use of analytic case studies could significantly improve the way such exercises are undertaken.
Longitudinal survey data focusing on individual and family development
37. An important investment could be made in collecting quantitative and qualitative survey data that could be used to track and evaluate individual and family development over time (for example, such a longitudinal survey could consider household management of income and budgeting, self-esteem, and aspects of parenting). Developing a semi-structured survey that can provide baseline and periodic longitudinal data focused on individual and family development would provide valuable information that is not otherwise available through administrative data collections.
38. Such an approach has been used over the long term by the Telethon Institute for Child Health Research and Professor Fiona Stanley to build the evidence base, while at the same time strengthening Indigenous research capability and providing employment. One existing survey, the Longitudinal Study of Indigenous Children, tracks individuals over time, and was established in 2008. It could potentially be used to provide counterfactual analysis for the Empowered Communities regions. This possibility would require further exploration.
Selective case studies
39. High-quality case study approaches have developed a great deal over recent decades and are increasingly recognised as playing a significant role in understanding complex development interventions where change is not likely to be linear. The key advantage of case study research is that it can clarify things that would not otherwise be visible ordinarily in outcomes evaluation or impact measurement approaches. Case study approaches will be particularly relevant in the Empowered Communities context, where the ultimate aim of the reforms is to bring about complex change in the lives of individuals and families in the regions. In such situations, it may often be preferable not to focus on traditional outcomes evaluation or impact measurement (large quantitative studies), but rather on case studies, with the aim of fully understanding how the change in personal outcomes can be explained, based on case study research.
Putting a monitoring and evaluation framework in place
40. The aim of the Empowered Communities monitoring and evaluation framework is to have a much stronger focus on dynamic and developmental evaluation and learning as we go to generate implementation and delivery data that helps the delivery units track performance, drive delivery and support innovation. This is a move away from the traditional evaluation methodology.
41. While monitoring and evaluation should be embedded in the design and delivery of Empowered Communities from the outset, it is not possible or desirable to fully develop an outcome framework ahead of the detail and scope of priorities and activities being agreed at the regional level. However, a number of key supports and actions need to be put in place from the start. These are set out below, and summarised in Figure 6.1.
42. Baseline data should be established quickly during the first phase of the monitoring and evaluation process. Baselines established at the outset will inform targets and trajectories, and should provide powerful information at the local and regional levels to Indigenous leaders, governments and other stakeholders who are working for change.
43. Baseline mapping will involve the overarching social and cultural values of Empowered Communities that will be addressed in first priorities agreements in each region in the first year. Sustained changes in relation to these values are likely to be longer-term impacts of reform work.
44. Developing a framework that identifies leading indicators to provide measures of progress in the shorter term could draw on existing indicator frameworks, such as the Overcoming Indigenous Disadvantage report, and apply this indicator framework at the local and regional levels, incorporating locally developed indicators.
45. Consideration should also be given to whether baseline data can be collected for areas of the Empowered Communities reform agenda such as improved policy and service delivery coherence, and improved financial arrangements.
Ensuring monitoring and evaluation capacity across the system
46. Implementation of a high-quality monitoring and evaluation framework will require appropriate capacity and capability across Empowered Communities, including at the regional level. Backbone organisations will need employees with specific skill sets that enable them to play a leading role in the development of shared measurement systems, targets and expected trajectories of change. Data management roles will also be critical.
47. Work will need to be undertaken to build the governance capability of service delivery organisations to undertake frontline adaptive practice—that is, to be prepared to adapt and change in response to emerging implementation data, which will in turn strengthen the monitoring and evaluation framework.
Local knowledge managers
48. To drive monitoring and evaluation at the regional level, it will be important to have individuals in each of the regions who have appropriate expertise. Local knowledge managers should be embedded in the backbone organisations. The key functions of this role would be to:
- assist and drive the ongoing development and implementation of the monitoring and evaluation framework at the regional level
- supervise collection of baseline data
- help align local program interventions to Empowered Communities objectives and work with opt-in organisations to evolve simple theories of change
- ensure that regularly collected and analysed implementation data form a rapid feedback loop for all opt-in organisations, enabling them to test and iteratively adapt and innovate their program design and approaches on the ground
- engage closely with each opt-in organisation to help build measurement capabilities and foster a culture of data-driven decision-making by effective relationship building and communication to varied program audiences
- work closely across the Empowered Communities structures to assist in communicating what is being learned as the reforms unfold.
49. The employment of local knowledge managers will need to occur in the first phase of Empowered Communities, so that they can assist with baseline data collection from the outset.
Central monitoring and evaluation coordination
50. A central monitoring and evaluation coordinator should be put in place to provide ongoing oversight and facilitation across the system, including as a key point of contact and information sharing for the centralised and regional delivery units. This role would:
- assist with and coordinate the finalisation and implementation of the Empowered Communities monitoring and evaluation framework
- lead the design of baseline data collection
- provide ongoing mentoring support and advice to the local knowledge managers
- manage quality assurance across the system
- ensure the successes and challenges of Empowered Communities are communicated throughout the system so that they may be leveraged to inform improvements, adaptations and innovations.
Independent expert advice
51. From the outset, independent third-party experts—from government, the corporate sector or universities—will be required to assist with the development and establishment of the monitoring and evaluation framework and to train and provide ongoing coaching to local knowledge managers. They would support the central monitoring and evaluation coordinator.
52. They may also be required to assist with compiling baseline data, developing monitoring tools and resources, and developing quality assurance systems and processes. The experts would be engaged as needed throughout the development of the monitoring and evaluation process, on the advice of the central monitoring and evaluation coordinator.
Information systems to support monitoring and evaluation
53. To support the monitoring and evaluation framework, some specialised information systems and software may be required to support efforts to communicate successes and challenges.
- Central monitoring and evaluation coordinator and administration would be housed within Empowered Communities central team, but accountable to Indigenous governance leaders in each region.
- External support would be brought in to provide expertise as required.
- Includes links to government data experts, e.g. within the Department of the Prime Minister and Cabinet.
Note: Existing structures would be used where possible.
54. Implementation progress will need to be monitored and evaluated in an ongoing way. Progress reports at the two-year and five-year marks will assist in determining the overall status of three key evaluation questions:
- Are the Empowered Communities reforms supporting the effective and efficient achievement of desired social, economic and cultural development outcomes?
- Are the Empowered Communities reforms leading to systematic changes across Indigenous affairs, consistent with the reform principles?
- Have the Empowered Communities reforms been implemented effectively?
55. At the two-year mark, an Empowered Communities monitoring and evaluation framework will be in place and baseline mapping should be completed in most regions. A data-driven system for implementation, with regular monitoring diagnostics, will be in place to encourage reform efforts.
56. The frequency of the key monitoring events and meetings is to be determined (for example, it may be quarterly or more frequently, and may vary over the life of Empowered Communities and between regions), but should involve meetings between local knowledge managers and frontline workers to assess what is working, what is not working, and the adjustments that may be necessary to improve the approaches being taken. These regular monitoring meetings will support adaptive practice.
57. At the two-year mark, a monitoring and evaluation report will be able to start to identify how the implementation system is working and perhaps provide some data and examples that illustrate the lessons learned and innovations made accordingly.
58. At the five-year mark, it may be too early to determine whether outcomes or impacts in terms of the social and cultural values, for example, have been achieved. Nonetheless, at this point an assessment of the overall changes achieved under Empowered Communities will need to be conducted.
1. In this report, we have set out our method for achieving Indigenous Empowerment. We have referenced the insightful words of the late Elliot Johnston QC in the recommendations of the final report of the Royal Commission into Aboriginal Deaths in Custody, delivered 24 years ago. He correctly identified the need for the empowerment of Indigenous people but not the method for achieving it. More than two decades on, our report sets out a comprehensive method for achieving empowerment. In developing the model, we have heeded the lessons from the success of the National Competition Policy, which we believe are analogous to our current circumstances. We believe we have got the policy right. We believe there is the requisite leadership. We believe our plan is compelling and can be supported by governments and our corporate and philanthropic partners.
2. The challenge we now face will be to deliver. Delivery is the key to success. The royal commission's recommendations did not achieve their potential largely because a practical method was not articulated by the commission or later established by governments and Indigenous people. We have bridged this gap and proposed a policy and model for empowerment. If delivery is not taken as seriously as we have taken the development of our model, then we will fail. We have set out in Chapter 6 of this report the crucial components of a delivery model. It encompasses ongoing roles for the three partners that are essential to success. We have canvassed how we see those roles being played in a different way from the past, with Indigenous reform leaders as senior partners, government as an enabler in support of Indigenous people, and continuing support from the corporate sector. Adaptive practice, enabling us to learn as we go, throughout all aspects of delivery is part of the foundation of our model.
3. We recognise the delivery and compliance institutions that we propose will require dedicated resourcing. We propose these only because they are an essential investment in driving delivery and supporting Indigenous families and individuals in the Empowered Communities to achieve social, economic and cultural development. This is balanced by our commitment to greater productivity to ensure all available resources and opportunities are beneficially used.
4. We commend this report to the consideration of the Australian Government, to state and territory governments, our Jawun partners and the Indigenous Australians of the Empowered Communities and other communities interested in our project. We thank the Indigenous Australians of the Empowered Communities and our government and Jawun partners for their support during the design phase of this report. We particularly thank the Australian Government for the support provided to enable us to develop this report.
This report recommends that the Commonwealth, state and territory governments, the participating Empowered Communities regions and communities, and the corporate and philanthropic entities that participate in this reform ('the Partners'):
Adoption of Indigenous Empowerment as national reform policy
1. Adopt Indigenous Empowerment as the headline National Reform Policy that will apply to those Indigenous regions and communities that have opted in to this reform policy.
2. Recognise that Indigenous Empowerment is to be understood by its ordinary English meaning, involving two aspects:
- Indigenous people empowering themselves by taking all appropriate and necessary powers and responsibilities for their own lives and futures
- Commonwealth, state and territory governments empowering Indigenous people by sharing, and in some cases relinquishing, certain powers and responsibilities and by supporting Indigenous people with resources and capability building to assume these powers and responsibilities.
3. Recognise and Adopt three elements of the Indigenous Empowerment concept:
- Indigenous Self-Determination: That Indigenous Australians have the right to self-determination within the life of the Australian nation, as equal citizens and recognised as the Indigenous peoples of Australia.
- Mutual Rights and Responsibilities: That Indigenous Australians and Australian governments have mutual rights and responsibilities.
- Subsidiarity: That the authority to decide and act is to rest at the closest level possible to the people or organisations the decision or action is designed to serve.
4. Affirm and Agree that Indigenous Australians of the Empowered Communities have a Right to Development which includes their economic, social and cultural development as families and individuals and as communities and peoples.
5. Agree that this Indigenous Empowerment policy be adopted by all participating governments through a formal Agreement that is binding for as long as it takes for the goals of the policy to be secured, and that:
- the aim is to ensure complete alignment of policy between the Commonwealth and the states and territories, and ensure that the policy is maintained beyond the electoral cycles of all participating governments
- the policy not be abandoned or changed except as contemplated by the Agreement through which it is established.
Peoples, Places, Families and Individuals are the focus of Indigenous Empowerment
6. Recognise that the Indigenous Empowerment policy will apply to the Peoples and Places from which the Families and Individuals come and with which they are connected. The policy recognises the primacy of the local nature of Peoples and Places, and is aimed at their empowerment.
7. Premise that in all Empowered Communities regions there are many distinct communities and peoples, and the aim of Indigenous Empowerment is to enable those communities to participate in this Empowered Communities framework in order to advance the development of their Peoples and their Places. The partners recognise that national and regional institutions and initiatives are only proposed so that there is an enabling framework for place-level Development Agendas.
The Goals of the Indigenous Empowerment policy
8. Agree that the goals of this Indigenous Empowerment policy are two-fold:
- to Close the Gap on the Social and Economic disadvantage of the Indigenous Australians of the Empowered Communities
- to enable the Cultural Recognition and Determination of Indigenous Australians of the Empowered Communities so that they can preserve, maintain, renew and adapt their cultural and linguistic heritage and transmit their heritage to their future generations.
9. Understand and Recognise that Cultural Recognition and Determination is just as important as Closing the Gap on Social and Economic Disadvantage, and must be pursued concurrently and with equal emphasis, commitment, resources and goodwill.
The Three-part Test and Principles of Indigenous Empowerment
10. Adopt the following Three-part Test of Indigenous Empowerment to assess all policies, programs and investment decisions:
- the Empowerment Test—Is what is proposed consistent with the Indigenous Empowerment policy?
- the Development Test—Is what is proposed supported by the international evidence base for Development?
- the Productivity Test—Is what is proposed the most productive use of the available resources and opportunities?
11. Agree that the proposed Indigenous Policy Productivity Council will progressively articulate a more detailed set of Reform Principles that can guide the future implementation of the Indigenous Empowerment policy, extending from the following principles:
- the principle of subsidiarity
- that all policy and resource inputs are put through the same funnel
- that Indigenous regions and communities participate on the basis of opt-in
- that all governments and Indigenous regions and communities align and commit to the policy by agreement
- the Indigenous leadership principle
- that while the pursuit of tactical actions may be short term and the adoption of strategic directions may be medium term, the commitment to policy is long term and not subject to chopping and changing with government changes.
The Agreed First Priorities for Reform
12. Recognise that the Indigenous Peoples of the Empowered Communities desire to affirm and rebuild the social and cultural values of their communities and their peoples, and in particular to strengthen:
in ways that honour their inherited cultures and traditions, including modern expressions of these values in response to contemporary life.
13. Agree that governments and the Empowered Communities will consider ways in which governments can support Indigenous peoples and communities in this aim of rebuilding and strengthening Indigenous social and cultural values where appropriate and where required. In particular, the parties recognise that re-establishing Indigenous Authority will at times necessitate formal legal recognition and institutional authority, and governments will engage with the Empowered Communities to consider any reform proposals that will help recognise and rebuild the authority and responsibilities of Indigenous peoples.
14. Agree that the First Priorities for reform in the Empowered Communities include:
- that children are enrolled, attend school every day and are school ready, and that parents need to be actively involved in their children's education
- that children and other vulnerable people are cared for, healthy and safe in their families, and that families at risk are urgently supported to care for their children so that they can remain with their families; and that where children are removed from their families, that every effort be made to ensure that families can be supported to restore a caring and safe environment for their return—and that the safety and welfare of the children remain the paramount concern
- that all capable adults participate in either training or work
- that all community members living in social or public housing abide by the conditions related to their tenancy, and those community members wishing to transition from rental accommodation to private home ownership will be supported
- that communities will work to urgently and seriously tackle the problems of domestic violence and alcohol and drug abuse, and ensure that communities are safe and the rights of all community members are recognised and respected under the law and under the social and cultural values of the communities.
15. Recognise that these First Priorities for reform are firstly advocated by the leaders of the Empowered Communities, and secondly supported by governments. It is about governments recognising and respecting the goal of rebuilding Indigenous social and cultural values, rather than imposing policy priorities. It is, at its core, about Aboriginal Culture, not government policy.
16. Recognise that as the Indigenous Peoples of the Empowered Communities pursue these First Priorities, there is a reciprocal obligation on governments and others within the wider Australian community to ensure that Indigenous people are welcomed and their children and young people are treated with respect and dignity and services and places of study and work are inclusive of their cultures and identities.
The National-Level interface—Indigenous Policy Productivity Council
17. Recognise that if the goals of the Indigenous Empowerment policy are to be achieved, the Partners need to ensure that there is long-term alignment and compliance across Indigenous organisations at the community and regional levels, and across governments at the state and national levels.
18. Agree to establish an independent mechanism in the form of a lean statutory body that oversees the interface between governments and Indigenous communities to support the achievement of the goals of the Indigenous Empowerment policy over the long term.
19. Agree to establish the Indigenous Policy Productivity Council with the following functions.
- scrutinise policy and programs that significantly impact on Indigenous people to ensure conformity with the reform principles
- facilitate the negotiation process for regional agreements based on the Indigenous-led regional development agendas
- mediate or provide, where agreed by the Partners, expert determinations to disputed issues arising from agreements, as needed
- recommend to the Commonwealth that it request the Productivity Commission to carry out research and provide advice on specific policy questions where the Partners agree it is necessary
- report publically on the regions on an annual basis.
20. Agree that there be provision:
- for the Minister to appoint, on the recommendation—or if one of the other Partners makes a nomination then with the endorsement—of the founding members of the Empowered Communities regions, at least three members of the Indigenous Policy Productivity Council, at least one of whom will be a person who has an association with the communities and regions that have opted in to the Indigenous Empowerment reforms
- to ensure the Council Members are supported by a small team of necessary support staff
- to enable a panel of experts, with relevant background and experience, to be established to support the work of the Council Members, as required.
Regional and Community Governance and Interface with Governments
21. Premise that in all Empowered Communities regions, effective reform leadership will require the collaboration of:
- those with leadership intent—those who will be affected by change and who intend to play a role supporting and driving the changes over the long term
- those with experience—those who are the users or who experience the end product of collaborations; for example, individuals and families, communities and organisations
- those who can assist with design—those who can assist with the development of policy and initiatives; for example, government, academia and service providers.
22. Recognise that governance arrangements must be strengthened. These governance arrangements:
- must articulate the coordination and cooperation of an Indigenous reform leadership at the local and regional levels, in order to enable development at the local level
- will vary from region to region, including in terms of the arrangements put in place to ensure cultural authority is respected and appropriately engaged
- are for Indigenous people to develop and implement, but will require enabling support from governments.
23. Agree to support the ongoing efforts of Empowered Communities leaders to develop and strengthen regional governance arrangements, with features including:
- Indigenous reform leaders at the organisational level who are able to opt in to the Indigenous Empowerment reforms
- a regional interface for dealing with government, which may be referred to by various names across the regions involved, such as the 'meeting place' or 'negotiation table' or an appropriate local Indigenous name
- a backbone organisation nominated in each region to perform a secretariat function and support the regional governance arrangements.
24. Recognise that while these proposals are intended to improve governance arrangements at the local and regional levels to enable local development outcomes, they do not address the need for a national representative body which may be established as part of the broader agenda for recognition of Indigenous Australians and enable a voice to policy and lawmakers at the national level.
Regional and Community Development Agendas
25. Recognise that the approach to Closing the Gap in terms of social and economic outcomes is a development challenge, and the lessons of success and failure from development efforts across the globe must be brought to bear on the challenge.
26. Agree that:
- place-based Development Agendas will give practical effect to the Indigenous Empowerment reforms in relevant regions and communities. The Development Agendas determine and sequence place-based priorities, and will guide long-term investment.
- place-based Development Agendas will be established for five years. They must be sustainable and may take 18 months to two years to fully develop.
- in parallel with the development of long-term place-based Development Agendas, First Priorities Agreements will be progressed in each region. These will be focused specifically on one or more of the First Priorities. They will be developed over six months in 2015 and negotiated with government partners at the agreed regional interface.
Reorienting investment to fund Development Agendas
27. Recognise that the best approach for informing and targeting investment allocations is to ensure that they are consistent with and support the achievement of a Development Agenda for the region and community concerned.
28. Agree that as place-based Development Agendas are put in place, relevant governments will work with each of the Empowered Communities regions to reorient investment behind the Development Agendas. This will be achieved by:
- governments providing transparency about the overall flow of funding into the region through a regional budget
- pooled funds over which there is increased Indigenous decision-making control, established on a regional basis as government accounts, with consideration given to outsourcing the administration of the pooled account to an accounting services provider to enhance efficiency
- a proportion of the Indigenous-specific spending currently flowing to the region being made available to fund priorities under the Development Agenda as a starting point, and with the level of this funding growing over time
- identification of areas of mainstream Indigenous funding on a region-by-region basis that can be migrated into the pool
- a system of performance-based funding that incentivises reform, creates a 'race to the top' and supports increased investment in Development Agendas over time as development outcomes are demonstrated.
Regional and Community Development Accords (investment agreements)
29. Agree that once the Development Agendas have been established by the Empowered Communities regions, governments will enter into Development Accords (investment agreements) at the regional and community levels to make investment agreements according to the priorities set out in the Development Agenda.
Adopting a Funding Efficiency Dividend through Productivity
30. Recognise that while it is not clear whether current funding is sufficient or insufficient to achieve the nature and degree of development that is needed in Indigenous affairs, it is clear that current strategies are not producing the results that should rightly be expected from the expenditure.
31. Recommend that the Commonwealth request the Productivity Commission to:
- undertake a thorough review of Indigenous Budget expenditure that considers how to increase productivity from the expenditure and also assess the overall sufficiency of the funding
- make recommendations about how the use of allocations from the Commonwealth Grants Commission for Indigenous Australians can be made transparent and directed in ways that are consistent with this Indigenous Empowerment policy
- make recommendations about an Efficiency Dividend to be applied across the quantum of annual Indigenous expenditure, in a form that addresses the shortcomings of the existing approach identified by the Centre for Independent Studies report on the Efficiency Dividend.
Transitioning current supply-driven programs to demand-driven programs by empowering Indigenous Peoples as purchasers and co-purchasers
32. Recognise that one of the central problems identified in this report is the predominance of supply-driven programs aimed at Indigenous Australians. These supply-driven programs have grown with the outsourcing of service delivery to the non-government and private sectors in the past decade, and the diminution of Indigenous service organisations. These supply-driven programs do not fit what is needed and are not producing the outcomes that their significant investment represents.
33. Agree that a primary objective of this reform is to place Indigenous individuals, families and communities in a position of demand, and wherever possible in a position to choose the services and opportunities they need.
34. Agree that the assumption that identified needs are to be met by the provisioning of a service needs to be questioned and consideration given to whether the provisioning of direct opportunities may be a better and more effective response to the identified needs, and that:
- as the response to the McClure Review of welfare is being considered, immediate consideration be given to developing an Opportunity Support System, to provide a clear fork in the road and a pathway out of welfare to self-reliance, underpinned by mutual obligations. Such a system would change incentives and offer guaranteed opportunities in return for taking up obligations.
- consideration be given to the establishment of the Opportunity Support System under an 'Opportunity Bill' akin to the system established by the GI Bill in the United States.
35. Understand and Recognise that the sheer size and scope of external providers and the non-government organisation (NGO) sector that is active in Indigenous lives and places have had the unintended consequence of compounding the disempowerment of Indigenous people, have impeded the growth of Indigenous responsibility and leadership, and have become part of the welfare passivity problem.
36. Agree that it is time that governments, external NGOs and Indigenous reform leaders work together to plan a transition that will see contraction and reform of the ongoing role to be played by external providers in Indigenous lives and places. As Indigenous reform Partners begin to take up a far greater role in decision-making processes about service delivery, there will be:
- continuing service delivery functions for NGOs where those organisations are the best equipped to deliver a particular service or program
- a valuable support role to be played by large NGOs for Indigenous organisations wanting assistance to strengthen their capabilities.
37. Agree that Indigenous organisations and communities be placed in the position to be purchasers of services, and where appropriate, co-purchasers along with governments and other parties, of services to their people. In this way, they are in a stronger position to ensure alignment of initiatives, and proper accountability for delivery by the providers.
38. Agree that governments will enter into agreements to transition current supply-driven programs to demand-driven programs, with clear commitments to a timetable and obligations to make the transition.
Giving effect to the Indigenous Right to Development
39. Recognise that while Australian governments readily concur that Indigenous Australians urgently require economic development on their lands and within their regions and communities, there are many barriers constraining such development—and that some of the crucial barriers are within the control of governments. This means that Indigenous proponents of economic development need proactive support and facilitation of their proposals from governments.
40. Agree that, subject to the specific recommendations of reports such as the Creating Parity report and the recommendations that may be produced by the Tribal Wealth Review, governments will consider and take action on one or more of the following mechanisms for proactive support and facilitation to be provided by Commonwealth, state and territory governments to Indigenous development proposals:
- designating projects of Indigenous Development Significance (akin to Projects of State Significance) that attract specific government facilitation by the most senior economic departments responsible for high-priority projects within governments
- establishing procedures to expedite assessments and approvals, and for ensuring that regulatory approval processes are fair and take into account the development deficit in Indigenous communities
- establishing an Indigenous Development Ombudsman role within governments to ensure that Indigenous development proponents are treated fairly and in a timely way through regulatory and approval processes, and that they receive the support and facilitation they need from government departments and relevant authorities.
Tripartite approach to Indigenous Empowerment involving the Corporate Sector with Indigenous Communities and Governments
41. Recognise the critical role that Jawun has played in strengthening the capability of Indigenous organisations and individual leaders in the Empowered Communities regions over the past decade by mobilising corporate and philanthropic partners to work with Indigenous communities and governments.
42. Recognise the value of the corporate and philanthropic partnership in generating innovation, and that the learning network function facilitated by Jawun has helped to embed good practice across the Empowered Communities.
43. Recognise that extending coverage to other regions and places will require a new way to spread the advantages of corporate support and partnerships to ensure that they benefit from a tripartite approach.
Cape York Welfare Reform and East Kimberley Living Change
44. Recognise that Cape York has its Cape York Welfare Reform initiative and Wunan has its East Kimberley Living Change initiative.
45. Recognise that in relation to non-universal welfare reform measures that particular regions or communities wish to initiate, it is up to each region and community to decide which measures they wish to adopt or not adopt. For example, if Cape York wishes to adopt measures that are specific to that region, this will not be a universal measure across all Empowered Communities. It will be up to each region to decide.
46. Agree that the Commonwealth, state and territory governments should respond to each region and their communities in respect of reform proposals to address homelessness, youth at risk, and substance abuse on a case-by-case basis at the request of the regions and communities.
47. Agree that any such reform proposals are supported on the basis that they are aimed at helping individuals and families to get back on their feet, and not on a punitive or cost-saving basis, and that all such proposals be compliant with the Racial Discrimination Act 1975 (Cth).
Establishing the organisational arrangements to ensure delivery
48. Recognise that getting the implementation and delivery arrangements right to underpin the Indigenous Empowerment policy will be critical to the success of Empowered Communities.
49. Agree that the Partners will invest in a comprehensive, practical delivery model drawing on the Deliverology approach developed by Sir Michael Barber in the United Kingdom, including the following key components:
- establishment of a Delivery Unit within the Department of the Prime Minister and Cabinet to drive implementation, track performance, solve problems (break through blockages and make critical connections), and to link directly to the department's new regional network structure, as well as to the Empowered Communities backbone organisations that will operate as regional Delivery Units. The Delivery Unit model should be adjusted so that it involves the three Partners to the Indigenous Empowerment agenda in a coordinated delivery effort. The Delivery Unit should report directly to the Prime Minister on a monthly basis.
- operation of Design and Innovation Labs in the Empowered Communities regions to accelerate the translation of high-level strategies into detailed project plans, setting targets and locking in stakeholder commitment to priority strategies.
50. Recognise that putting in place a comprehensive delivery methodology for the Indigenous Empowerment policy has potential broader application for significant Indigenous reforms, enabling Empowered Communities to act, on an opt-in basis, as a vehicle for the effective delivery of other reforms such as:
- the recommendations in the Forrest Review report, Creating Parity
- the Indigenous Advancement Strategy
- the recommendations in the McClure Review report, A new system for better employment and social outcomes
- the Flexible Literacy for Remote Schools project
- the Cape York Welfare Reform project
- the Wunan Living Change project
- other specific state and territory government and community initiatives, for example Local Decision Making in New South Wales, and the future of Indigenous remote communities.
51. Recognise that, in this context, the viability of remote Indigenous communities is a complex issue for both Indigenous Australians and governments across Australian jurisdictions.
52. Agree that any future consideration of this issue must be handled sensitively and with respect for the Indigenous families and individuals who live in remote communities, and that affected communities are not left in an ongoing state of uncertainty about their futures.
53. Agree that consideration of the future of remote Indigenous communities is more properly taken forward in a planned way under this Indigenous Empowerment policy framework.
54. Further agree that, should governments adopt this framework, they will work with Indigenous reform leaders and others in remote Empowered Communities regions where the future of remote communities may be under discussion, to ensure that affected members of those communities have the opportunity to benefit from the right to the economic, social and cultural development that underpins this framework.
Government as Enabler
55. Recognise that the way in which government staff involved in Empowered Communities conduct themselves within the Partnership will have a significant impact on the overall capacity to shift to an Indigenous Empowerment policy framework.
56. Recognise that the knowledge and capability of those staff to act in an enabling way will be essential, and that this will be a different role, skill set and way of operating that will have to be learned.
57. Agree that the creation of a specific program is needed for government officers working on Empowered Communities delivery, run under the aegis of an organisation like the Australian Graduate School of Management, with dedicated components developed specifically for Indigenous affairs.
58. Agree that the aim of the program would be to build a network of public servants with the capacity and expertise to play effective local and regional roles in Empowered Communities, and that the acquisition of those skills would be valued and rewarded within the public service.
59. Recognise that the Indigenous Empowerment policy implementation will take time to 'get it right', mistakes will occur, and directions will need to be corrected as the capability and knowledge of the Partners increases around this new way of working.
60. Agree that adaptive practice is an essential part of an effective Empowered Communities delivery system. It requires a monitoring and evaluation framework that will enable all Partners to learn as we go and provide the flexibility and agility to review, adapt and refine approaches based on the real-life lessons about what is working well and what can be improved or changed.
Monitoring and Evaluation
61. Recognise that while the overall outcomes of Empowered Communities should be evaluated after five years, it is important to have in place from the start a more dynamic and developmental approach that better equips the Partners to navigate the successful implementation of the Indigenous Empowerment policy.
62. Agree that the monitoring and evaluation model requires a mechanism for real-time feedback to enable innovation and adaptation as feedback is received and processed and that it should include the following components:
- establishing a baseline from the outset
- creating a supporting architecture where Local Knowledge Managers are embedded in backbone organisations in the regions to collect and analyse data for the rapid feedback loop
- putting in place a Central Monitoring and Evaluation Coordinator to work with the local knowledge managers and facilitate across the system on behalf of the partners
- having capacity to draw on external third-party experts from the start, to support the central Monitoring and Evaluation Coordinator and Partners as required, including establishing the monitoring and evaluation framework and training the local knowledge managers
- building monitoring and measurement capacity among the Partners in each region
- establishing mechanisms to extract insight and share learning across the Empowered Communities.
63. Agree that following two years of the first-phase implementation of this Indigenous Empowerment policy framework, and prior to the enactment of legislation giving effect to it, a review will be conducted by the Indigenous Policy Productivity Council together with the Partners. This review and its recommendations will be fed into the House of Representatives Standing Committee on Aboriginal and Torres Strait Islander Affairs to inform the parliament on its consideration of any Bill giving effect to this framework.
64. Agree that the Parties intend—in the event that this framework is adopted as the Headline Policy of the participating Australian Governments and the Partners, and enacted in legislation—that provision be made for a comprehensive review in the tenth year, which allows for a revision of the framework and new legislative authorisation for its continuation.
Other Regions and Communities opting in to Empowered Communities
65. Recognise that other regions and communities beyond the existing Empowered Communities may want to opt in to the Indigenous Empowerment policy framework, and Agree that provision will be made for such regions and communities to opt in.
66. Recognise that provision will need to be made for consultation and planning with new regions and communities that express interest in exploring involvement in the Indigenous Empowerment policy framework.
67. Agree that a program for staging the further inclusion of regions and communities into the Indigenous Empowerment policy framework will be developed, subject to successful establishment and implementation of this first phase and subject to the outcomes of an initial review.
68. Agree that the Indigenous Policy Productivity Council will have oversight of the process for extending the Indigenous Empowerment policy framework to other regions, and that there will be only one entry point to the Empowered Communities model in each region.
Legislation to give effect to the Institutional Framework of Empowered Communities
69. Take heed of the Commonwealth Government's policy, as recommended in the Commission of Audit's 2014 report, of reducing the number of statutory bodies under Commonwealth law and cautioning against the proliferation of new entities.
70. Recognise the position of the leaders of the Empowered Communities that while there may be a proliferation of entities at the Commonwealth level, Indigenous affairs does not have a surfeit of statutory bodies and there is ample justification for legislation to give effect to this Indigenous Empowerment policy, and that the aims of this Indigenous Empowerment policy cannot be given effect without legislation and the establishment of a statutory institution in the form of the Indigenous Policy Productivity Council.
71. Agree that this Indigenous Empowerment policy be implemented as a matter of policy agreement in the first phase, and that legislation be developed and enacted within three years.
72. Agree that representatives of the Empowered Communities are closely involved in the development of such legislation.
Institutional Framework of Empowered Communities as an element of a legislative response to Constitutional Recognition of Indigenous Australians
73. Recognise that this Indigenous Empowerment policy and the institutional framework of Empowered Communities can be an integral element of a legislative response to the Constitutional Recognition of Indigenous Australians, and that legislation giving effect to empowerment can comprise part of the package of recognition proposals that may form part of the Commonwealth's response to Indigenous Recognition.
74. Recognise that, as distinct from (a) Land and Resource Rights and (b) Recognition of Cultural Heritage and Reconciliation, this approach to Indigenous Empowerment seeks to address (c) the Social and Economic Development of Indigenous Australians by proposing the means by which government support to Indigenous Australians is more productive and leads to parity.
75. Explore the potential for integrating this Indigenous Empowerment agenda into the broader development of proposals for Indigenous Recognition.
Part 2: Empowered Communities regions
The Empowered Communities regions span remote, regional and urban Australia. These eight significant regions cross Western Australia, South Australia, the Northern Territory, Queensland, New South Wales and Victoria, and include many remote communities, homelands, regional towns and urban hubs. The regions are:
- Cape York, Queensland
- Central Coast, New South Wales
- East Kimberley, Western Australia
- Goulburn-Murray, Victoria
- Inner Sydney, New South Wales
- Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Lands, Central Australia
- North-east Arnhem Land, Northern Territory
- West Kimberley, Western Australia.
We have been leading local reforms in our regions for several years now. We are supported by Jawun Indigenous Corporate Partnerships and have collaborated to share ideas, learnings and experience. Across all of our regions, reform has consistently focused on empowering Indigenous people to act on their own behalf, and to make the decisions they need to make for themselves and their families.
Our common aim has been to improve outcomes in key socioeconomic areas and restore important social norms and practices in our communities and regions and, at the same time, to maintain our distinct cultures, heritage and languages as Indigenous peoples. We have achieved this in different ways through reforms to education and employment; Indigenous business development; housing and home ownership initiatives; the maintenance and restoration of language and culture; alcohol and drug reforms; and a focus on improving the safety and security of our home environments.
Joining forces as Empowered Communities regions
We met together, as 25 Indigenous leaders from the eight regions, in June 2013 on the Central Coast of New South Wales, and decided to join forces to achieve the transformational changes we are all seeking. Following this meeting, and with the support of Jawun corporates, we developed a proposal to government setting out a framework for comprehensive structural reform of Indigenous affairs in our regions, through a new, more balanced partnership with governments.
By August 2013, both sides of federal politics had supported a detailed design phase to develop the proposed Empowered Communities reform agenda. Ideas were further discussed in August 2013 at the Yothu Yindi Foundation's Garma Festival in north-east Arnhem Land, and a set of design principles were agreed. We launched Empowered Communities on 28 August 2013 to national media coverage.
Jawun agreed to support the design phase through corporate secondees in each region, in addition to providing high-level support from senior corporate members. The Commonwealth Government supported a regional coordinator in each region. Empowered Communities has gone on to win public and community support, including from the Business Council of Australia and other corporates.
Designing our reform proposals
Since then, we have met regularly as a leadership group to develop and design our proposals for reform, and oversee progress.
In collaboration with Indigenous leaders and organisations in our regions, and with continuing support from major Australian corporates through Jawun, and support from the Commonwealth, state and Northern Territory governments, we have advanced our ideas about the Empowered Communities model. The recommendations in this report set out our plan for a long-term Indigenous Empowerment policy framework built on a partnership between Indigenous people, governments and corporate partners. The framework seeks to ensure that Indigenous people in the Empowered Communities can benefit from their right to economic, social and cultural development and that, in pursuit of that goal, resources and opportunities are most productively used.
The design phase included a steering committee made up of senior Indigenous leaders, corporate members, and government representatives from the Commonwealth, New South Wales, Queensland, Western Australia and the Northern Territory (see Appendix A). The steering committee provided valuable strategic advice and guidance. Many individuals, leaders and organisations have generated ideas and much interest in this project.
Our hope is that the model being developed will be of interest not only in our regions but to Indigenous peoples across the country. We hope the new model we propose can be expanded to other regions over time.
Engagement and consultation in our regions
Engagement work commenced early in the design phase. We wanted to ensure that our practical knowledge and experience, and that of other Indigenous people in our regions, informed the design of our model. It has to be workable and able to meet each region's needs and priorities. We are leading engagement and consultation processes within our regions to build support for Empowered Communities, with potential opt-in organisations, other organisations, cultural leaders and individuals.
Our regional coordinators and a small central team are collaborating in the engagement process on our behalf. Three key assumptions guided the work:
- We are experienced in engagement. We see little benefit in a centrally mandated way of engaging. The emphasis is on creating and implementing regional and community engagement, considering opportunities and risks and challenging existing assumptions.
- We are relatively time-poor. We have dedicated our time to Empowered Communities on top of our normal workloads. We conservatively estimate that, collectively, we have dedicated at least 12 months of our time away from our regions during the design phase.
- We believe that good design and engagement are interdependent.
Now that our design report is finalised, and as we await the formal response from governments, we continue to engage within our regions and communities, working with those who want to opt in to the Indigenous Empowerment agenda. We want to ensure the widest possible understanding of and support for the Empowered Communities reform model within our regions.
Snapshot of activity
Significant effort has been invested in engagement across the regions. The following is a snapshot of those efforts:
- over 340 organisations have been engaged
- more than 348 engagement sessions/interactions (includes co-design and decision-making workshops, and information and engagement sessions) have been held
- over 100 possible opt-in organisations were consulted
- nearly 50 leaders from the regions have been directly involved in design engagement.
The individual sections on our regions in the following pages provide greater detail about where we started, our goals, hopes and challenges for the future, and how we propose to go forward in order to implement the Indigenous Empowerment policy framework in our Empowered Communities regions.
Appendix A contains a list of the members of the Empowered Communities Steering Committee.
Our history and context
We acknowledge the foundations laid by generations of Cape York people.
Cape York is a region of linguistic, cultural and environmental diversity. Cape York Indigenous people have much in common and are bound by a shared history.
Before colonisation, Cape York was densely populated and Cape York people maintained complex kinship networks and traded across the continent. Even as Captain James Cook sailed the Endeavour along the east coast in 1770, he observed how diligently Cape York people could be seen managing their land, including by using fire.
After colonisation, our populations were decimated by direct conflict and diseases such as smallpox. Squatters were encouraged to take up leases and the first cattle station was established on the Cape in 1864. The arrival of pastoralists was often violently resisted by Cape York people. The gold rush from 1873 to the Palmer River area also led to hostile encounters between miners and Cape York Aboriginal people. The need for labour on the bêche-de-mer, trochus and pearling boats involved abduction of able-bodied Aboriginal people and severely depleted our Aboriginal population on the east coast. A unit of the Queensland Native Mounted Police Force was established in Cooktown in 1873. This was the first of many such units established across the Cape in the following decades.
We then endured extraordinary levels of government and missionary control over a long period. The small Indigenous 'communities' across Cape York today are largely artificial creations that date back to this period. The communities were established from the late 1800s as Indigenous people were removed from their traditional territories to missions and reserves. Under Acts of the Queensland Government, beginning with the Aboriginals Protection and the Restriction of the Sale of Opium Act 1897 and extending through to the 1980s, our people were usually not allowed to continue ancestral culture and languages and were denied the right to travel, vote or marry without the permission of the administrator/superintendent.
Much of our Cape York history is still poorly known, or thought to be long past. In fact, as recently as:
- 1963, all the residents of Mapoon were forcibly removed by armed police for the benefit of miners and were relocated 200 kilometres away by boat; people watched their homes being burned to the ground as they were removed at gunpoint
- 1972, records show people were removed to Yarraba
- 1987, the last mission closed at Wujal Wujal.
Rights bring benefits and unintended consequences
After dislocation, dispossession and the mission time came a period in which Indigenous peoples' rights were increasingly recognised. This brought both benefits and unintended consequences.
Indigenous people were recognised as citizens of Australia and equality took a leap forward with the 1967 referendum and the elimination of racially discriminatory legislation. This progress, however, also gave Indigenous people in Cape York the right to drink alcohol and the right to gamble. After the introduction of a regular supply of alcohol, Cape communities that were 'once liveable and vibrant' became 'disaster zones'.
The recognition of the right to equal wages brought mass unemployment as many Indigenous pastoral workers were laid off. With the entitlement to welfare we gained the 'right' to welfare dependency. Government intervention in the lives of Indigenous people increased and services were increasingly provided to fix problems. But governments acted in a way that took away our responsibility and decreased our self-reliance.
Peter Sutton describes his experience of living in Aurukun in the early 1970s and draws a contrast with the situation by the late 2000s in which there was a dearth of community involvement in the services available in the community. He recalls that in the 1970s:
Local men mustered cattle and ran the local butcher shop, logged and sawed the timber for house-building, built the housing and other constructions, welded and fixed vehicles in the workshop, and worked the vegetable gardens, under a minimal set of mission supervisors. Women not wholly engaged in child-rearing worked in the general store, clothing store, school, hospital and post office.
Our land rights victories have been hard-won, unifying battles
The struggle for land rights has brought the people of Cape York together over many years in a common cause. We have battled miners, pastoralists, governments and conservationists for recognition of our property rights and our right to make decisions about development on our own lands. We have had some historic wins and some hurtful losses:
- In the 1950s, Comalco discovered the world's richest deposit of bauxite in western Cape York. Subsequent actions of the Queensland Government to grant mining leases led to a series of actions of the people of western Cape York to defend their rights in land.
- John Koowarta of the Winychanam group took his battle to acquire land in his country in central Cape York to the High Court in 1981 in Koowarta v Bjelke-Peterson. Later, the Bjelke-Petersen Government action denied Koowarta the land he had fought for by declaring it a national park.
- From the late 1980s, Cape York people fought off plans for a spaceport on Indigenous land, including through a High Court action.
- The Wik people created a historic precedent that native title could continue to exist in pastoral lease areas in their High Court victory in 1996.
- In 2014, Wild Rivers declarations made by the Queensland Government for the Archer, Lockhart and Stewart river basins were found to be invalid by the Federal Court in Koowarta v State of Queensland. Later government action snatched defeat from the jaws of this victory.
Cape York land summits have been very important events. They have brought leaders from across the Cape together so that we could speak with a united voice to defend our land rights.
In recent decades we have increasingly been taking control
The insights of Cape York leaders and old people, often at key land summits, have led to a sharp focus on 'our right to take responsibility'. Following in the steps of our brothers and sisters who blazed the trail, Cape York people have played a leading role in demanding a shift to recognise that Indigenous people are inherently capable. We do not need our problems fixed for us: we must be enabled to fix them for ourselves.
We have strong leadership in Cape York. We have many capable people, young and old, male and female. Our Cape York women have proven themselves to be tenacious in leading reform; for example, it was often Cape York women who led the charge to stop the destruction caused by alcohol.
The insights and the shared vision articulated by Cape York people gave birth to the Cape York Agenda and the Cape York Welfare Reform trial. We demanded a move—from a hand-out to a hand-up mentality—to overcome the corrosive effects of passive welfare. The leadership of four communities, Aurukun, Coen, Hope Vale and Mossman Gorge, opted in to the home-grown Cape York Welfare Reform trial. These reforms were not forced on us by governments.
The need for change
Despite our successes, we have a long way to go. Cape York's Indigenous people make up more than 50 per cent of the region's population and a significant proportion of the Cape has now been legally recognised as Indigenous land. However, we face an employment crisis, our region remains underdeveloped and home ownership is not yet possible, let alone a norm, for most people.
Forty years of passive welfare has displaced responsibility from Indigenous people. Statistical data show that social norms have collapsed. For example:
- Fifty to 80 per cent of Cape York Indigenous people drink at harmful levels.
- Infant mortality rates are two to three times those of non-Indigenous Australians.
- In 2002, only 18 per cent of adults had completed Year 12.
- Life expectancy is 59 years for males and 65 years for females: about 17 years less than for non-Indigenous Australians.
We must continue to confront this crisis. We have started to rebuild social norms and local authority, and to demand that government intrusion in our lives retreats. We need government to continue to invest in building the capability of Cape York people, and to ensure the right enabling environment for development.
Cape York people have been clear about their aspirations—these have been articulated in the Cape York Agenda. Many of the things that Cape York people want, such as kids finishing school, getting a job, learning a trade, starting a business and being healthier, reflect what any family might hope for. We must ensure social, economic and cultural success for our people:
- Social outcomes. Our focus on improving educational outcomes (attendance and performance) for children in Cape York has helped move the issue to front and centre of the national debate. Our approach to rebuilding local authority to restore social norms has started an important shift. We need to continue to build on this success.
- Economic outcomes. We are now at the starting line in terms of economic development. We must 'use it or lose it'. Enabling the long-term social and economic viability of Cape York means expanding and diversifying the region's economic base, and reducing reliance on government support. Cape York people must 'orbit' for work and education opportunities.
- Cultural outcomes. In some areas our ancestral languages and cultural practices are more fragmented; in other places they remain more whole. Aurukun, for example, is rich in that children continue to grow up speaking Wik ancestral languages as a mother tongue. In other areas, communities of language speakers are shrinking. We must hang on to and rebuild our ancestral languages and our knowledge of key places, people and stories of our ancestral cultures.
Leadership and governance
Under the Empowered Communities initiative, we have the opportunity to improve Indigenous-led governance and empower our reform leaders. We have drawn on lessons from our past efforts to propose governance arrangements that can help our organisations work more effectively together (see Figure 2.1).
These governance arrangements recognise that Indigenous organisations need to have autonomy, and that our fundamental goal is to mobilise individuals and families as the key agents of change. This means we must create an environment in which Indigenous individuals and families can just get on with their lives in a positive way. Not every Cape York Aboriginal person should have to devote their life to 'Indigenous affairs' in order for us to make our voices heard and make reform happen.
We have many Indigenous organisations that provide leadership across the Cape and in different areas of service provision (for example, local government, land use and decision-making, economic development, health). They include:
- Local councils. From the 1980s Indigenous councils were established in most former missions or reserves to introduce self-management. Indigenous councils in the Cape exist in Aurukun, Hope Vale, Kowanyama, Lockhart, Mapoon, Napranum, Pormpuraaw, Wujal Wujal and the Northern Peninsula (including Injinoo, Umagico, Bamaga, New Mapoon and Seisia).
- Other local leadership organisations. Some former reserves did not have councils created—for example, Laura, Coen and Mossman Gorge—and other local leadership organisations have emerged in these places, such as the Coen Regional Aboriginal Corporation at Coen and Bamanga Bubu Ngadimunku Inc at Mossman Gorge.
- Land-holding bodies such as land trusts and prescribed bodies corporate operating at a local or sub-regional level. There are more than 50 Indigenous land-holding organisations across Cape York. These land-related governance structures represent positive outcomes in terms of our struggles for land rights, and add to the complexity of Indigenous governance in Cape York. They are usually involved in leadership only when direct dealings in land must occur.
- Cape York regional organisations. In 1990 the Cape York Land Council was formed, followed by the Apunipima Cape York Health Council, the Balkanu Cape York Regional Development Corporation, Cape York Partnerships, the Cape York Institute and the Family Responsibilities Commission.
When we are at our best, our Cape York leaders and Indigenous organisations provide a good network of Indigenous leadership and governance. At our worst, we provide confused, overlapping governance with fighting among ourselves and poor coordination of effort.
Sometimes we are pulling in different directions, or competing against each other for resources, power and influence. Sometimes it feels very much like we are fighting over the scraps.
Community governance and social control is often plagued by factional fighting, particularly along lines determined by family and cultural identification and membership.
Although they have a limited on-the-ground presence, federal and state governments continue to play a far greater role in governance and social control in our region than is the case elsewhere. The influence of effective Indigenous authority remains too limited.
Under Empowered Communities, we must continue to strengthen our partnership across the region to make sure that Indigenous people have a say in the decisions that are important to them. We want to create a mechanism through which we can more effectively harness our collective action so that we are pulling in the same direction, but at the same time we need to ensure that people and organisations can pursue things in their own way.
Under Empowered Communities, we want to invest real authority, power and capability building in courageous leaders and organisations that are prepared to stand up to support a reform agenda, and support those with a proven track record in leading change. All leaders and organisations must 'walk the talk' of the Empowered Communities reform policy, principles and social norms.
Opting in is a central principle. Opt-in organisations will retain their independence and can continue to pursue their local or organisational priorities, but opting in means signing up to and abiding by the Empowered Communities reform policy, principles and social norms.
All opt-in organisations will be part of the Cape York Empowered Communities Alliance. They will be required to 'walk the talk'. Failure to align service delivery with the reform policy and principles could trigger action or review by the Indigenous Policy Productivity Council. Poor governance or corrupt activities will prohibit an organisation from opting in.
Opt-in organisations could be given incentives through the Empowered Communities funding arrangements. These arrangements should provide:
- greater long-term funding certainty, enabling opt-in organisations to pursue their strategic agenda
- performance incentives that align with achieving the social norms and reform policy and principles
- Cultural authority is embedded in opt-in organisations and the way they do their business. We will start with invitations to opt in to key leadership organisations in Cape York Welfare Reform communities, as these communities have already demonstrated a commitment to leading reform.
The Cape York Partnership will be the backbone organisation. It has a strong track record in leading a reform agenda.
Through the Empowered Communities engagement and governance processes, the Cape York Partnership will build on what has worked well, and strengthen the relationship, trust and collaboration at local and regional levels. The backbone organisation will:
- play a facilitation and coordination role, and perform the legwork for implementing Empowered Communities in the region
- provide an operational home for Empowered Communities, including secretariat support
- coordinate planning and articulate a common Indigenous vision across the region, noting that different places will have different priorities and will implement the reforms differently
- convene regional negotiation tables
- marshal other opt-in organisations and play a key role in reporting on and monitoring progress across the opt-in organisations and the region
- report to and be guided by the Cape York Empowered Communities Alliance and a regional steering committee
- use Cape York summits, which are being reinvigorated by the Cape York Partnership, as key annual Indigenous leadership events that generate ideas and guide the development of the regional policy and strategic directions, and allow for broad reporting back on initiatives and outcomes.
Regional steering committee
Given the number of Cape York leadership organisations, and depending on the enthusiasm across Cape York for opting in to the Empowered Communities reforms, it is likely that a regional steering committee will be required. This committee would:
- provide a manageable number of representatives (say no more than 12) who are selected or elected by the opt-in organisations
- have two co-chairs, who rotate among the opt-in organisations' representatives
- meet quarterly, supported by the secretariat from the backbone organisation
- provide a sounding board and first point of advice before things are taken to the broader Cape York Empowered Communities Alliance
- provide strategic direction, guided by a common vision and shared regional strategy
- decide when there is a need for a negotiation table and convene it
- monitor the opt-in process and decide whether new organisations can opt in (by applying agreed criteria)
- help to oversee alignment of activity in the region with the reform policy and principles, facilitate a step-through process if an existing opt-in organisation is breaching opt-in criteria, and facilitate action to uphold the reform policy and principles by opt-in organisations and other stakeholders, including escalation to the Indigenous Policy Productivity Council if necessary
- coordinate independent advisers as required.
Negotiation tables will provide a governance mechanism that periodically brings together the Indigenous-led Cape York Empowered Communities Alliance with senior government decision-makers from the Department of the Prime Minister and Cabinet, the Department of the Premier and Cabinet and local government. Tables may be convened for subject-specific or place-specific purposes, and they will bring together all decision-makers relevant to the agenda.
Tables will involve selected representatives of the opt-in organisations who are seen to be strong negotiators, according to the agenda of the table to be convened.
- The negotiation tables will finalise agreements, including binding regional development agreements, agreements to devolve responsibility and agreements on delivery plans to coordinate activities.
- The tables will provide a key mechanism to progress the regional agenda and check on delivery plans, outcomes and targets
- Specialists and experts can be invited as needed (for example, police, non-Aboriginal NGOs).
- The tables will provide a first step in resolving issues arising from breaches of the reform policy and principles by any organisation external to the Cape York Empowered Communities Alliance.
- The Indigenous Policy Productivity Council may have a role at the table, helping to hold all parties to account.
Devolution of areas of responsibility
We want to end passive, government-defined service delivery. We want to empower Indigenous leadership of policy and program design and delivery. In some cases, this means we want to devolve responsibility for administrative functions or public services to Indigenous organisations that have the capacity, or can demonstrate they can develop the capacity, to deliver in this area.
The backbone organisation, through the Cape York Empowered Communities Alliance and the negotiation tables, could assist in or lead the negotiation of agreements to devolve administrative functions and public services to opt-in Indigenous organisations.
Before any such decision is made through the negotiation table, the Cape York Empowered Communities Alliance must meet the following threshold criteria:
- show that the current service delivery arrangements are not well aligned to the reform policy and principles
- show that the proposed devolution is supported by the legitimate Indigenous leadership of the place or the sector concerned.
Such devolution agreements could include long-term funding agreements to support the arrangements (for example, in Canada some such agreements are for 20-year periods) with untied capital sums payable according to an agreed schedule, which may build in minimum service standards but afford the Indigenous leadership wide latitude about how they are to be achieved.
Central Coast, New South Wales
Since 2012, seven Aboriginal service organisations on the Central Coast of New South Wales have been sharing and collaborating through the Jawun program. Jawun creates corporate–Indigenous partnerships to improve the lives of Indigenous people around Australia by supporting Indigenous communities on the ground. While these seven Aboriginal organisations provide invaluable services to their communities for all life stages and have enjoyed success, change is required to meet growing demand and address the disadvantage of the Aboriginal and Torres Strait Islander community members of the Central Coast. The Prime Minister's 2014 Closing the Gap report notes that we are still failing to meet too many of our objectives.
The growth rate of the Aboriginal community on the Central Coast—an increase of 40 per cent between 2006 and 2011, according to the 2011 Census—is outpacing that of the general population, while at the same time government funding for provision of services to this community is being reduced. We are now acknowledged as the fastest growing Aboriginal community in the country, with a current population of around 13,000. However, the government's focus is tilted towards more remote communities and larger cities. These factors combined mean that the Aboriginal communities of the Central Coast are not receiving critically needed services.
Through the Empowered Communities initiative, we can close the gaps and provide the services that our community members so desperately need. In the Central Coast region, we will establish a backbone organisation called Barang, meaning 'tomorrow' in Darkinyung language, which will speak with one unified voice to government and other key stakeholders to empower our people and lead community prosperity. Barang will form a critical component of the Empowering Communities agenda on the Central Coast.
The Barang Compact, which commits our Central Coast Aboriginal community to cooperative action, was signed by the seven founding Aboriginal organisations on 8 September 2014. This backbone organisation will be funded initially by the Department of the Prime Minister and Cabinet, with the expectation of self-sufficiency in the medium term.
In collaboration with its members, Barang will develop and execute key initiatives that will improve the lives of Aboriginal people on the Central Coast and achieve the Closing the Gap targets that have been so elusive. Barang will contribute to the retention of Aboriginal culture, create a stronger community network, develop local Indigenous leadership and optimise investments in the Aboriginal community. Barang will unite, with one voice, to create empowered Aboriginal communities on the Central Coast, hence our vision of 'Empowering Aboriginal people through a unified voice'.
The Central Coast of New South Wales is home to one of Australia's largest nations of First Peoples. It is bounded by the Hawkesbury River in the south, the Watagan Mountains in the west and the southern end of Lake Macquarie in the north. The region is abundant with natural beauty and magnificent mountain ranges. It is the home of the Darkinyung people.
With occupation dating back 20,000 years, it is estimated that 5,000 people lived in Darkinyung country in around 100 to 200 local groups or family bands. Each group was responsible for looking after their own territory and sacred sites. Darkinyung country was also traversed by other First Peoples for meetings, ceremony and trade, such as the nations of the Dharug and Kamilaroi, the Garingai and Awabakal. The National Parks and Wildlife Service has identified more than 7,000 Aboriginal sites, containing more than 200 features and symbols.
Kevin (Gavi) Duncan, an Aboriginal cultural educator and board member of the Darkinjung Local Aboriginal Land Council, recently observed:
A lot of these ridgeways carry all of the evidence [of Darkinyung culture] through rock carvings and rock paintings and the scattering of middens throughout our lands. It would have been a naturally beautiful area to live permanently.
The region first entered European history books on 7 May 1770, when James Cook noted in his journal that the Endeavour, having sailed north from Botany Bay, had passed 'some pretty high land which projected out in three bluff points and occasioned my calling it Cape Three Points'. These points, now called Bulbararing, Mourawaring and Bombi, are within the Bouddi National Park. Although the barriers of these cliffs prevented Cook from seeing the magnificence of what lay just beyond the angophoras and cycads, the Darkinyung people, who no doubt tracked Cook's progress, had known of the beauty and abundance of this place for thousands of years, had moved through it, taken from it and tended it.
While our Aboriginal community organisations and centres provide invaluable services, change is required to meet growing demand and address the disadvantage of the Aboriginal versus non-Aboriginal community members of the Central Coast. Furthermore, if we want to innovate, educate and grow our community sustainably, we are faced with very real challenges.
Our organisations do not have adequate resources to facilitate restoration of our culture and heritage. Our Central Coast region does not receive the attention necessary to enhance the lives of its communities. Our centres expend significant resources on administration, detracting from service provision to our community. Our organisations do not have the same ability to influence government outcomes as our higher-profile neighbouring metropolis regions of Sydney and Newcastle. Our centres cannot meet the growing demand for assistance for employment and education. Our organisations are operating at varying levels of capability and maturity, and we need to develop best practice capabilities to be sustainable. And, finally, the health and wellbeing gaps between Aboriginal and non-Aboriginal communities are unacceptably large.
- Our Year 3 children are less likely to read well (gap is 25%).
- Our Indigenous children are less likely to complete high school (12% gap).
- Sixteen of our community members in every 100 are actively seeking full-time or part-time work versus six out of 100 for non-Indigenous community members (10% gap).
- Our Indigenous community members have a lower life expectancy than non-Indigenous community members (nine-year gap).
- Our Indigenous community members are 60% more likely to be or become obese.
- Almost one in every two of our community's households suffers from rental stress (where rental outgo exceeds 30% of income).
- Eighteen in every 100 young women in our community are likely to have a baby during their teens (16% gap).
Sources: NAPLAN 2012; 2011 Census.
One voice for tomorrow
The Central Coast region boasts a diverse Aboriginal community that is entering into an exciting era of advancement as a result of strong leadership and a strong economic base. The collaborative efforts under the Empowered Communities initiative on the Central Coast will address the gaps in Indigenous disadvantage. The Empowered Communities model will provide a framework for our organisations to have ownership of and leadership in community decision-making on all levels.
Barang, meaning 'tomorrow' in Darkinyung language, will be our backbone organisation on the Central Coast. Barang will initially be funded by the Department of the Prime Minister and Cabinet and will have a board made up of directors from its member organisations.
Barang's key priorities, roles and functions will include:
- interfacing with external stakeholders (federal, state and local governments, not-for-profits, etc.)
- monitoring and filtering grant and funding opportunities and providing that information to members
- setting and monitoring the community agenda and communications
- being a centre of excellence for corporate governance and other relevant areas
- providing shared services to its members.
Barang and its member organisations signed a cooperation and joint action compact on 8 September 2014 (the Barang Compact), which includes the following opt-in criteria:
- Aboriginal-led responsibility is at the heart of our principles on Indigenous reform. It is non-negotiable and assumed in all the principles listed below.
- Community and government programs must support Aboriginal responsibility.
- Participation in our reform movement is on an opt-in basis for those eager to shape their own destinies.
- Program design must be site-specific to allow for our different laws, cultures, governance structures and ways of making things happen.
- Innovation in program design is critical and will always be encouraged. While mistakes are acceptable, we will apply what we learn each time to continually improve.
- Funding for programs must be based on outcomes, with communities given the flexibility to innovate and do things better and incentives used to change behaviours.
- Program outcomes must always be measured in the same way every time so we can improve how they are designed and put in place to make them more efficient and effective.
- We will actively seek to learn from each other and from others in the business and not-for-profit sectors. We will share good practices and make sure results are delivered.
Barang will execute a regional strategy that is aligned with Empowered Communities and NSW Local Decision Making and which will enable us to achieve our regional priorities and alignment with the Empowered Communities social norms. Our regional priorities are:
- Children go to school, every day.
- Children and those who are vulnerable are cared for and safe.
- Elders in our community are respected and cared for.
- Capable adults participate in training or work.
- Housing is affordable and safe and property is respected and cared for.
- People in our communities are healthy and have access to quality health care.
- Our young people's aspirations are supported.
Barang members had already begun collaborating to advance their goals before signing the cooperation compact. For example, Barang is working with the NSW Government to advance its Local Decision Making initiative. This initiative complements Empowered Communities and is another example of how, working together, our Aboriginal community can better achieve its goals. Hence, our vision:
Empowering Aboriginal people through a unified voice
Achieving our goals through Barang will create an empowered Central Coast Aboriginal community. We will develop stronger local Aboriginal leadership and optimise investments in our community. Through more direct funding models we will generate more effective and efficient use of government funding. Our programs will be matched to the needs of our growing community. We will retain our cultural heritage for future generations and the wider community. And we will create stronger relationships from utilising our community network and partners, sharing knowledge and innovating.
Working together with governments, with our community, with all stakeholders, with one voice, we will create a strong, empowered future that will generate economic prosperity for all community members.
Swimming the river—our metaphor for the challenge
For most of the past 70,000 years, Aboriginal people have been crossing a harsh and unrelenting desert—and not only have we survived, we have prospered. The key to our survival was a close-knit community where we cared about each other's wellbeing and where everyone contributed to the survival of our community.
A couple of hundred years ago, the first settlers arrived and in place of the desert was a river—new barriers to survival that we needed to navigate. Now we had to learn to swim that river, and the way to learn to do that was through schools, education and training.
Unfortunately, in the East Kimberley we estimate that only 40 per cent of our families have learned to adapt to this new world and walk alongside their kids all the way to the river bank and teach them how to swim across to the new world.
The other 60 per cent of families don't understand the importance of parents walking alongside their children, and by the time they leave school they haven't acquired the skills to swim the river. This river is dangerous. There is a strong current called welfare and those without the skills or motivation to cross the river get swept by the current towards two big crocodiles—drugs and alcohol.
Some of the people who have ended up in the jaws of the crocodiles have gone on to become parents. In turn, many of them have not walked alongside their children to the river bank and so the cycle passes from one generation to the next. In some families, this cycle has been going on for at least four generations.
The by-products of this tragedy for many families in the East Kimberley who have been swept down the river are poor health and living conditions, homelessness and domestic violence, mental illness, foetal alcohol spectrum disorder in children, and suicide. Many of them have lost their language and culture and ended up in prison.
A bleak picture is painted by the 2011 Census data:
- A young population—55% of the East Kimberley population is under 25, compared with 34% of the total WA population.
- Lack of education—17% of the East Kimberley Aboriginal population has completed Year 12, compared to 54% of the East Kimberley non-Aboriginal population.
- Low employment—26% of East Kimberley Aboriginal adults are in 'real' (non-CDEP) jobs, compared to 87% of East Kimberley non-Aboriginal adults.
- Poor housing—79% of East Kimberley Aboriginal households live in public or community housing, compared to 14% of East Kimberley non-Aboriginal households.
- Overcrowding—14% of East Kimberley Aboriginal households have eight or more occupants. There are no East Kimberley non-Aboriginal households that have this many people.
The difference between the families who have learned to swim the river and those who have not is a result of three things:
- access to opportunities in education, housing and employment
- the ability to access those opportunities
- a sufficient level of responsibility to bring these two things together.
In the East Kimberley there are plenty of opportunities and our people have a lot of ability. The thing that is missing is individual and family responsibility. This is the thing that, if restored, can help us move forward and help us rebuild our culture.
More than 300 services provided by government and non-government organisations support Indigenous communities in the East Kimberley. But despite good intentions, this is not working to close the gap between Indigenous and non-Indigenous outcomes.
Why have we not broken the cycle of dysfunction?
We have low expectations of our Indigenous families. There is an attitude that these people do not have the ability to swim the river. As a result, a lot of money goes into pulling people out of the mouths of crocodiles rather than ensuring that they can swim the river.
In addition, the effect of the assimilation policy has left a ripple of intergenerational trauma, which has resulted in crisis-driven responses. These responses have been under-resourced and ineffective while reinforcing Aboriginal disempowerment and welfare dependency.
Despite best efforts, the status quo of Aboriginal disadvantage is likely to continue if we don't establish a real commitment to change and implement a grassroots approach that focuses on individual and family responsibility and Aboriginal leadership.
People know that the solutions require some tough decisions in areas such as welfare reform and holding parents responsible for their children's welfare.
The bottom line is that without these tough decisions nothing will change.
Our vision for the East Kimberley is of a region with a sizeable Aboriginal population consisting of high-functioning families who own their own homes, who have well-educated children, who participate equally in the economy and who value their culture. Aboriginal leadership and responsibility will be the key to success in reaching this vision.
Fundamental to achieving this vision will be embedding the five social norms of the Empowered Communities model in individuals, families and communities (see Figure 2.3).
The Empowered Communities initiative will be the platform to achieve those five social norms, through a welfare reform package that promotes:
- sustainability—continuing to support programs that work
- collaboration—ensuring holistic service provision for individuals, families and the community
- Aboriginal-led responsibility—leadership within the family unit and grassroots decision-making on what works for the region.
The Empowered Communities governance process will empower Aboriginal leaders to develop innovative solutions for current problems by:
- encouraging local ownership of Empowered Communities as a forum for open and honest conversations and collaboration between communities, organisations, leaders and government
- empowering individuals, families, leaders and elders to create a unified voice that clearly articulates the need to restore social norms and Aboriginal culture in the East Kimberley
- rebuilding and supporting Aboriginal families
- strengthening Aboriginal culture, instilling a sense of pride and respect for Aboriginal culture, and establishing a firm foundation to enable Aboriginal people to walk in both worlds.
Aboriginal leadership and responsibility will be the key to success in reaching this vision.
Under the proposed Empowered Communities governance structure in the East Kimberley, the key decision-making body will be a specially formed board of Indigenous leaders. The board will be responsible for setting the strategic direction of Empowered Communities in the region and will be the interface with government in the region on service delivery and pooled funding decisions.
The board will be supported in its role by a 'backbone organisation', which will perform a secretariat function and be charged with developing and implementing policies and programs to deliver on the board's strategy.
Although the board will make independent decisions on matters such as regional priorities and allocation of funding in the region, it will be required to engage with the community through a community forum for each local geographical area. These forums will also be the platform through which the board can foster collaboration and Aboriginal-led responsibility at a grassroots level.
The members of each community forum will be:
- a community panel of local Indigenous leaders, who will also be responsible for having conversations with the community about the effectiveness of Empowered Communities
- local 'opt-in organisations'—service providers that have agreed to collaborative service delivery under Empowered Communities.
The Indigenous Policy Productivity Council could be an independent arbiter in the event of disputes.
The precise legal structure within which the board, the backbone organisation, the opt-in organisations and the community panel will operate is still to be finalised. However, we have a clear vision of each of their roles. These are described in further detail below.
The East Kimberley Empowered Communities Board will be responsible for:
- setting the strategic direction of Empowered Communities in the region
- developing processes to ensure transparency to the community, government and other stakeholders
- engaging with government on Empowered Communities funding decisions in the East Kimberley, including by:
- establishing a service tender process for funding
- making decisions on preferred service providers
- monitoring and reviewing the financial and regulatory performance of the backbone organisation and opt-in organisations.
The board will comprise seven directors, including local Indigenous leaders and one to two (Indigenous or non-Indigenous) independent directors. Composition of the board will not be representative of specific community groups or service providers.
The initial board will be selected by an independent start-up panel, using objective criteria to ensure an appropriate balance of skills, experience and commitment to Empowered Communities reform. In particular, board members will be required to:
- have experience in strategic planning and decision-making at a senior level
- have appropriate experience in finance and management
- be philosophically aligned with (and 'walk the talk' of) the five social norms promoted by Empowered Communities in the East Kimberley.
Board members will be appointed on rotating two- or three-year cycles.
Although the board will be ultimately responsible for determining the strategic direction for Empowered Communities in the East Kimberley, it will be constitutionally required to seek grassroots input through community forums to ensure there is a single vision for Empowered Communities in the East Kimberley.
The backbone organisation will convene a community forum in each local geographical area (as determined by the board), which will be tasked to identify:
- model initiatives that are delivering real (long-term) results in the local area
- those model initiatives that require longer-term support to show objectively measurable results
- gaps in service provision and opportunities for growth and development.
- The backbone organisation, together with the community forum, will then distill those ideas to develop themes for local area priorities and potential initiatives that have objectively measurable medium- to long-term results.
The output of the work from each local area will guide the board's determination of regional priorities for the East Kimberley.
In addition to its role in working with community forums, the board will delegate authority to the backbone organisation to have a broader role in:
- developing and implementing Empowered Communities policy
- administering back-office functions, including preparation of budgets and financial reports for the board's approval
- measuring and evaluating the delivery of services and reporting to the board on its findings.
The initial backbone organisation will be staffed by a discrete team sitting within the Wunan Foundation.
Service providers in the East Kimberley may opt in to Empowered Communities through a memorandum of understanding with the board, the backbone organisation and other opt-in organisations.
That document will set out the criteria under which those organisations may be able to participate in pooled funding arrangements under Empowered Communities, including:
- 'walking the talk'—having a history of achieving positive change in the region in one or more of the five social norms and a board that abides by those norms
- standards of corporate governance in line with industry standards for not-for-profit organisations
- delivery of services in line with standards legislated by the board
- collaboration with other service providers to ensure continuity of service delivery in the region
- continuous reporting on their service delivery and financial position and agreement to evaluation by the backbone organisation
- agreement to abide by a mandated dispute resolution process.
Any organisations that don't continue to satisfy these criteria will no longer be eligible to participate in Empowered Communities.
Each local geographical area in the East Kimberley will have a community panel, the purpose of which will be to reinforce the agenda of self-responsibility that underpins Empowered Communities and to facilitate conversations with individuals and families in the community.
Each community panel will work with opt-in organisations to ensure that services are delivering on the five social norms. If required, the community panel will provide feedback and advice on service delivery in the region to the backbone organisation and the board.
Our current situation
The Aboriginal community in the Goulburn-Murray has proven that building aspiration and optimism can deliver improved outcomes. In the Goulburn-Murray we have been unwavering in our desire to make radical changes to address the extreme disadvantage suffered by Aboriginal people. Community-driven organisations—such as the Yorta Yorta Nation Aboriginal Corporation, Njernda Aboriginal Corporation, Rumbalara Aboriginal Cooperative, Ganbina and the Rumbalara Football and Netball Club—have begun to change the outcomes for Aboriginal people in key areas. This progress has been achieved by building a sense of aspiration and optimism that it is possible to participate in a world where rights are acknowledged and Aboriginal people prosper. Table 2.1 outlines the progress to date towards realisation of our aspirations in five key areas.
Ownership and responsibility for our aspirations is owned and shared.
|Building aspiration and optimism||Evidence of impact|
|Education||Challenging mainstream institutional cultures, including their relevance and applicability, and the poor history of education and training among Aboriginal young people; encouraging them to rise to expectations||45% of Aboriginal people aged 15–24 engaged with education in 2011, up from 40% in 2006|
|Employment||Accessing more than 1,000 work placements for capable Aboriginal jobseekers with private sector partners||17% increase between 2006 and 2011 in Aboriginal people aged over 15 employed, compared to 5% increase for non-Aboriginal people|
|Justice||Developing partnerships and social justice ownership that focus on initiatives to increase community engagement, and that will also provide credibility and authority.||0.2 to 0.3 alleged Indigenous offences per person, compared to 2.25 in Melbourne|
|Health||Addressing emotional and social wellbeing through providing high-quality, culturally appropriate, community-controlled services and role models for strong positive social norms||78% access to maternal and child health services for 0- to 3-year-old Aboriginal children in 2012–13, up from 68% in 2009–10|
|Social inclusion and culture||Raising the value of Aboriginal knowledge and expertise in modern economies, driving environmental, social and economic benefits for the whole community||90% feel good about being Aboriginal 'often or very often'|
Sources: 2006 and 2011 censuses.
However, the lack of a collaborative, collective vision and cohesive strategy has limited progress on the most complex issues. Because of their complex nature, these challenges can only be truly overcome with a holistic, coordinated and long-term effort involving an agreed partnership between government, community, industry and the service delivery sector. Currently, Aboriginal people in the Goulburn-Murray don't feel we have collective ownership of our society or the power to change it. Governments, service delivery organisations and the private sector operate in narrowly defined silos focused on crisis intervention, rather than working collaboratively towards a collective vision for Goulburn-Murray where Aboriginal people are strong and valued in our leadership of the community. While there is significant expenditure on service delivery, there is limited monitoring, evaluation and reporting of the outcomes and no sense of progress towards an agreed objective.
Over more than two decades, the community has built the capacity to design and implement an effective community governance structure. The community has gradually rebalanced its relationship with government, including through the native title claim, the joint management agreement with the Victorian Government and cultural heritage legislation. Successive efforts at establishing a representative community structure have drawn on the lessons from previous attempts, building community capacity and leadership each time.
A significant milestone was the Council of Australian Governments (COAG) trial in Shepparton and Mooroopna, which began in 2003 and laid the foundation for collaboration between community, governments and industry. Following the COAG trial, the Kaiela Planning Council undertook extensive research, planning and community consultation to develop a draft vision and a framework for benchmarking and tracking progress against priority areas.
The key challenges for us now are to align the efforts of our community-driven organisations under a common vision, secure a long-term funding agreement to support a community governance structure for Aboriginal people in the region, and gain a commitment from government and service delivery organisations to provide data on Aboriginal access to services and outcomes to allow honest monitoring of progress and accountability.
We believe Aboriginal people in the Goulburn-Murray will thrive in an integrated community where we can access the best of both worlds. This means that Aboriginal people have strong roots in traditional lore relating to land, language, people and culture (the 'home' world), as well as having the aspiration, opportunity and capability to access a wide range of choices in broader society (the 'away' world). The challenge is finding the pathway that ensures our people have the same life choices as others in the wider community without giving up our Aboriginal heritage. We want to feel that we are part of and share in the symbols of national, state and regional identity; but also that we draw a sense of identity from the Aboriginal community. In this world, everyone would acknowledge and value Aboriginal history, culture, language and events. This vision is illustrated in Figure 2.5.
Our vision for walking in the 'away' world is that we are aspirational and pursue opportunity and capability so we can exercise choice. This means setting and achieving ambitious goals for our personal and collective future. In education, we want to see high educational achievement (Year 12 and university) leading into continuing, lifelong learning. In employment, our young people and adults will be fully engaged in the free market, with people respected in their fields, owning their own businesses, and making full use of Indigenous knowledge and best practice.
At the same time, our people will have strong roots in the 'home' world, including traditional lore relating to land, language, people and culture. We will be confident, proud and strong in our identity and history. We will maintain connections to our traditional country and be able to use and maintain the land in contemporary cultural ways. Language will be a vibrant, valued part of our lives. People and institutions will protect, preserve and pass on cultural heritage including customs, lore and stories. Recognising that our community is at the centre of our world, we will also have strong connections to the people within our community, respecting and valuing our elders and families. Our young people, parents and elders will communicate openly with each other and know their role in the community (represented by the small diagram at the bottom right of Figure 2.5).
The five principles in the Goulburn-Murray
Our approach to delivering the five agreed principles under the Empowered Communities initiative recognises that many of the barriers to individual responsibility relate to low aspiration, limited opportunities and skills, and low self-esteem. A key part of our vision is the creation of an integrated community in Goulburn-Murray where Aboriginal people's rights are identified and supported and our contribution is valued and celebrated. The five agreed principles have been adapted to reflect the aspirations of the Aboriginal community in Goulburn-Murray:
- We have a safe community and safe homes, and we take responsibility for the wellbeing and developmental needs of our kids.
- Our children have a 90 per cent attendance rate at school from early childhood through to completion of secondary school.
- Of those who are able, we have a 90 per cent participation rate in career opportunities in industries in the Goulburn-Murray.
- People have safe and affordable housing, aspire to owning their own houses, welcome others into their homes, and take pride in where they live.
- Strong leadership and affirmative role modelling are valued and respected within and across the Aboriginal and broader Goulburn-Murray communities.
Governance structure—Empowered Communities in our region
A robust governance structure will provide the mechanisms to develop strategic approaches to address issues and needs in the community. This will lead to an increase in our negotiating power with government and industry to achieve the outcomes we want, and an increased ability to track and measure progress towards achieving those outcomes.
The Malka ('shield') structure in Figure 2.6 represents a safe, collaborative place where community representatives, service delivery organisations and the cultural authority come together to progress Aboriginal futures on Yorta Yorta land. Malka also symbolises the protection of Aboriginal heritage, while at the same time acknowledging the need to negotiate the terms of engagement with non-Aboriginal society. The Malka agreement has four components, as shown in Figure 2.6 and discussed in more detail below.
Algabonyah (Goulburn-Murray Community Cabinet)
The Algabonyah ('meeting place') will be the primary decision-making body on regional priorities and the development of regional partnerships and agreements. Its role will be to advocate and negotiate for strong action on behalf of the region with a collective voice. It will put forward a strong vision for the future, using aspirational, affirming language and local terminology. Initially, it will comprise the chairs of the opt-in organisations and the representatives of the Yorta Yorta Nations Elders Council, as well as additional skills-based appointments for legal, economic and finance, governance and research skills, and any additional appointments to ensure community representation for women, young people and elders. These members will act in the interests of the community as a whole, rather than the interests of individual organisations or families. The Algabonyah will engage and communicate directly with its membership to ensure legitimacy and authority, including through regular open community forums.
The Algabonyah will be responsible for long-term, strategic planning in key priority areas (to be known as the marree dungudja—'spears'). Commissioners for each of the priority areas will be appointed from the membership of the Algabonyah to build relationships with service delivery organisations and government, facilitate strategic planning, talk to the community about issues, and lead the collection and analysis of data. With the support of the secretariat, the Algabonyah will evaluate and report on progress against strategic plans and targets to keep Aboriginal and mainstream service delivery organisations accountable. The Algabonyah will not deliver services or distribute service delivery grants, but will be the broker on resource allocation by government in the region.
Secretariat—Kaiela Institute (interim)
The secretariat will support and report to the Algabonyah to assist it to carry out its functions. It will be responsible for logistics, administration and preparation of meeting papers for Algabonyah meetings. It will also undertake data collection and analysis as required, supporting the appointed commissioners for each of the priority areas. The Kaiela Institute will continue as the interim secretariat until July 2016, when this arrangement will be reviewed.
Cultural authority—Yorta Yorta Nations Elders Council
The role of the cultural authority will be to ensure that the integrity of Yorta Yorta Nations is respected and maintained in everything that happens within the Malka structure, including the services provided by mainstream organisations and government. Acknowledging the importance of respected elders in our community, this role will be filled by the Yorta Yorta Nations Elders Council.
Rather than having an executive or management role, the cultural authority will provide guidance, oversight and advice to the Algabonyah and opt-in organisations in relation to cultural, language and land matters. The cultural authority will set cultural protocols that opt-in organisations must abide by and will be a strong advocate for standards to protect cultural heritage and build cultural competency in the broader community. It will be responsible for safeguarding lore, customs and traditional values, as well as leading the development of Aboriginal cultural learnings to strengthen our young people's values and sense of belonging. The cultural protocols will underpin how business is carried out.
The opt-in organisations will be responsible for service delivery in line with the strategies and protocols agreed by the Algabonyah. They will sign up to a foundation agreement with each of the other parties, setting out their commitment to the shared vision and their mutual obligations. They will implement agreed cultural protocols and priority area strategic plans in their service delivery operations and engage their staff in implementing this agenda. They may provide resources to support the Algabonyah in their areas of expertise—for example, in the development of strategic plans for the priority areas.
The opt-in organisations will provide data to the Algabonyah on their progress against the outcomes and measures agreed through strategic plans. They will communicate openly, directly and regularly with the community about their activities, in a way that the whole community (including elders) can understand. Each opt-in organisation will also continue to be representative of and accountable to its members through its own governance structure.
At a recent community meeting to discuss the potential governance structure, participants discussed the following three categories of criteria for organisations that wish to opt in to the model:
Honesty and transparency
Opt-in organisations will be open, fair and straight with each other and the community. They will regularly share data with the Algabonyah to enable tracking against regional priorities. This includes being transparent about the projects they are undertaking and their levels of funding. They will also communicate with the community about their objectives and progress, in a way that community members and elders can understand, using Aboriginal definitions and terms where possible.
Commitment to Empowered Communities governance processes
Opt-in organisations will commit appropriate resources and engage wholeheartedly in the new governance structure. Part of the role of their board chair will be to attend meetings of the Algabonyah and ensure that their organisations are aligned with the agreed vision and strategic direction. The boards of opt-in organisations should also be involved in monitoring progress against agreed priorities. Opt-in organisations will abide by an agreement to be developed with the other members of the Algabonyah and will reflect the Empowered Communities principles in their operational plans and organisational culture. They will also be required to commit to the principle of Aboriginal people controlling their own services—for example, by having a minimum percentage of Aboriginal board members or employees.
Respect for our culture and heritage
The opt-in organisations will recognise, respect and value the culture, heritage and language of the Yorta Yorta people and other Aboriginal and Torres Strait Islander peoples who reside in the Goulburn-Murray. This includes using culturally and socially sensitive practices and language and committing to cultural competency standards and tools. In line with traditional practices, the opt-in organisations will respect agreed behavioural norms, including adopting a respectful, collegial approach based on each organisation having an equal voice. The opt-in organisations will also sign up to a cultural protocol that demonstrates their alignment with cultural values.
The interim model
The first step in establishing the interim model will be to finalise the detail of the governance structure and funding and data collection arrangements. This will include defining the nature of the relationship between the components of the Malka and other key parties such as governments, service delivery organisations and state-wide Aboriginal policy bodies, as well as how the Malka represents and reports to the community it serves.
One of the lessons from previous efforts to create a community governance structure (in particular, the COAG trial) was that it takes significant time and effort to design an effective and representative structure and robust processes for decision-making and negotiation with government. For this reason, the Malka should be considered an interim body, with one of its key tasks being to build the planning and monitoring capacity within the community to support a representative structure that grows stronger over time.
A detailed, evidence-based review will be needed within the first 18 months of operation to assess achievements and lessons and, if needed, recommend changes to ensure that the Malka:
- represents and responds to the needs of the whole Aboriginal community
- undertakes strategic planning and evaluation work that is of high quality, independent and influential and holds service delivery organisations across the region to account
- is able to effectively collaborate and negotiate with other regional authorities, including mainstream organisations
- has a sustainable funding model that encourages joint ownership by the broader Goulburn-Murray region.
The Algabonyah is intended to be a body that serves, represents and advocates for the Aboriginal community on Yorta Yorta country. Over time, the Algabonyah will investigate options to enable more direct community representation, such as through elections. In the interim, the voice of the community will be represented on the Algabonyah through the elected chairs of the opt-in organisations.
The Inner Sydney region comprises the two iconic communities of La Perouse and Redfern. They have chosen to come together through the Empowered Communities initiative to create a united voice to represent their communities. This chapter begins with a brief history of each community, which sets the context for their now united vision to come together to pursue new partnerships and ways of working with the broader community, stakeholders and government.
The history of La Perouse
Figure 2.7 illustrates the long history of the La Perouse Aboriginal community. The period before the invasion, when the coastal people of La Perouse flourished, is shown as light and bright. With the introduction of policies of protectionism, our people were pulled into the dark waters of dependence and strangled by the weeds of welfare. In recent times we have begun the process of rebuilding our own capabilities to take back responsibility and control of our future. This process is shown by the re-emergence from the water and the return to a position where we once again walk tall in the sun.
The history of Redfern
Our connected history
In the first half of the 1900s, Aboriginal people from across New South Wales migrated between Salt Pan Creek, La Perouse and then Redfern in search of work and a better quality of life. By the 1950s, Redfern was an established Aboriginal community alongside La Perouse and our grandparents travelled to work together on the buses, worked together on the railway and in the factories, and socialised together outside of work.
In 1971, the Redfern All Blacks and La Perouse All Blacks (now La Perouse Panthers) became the founding member clubs of the inaugural New South Wales Aboriginal Rugby League Knockout (known as the Koori Knockout). 'The Knockout was about family and community, and coming together, it was never just about football', recalls committee member Bob Morgan.
The 1988 March for Freedom, Justice and Hope is a proud moment writ clear in the minds of many in our communities. La Perouse and Redfern people stood together at Yarra Bay, watching the buses and trucks roll in, as around 20,000 Aboriginal people joined their supporters from the trade unions, the churches, ethnic groups and the wider community. It was a demonstration of survival. Out of the march came the annual Survival Day Concert, now known and celebrated as the Yabun Festival on 26 January each year. Yabun is the largest one-day Aboriginal and Torres Strait Islander festival, with an audience of between 20,000 and 25,000 people.
Now, with the establishment of the Inner Sydney Aboriginal Alliance, we are looking forward to erasing the boundaries and being there together as black fellas, working together to help our community and our people.
Figure 2.8 illustrates the two worlds that our people must be strong and fluent in. A pathway of success winds between the two. The footprints show our joint vision as a cradle-to-the-grave approach—with all people in our community supporting one another to confidently navigate their way along the path.
We have identified eight objectives that emerge from our vision for our communities in the Inner Sydney region:
- Parents are supported to be involved in their kids' education and maintain routines for kids to go to school every day. Schools are welcoming places that provide a high-quality education.
- We have a safe, capable and supportive community where our culture is practised and maintained through dancing, singing, language and sharing of knowledge and kinship.
- Capable adults participate in either training or work.
- Housing is affordable and safe, and individuals respect and care for their property and people are supported to achieve home ownership.
- There is a respectful relationship between our community and the law.
- Elders are supported and cared for by our community.
- People in our community are healthy and have access to quality health care.
- Our young people's aspirations are supported.
The governance structure in Inner Sydney will be based on the Aboriginal organisations that deliver services to the communities. Authority in Inner Sydney today stems from the boards and leadership in these Aboriginal community organisations. The organisations have a relevant membership base from the Aboriginal community, and elders and families are engaged and consulted for guidance on changes and initiatives. Decisions are made using a democratic system.
The pathway for participation in the Empowered Communities model will be through membership of either the La Perouse Aboriginal Alliance or the Redfern Aboriginal Alliance. In order to opt in to Empowered Communities, an organisation will need to meet the criteria for the relevant community alliance and therefore be an active member of the community's governance structure. This will ensure that organisations are part of the community planning and policy implementation process, and are working together. Opt-in organisations will sign on to an official document that jointly commits them to the Empowered Communities principles and social norms, the vision and objectives they are trying to achieve, and a regional structure for collaboration and operation.
Redfern Aboriginal Alliance
The Redfern Aboriginal Alliance will represent the Redfern Aboriginal community and seek to promote, advocate and lobby for positive and effective change to achieve autonomy for the Aboriginal community. It will seek the views and feedback of the community and foster collaboration among community services, which will involve maintaining a community plan, agenda and priorities.
The Redfern Aboriginal Alliance will also:
- establish and maintain strategic stakeholder relationships and collaboration with government and corporate Australia
- at all times maintain its focus on the agreed scope and on outcomes that will benefit the community
- monitor and manage factors outside the Alliance's control that are critical to its success
- act as a mechanism to review progress against strategic goals and assess the effectiveness of the Alliance.
In order to opt in, Aboriginal-controlled organisations in the Redfern area must be incorporated under the Commonwealth Corporations (Aboriginal and Torres Strait Islander) Act 2006 (CATSI Act), administered by the Office of the Registrar of Indigenous Corporations; the Commonwealth Corporations Act 2001, administered by the Australian Securities and Investments Commission; or the NSW Associations Incorporation Act 2009, administered by Fair Trading NSW, and the NSW Aboriginal Land Rights Act 1983.
Where organisations are not incorporated under the CATSI Act, they must demonstrate that they are Aboriginal controlled—that is, that a majority of members and directors are Aboriginal.
Opt-in organisations must also adhere to the strategic objectives and principles of the Redfern Aboriginal Alliance Group.
Existing member organisations are illustrated in Figure 2.10. New membership will be by invitation or application to the Alliance. A majority of existing members must vote in favour.
The Redfern Aboriginal Alliance will meet quarterly, with provision in the terms of reference to call special meetings as required. A quorum of four members will be required to hold a meeting and make decisions. The Alliance will hold an annual general meeting to review membership and roles and hold elections as required. The chair and secretary will be elected every three years at an annual general meeting.
Failure to actively participate and cooperate, or failure to meet the rules of membership (per the Redfern Aboriginal Alliance terms of reference), will warrant review of membership.
La Perouse Aboriginal Alliance
The role of the La Perouse Aboriginal Alliance will be to provide an effective strategic, representative and accountability mechanism for the La Perouse Aboriginal community to express its views and needs and to achieve its aspirations. The La Perouse Alliance will maintain a La Perouse community plan that reflects the community's priorities and funding requirements. It will also contribute to the design and delivery of local solutions to local issues.
In order to opt in, Aboriginal-controlled organisations within the boundary of the La Perouse Local Aboriginal Land Council area must be incorporated under the Commonwealth Corporations (Aboriginal and Torres Strait Islander) Act 2006 (CATSI Act), administered by the Office of the Registrar of Indigenous Corporations; the Commonwealth Corporations Act 2001, administered by the Australian Securities and Investments Commission; or the NSW Associations Incorporation Act 2009, administered by Fair Trading NSW, and the NSW Aboriginal Land Rights Act 1983.
Where organisations are not incorporated under the CATSI Act, they must demonstrate that they are Aboriginal controlled—that is, that a majority of members and directors are Aboriginal.
Opt-in organisations must also adhere to the strategic objectives and principles of the La Perouse Aboriginal Alliance.
Existing member organisations are illustrated in Figure 2.11. New membership will be by invitation or application to the Alliance. A majority of existing members must vote in favour.
The La Perouse Aboriginal Alliance will meet bi-monthly, with provision in the terms of reference to call special meetings as required. A quorum of 50 per cent plus one will be required to hold a meeting and make decisions. The Alliance will hold an annual general meeting to review membership and roles and hold elections as required. The chair and secretary will be elected every three years at an annual general meeting.
Failure to actively participate and cooperate, or failure to meet the rules of membership (per the La Perouse Aboriginal Alliance terms of reference), will warrant a review of membership.
Inner Sydney Aboriginal Alliance
The Inner Sydney Aboriginal Alliance (ISAA) will bring together the La Perouse and Redfern alliances to develop and put forward a regional voice. Terms of reference will be developed and agreed in early meetings to clearly articulate membership, roles, dispute resolution processes, and accountabilities.
Each community alliance will nominate three representatives to sit on the ISAA for a set period of time. Additional representatives may be nominated based on the meeting agenda and availability of community members. There will not be government representatives on this body. All representatives will be nominated on the basis of identified skills and capacity to contribute. When sitting on the ISAA, members will represent their community's interests, not their own or an organisation's interests—that is, they represent La Perouse and Redfern, not their community organisation. The ISAA will be co-chaired by one Redfern representative and one La Perouse representative, to be elected by each community alliance. The co-chairs' organisations will be compensated in recognition of the co-chairs' time away from their regular roles.
The key roles of the ISAA will be to:
- consolidate the two community plans into one Inner Sydney regional plan. The regional plan will set the regional agenda, take a 'cradle to grave' approach to service planning, and include tailored solutions for each community
- develop a position on priorities and funding requirements to take to the negotiation table with governments
- contribute to the design and delivery of local solutions to local issues
- seek transparency on funding and outcomes and work to strike a balance between accountability and unnecessary bureaucracy
- report on successes and failures
- nominate representatives to sit at the negotiation table with governments.
To successfully fulfil its role, the ISAA will require a funded permanent secretariat. The secretariat will be a common resource, but independent of both communities. It is envisaged that the secretariat will have a minimum of three positions, whose roles will include:
- supporting the ISAA, including drafting position papers, undertaking research and assisting to develop policy as directed by the ISAA
- supporting the La Perouse and Redfern alliances, and providing community input to negotiation table agenda items
- facilitating and coordinating responses to government agenda items, including recommending the invitation of relevant experts to the Inner Sydney Aboriginal Alliance as needed
- maintaining key documents such as terms of reference, opt-in agreements, community plans and the regional plan.
Ngaanyatjarra Pitjantjatjara Yankunytjatjara Lands
Our history and context
Our region crosses borders
The Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Lands span the tri-state central desert region of South Australia, Western Australia and the Northern Territory, covering 350,000 square kilometres and encompassing 26 remote communities and homelands, with an overall population of around 6,000 Anangu and Yarnangu (Aboriginal people). The remoteness of the NPY Lands, combined with the vast geographical distances between communities, creates a unique set of challenges and complexities, including extreme isolation and difficulties accessing appropriate and effective services.
We share strong and binding ties
Central Australia has a long and proud history of Aboriginal activism and action. Some of the first Aboriginal organisations in Australia were formed in our region, many with the aim of providing a stronger voice for community members. Anangu share a deep commonality, which crosses state and territory borders. These jurisdictional borders have little or no meaning for Anangu, who are highly mobile throughout the region (between and within communities and between the NPY Lands and Alice Springs). Tjukurpa (Anangu law, culture and beliefs) remains very strong in this region; it provides a binding historical, cultural, familial and linguistic connection across the NPY Lands, uniting Anangu with one another and with the land.
Collaboration is key to our success
In the NPY Lands, we know that when we work together from the ground up, malparara way (two-way learning between Anangu and non-Anangu), we see success. For example, in 2005 the NPY Women's Council, General Property Trust and the Central Australian Youth Link-Up Service formed the Opal Alliance, which brought about the introduction of government-subsidised Opal fuel in Central Australia. As a result of this work, the Opal Alliance was awarded the 2007 National Drug and Alcohol Award for Excellence in Prevention. A 2008 study reported a 94 per cent reduction in inhalant abuse in the southern region of the Northern Territory and inhalant abuse in the region remains low.
In recent years, the innovative Cross-border Justice Scheme has been instrumental in ensuring that perpetrators of domestic and family violence do not evade justice by crossing the SA, WA and NT borders. A current example of collaboration in Central Australia is the new food supply and distribution arrangement planned for the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands. This is a joint project between an Anangu organisation (Mai Wiru Regional Stores Council), the philanthropic sector (Foodbank SA) and corporate food and freight suppliers, with key support from government.
Serious challenges remain
Despite concerted efforts towards positive change, Anangu in the NPY Lands still face high levels of social and economic disadvantage: high levels of poverty, violence, joblessness, substance abuse, food insecurity, crime and illness. For young Anangu, there is also significant cultural disintegration (caught between two worlds), disengagement from the education system and a sense of hopelessness about the future, with few opportunities for leisure or success. This is particularly significant given that more than half of the population of the NPY Lands is aged 24 years or under.
The need for change
A new approach is needed
A 2009 review of Indigenous expenditure found that:
Despite the concerted efforts of successive Commonwealth, State and Territory governments to address Indigenous disadvantage, progress has been mixed at best … Past approaches to remedying Indigenous disadvantage have clearly failed, and new approaches are needed for the future.
These findings ring true for the NPY Lands. For example, only two remote service delivery sites (Amata and Mimili) and no NT 'growth towns' fell within the NPY Lands. The Northern Territory Emergency Response (also known as the Northern Territory Intervention) is perhaps one of the most significant and controversial policies in contemporary Australia and has an ongoing effect on the way in which some NT organisations and individuals view government. The current Alice Springs Transformation Implementation Plan (Stronger Futures) includes positive elements, such as the Integrated Response to Domestic Violence, but is focused on improving outcomes for Aboriginal people in Alice Springs, not the remote NPY Lands communities. In addition, the effectiveness of regional partnership agreements is an open question. The APY Lands Regional Partnership Agreement (which was signed in 2013 by the APY Executive, the Commonwealth and South Australia) is still a work in progress, and an evaluation of the 2005 Ngaanyatjarra Regional Partnership Agreement concluded that the 'most significant outcome' of that agreement was that the partners wanted to 'start afresh'.
Change must happen now
The urgent need for change in our region is perhaps best highlighted by the disturbing data collected by NPY Women's Council staff in relation to suicides. From June 2011 to June 2014 on the NPY Lands, there were 13 reported suicides and 35 suicide attempts, which is, on average, more than one suicide or attempted suicide per month during that three-year period. Further, 10 of the 13 reported suicides (77 per cent) were by young people aged 24 years or younger, and the youngest person was only 10 years old. The main factors contributing to suicidal behaviour are family and domestic violence, substance abuse and a deep layer of unresolved grief and trauma.
We are ready for change
Today, there is a strong appetite in our region, and particularly among key regional organisations, for increased collaboration and change.
Traditional Anangu lifestyle was about sharing, connection, looking after one another and working together to get things done—this is what was important and how people benefitted. It is a grassroots framework for survival. The principles of Empowered Communities build on this foundation. Although some Anangu organisations in our region already work together and have a relationship, Empowered Communities is about something more—it is about sitting down together and forging a common pathway. This is our new framework for survival and now is the time to create it. — Bruce Smith, Chairperson, Ngaanyatjarra Council, June 2014
In the NPY Lands, closing the gap is not only about improving the social determinants of health for Anangu. We also need to close the gap that exists between Anangu and governments, because many Anangu feel that engaging with governments is like standing on one foot trying to balance; all too often, the views, ideas and needs of Anangu fall into the 'gap'. The experience of many Anangu today is that their voices are still not heard by governments. We must not mistake the large number of government workers travelling through the NPY Lands as government working effectively with Anangu.
To create an environment in which our vision for the NPY Lands can become a reality, there must be a rebalancing of responsibility and a closing of the gap between governments and Anangu, with genuine commitment from all parties. Empowered Communities is the way to make this happen.
For Anangu, the meaning of the word nyawa is that all of us together are looking ahead towards a new future. The word nyawa is unifying because it has the same meaning across different language groups in the NPY Lands. We have chosen this single word to encapsulate our shared vision for Empowered Communities in the NPY Lands of Central Australia.
Kuranyu kutu palyantjaku—to make a new future
This is a purposeful and active statement. Our vision for the NPY Lands is to increase the capacity of our people to lead healthy and meaningful lives, in safe and positive communities, with improved life choices in all areas that matter in our communities, including education; law and culture; health and wellbeing; training and work; access to justice; housing and accommodation; social, economic and community development; and the needs and aspirations of young and vulnerable people. This vision is reflected in five long-term goals (the 'social norms' of the Empowered Communities model), and so we must take on the responsibility of achieving these goals. Children are at the centre of these goals and our vision.
A child born into the post–Empowered Communities world should have a better chance at life. — Andrea Mason, CEO, NPY Women's Council, June 2014
This is our dream for our families and communities. Empowered Communities is about making that dream come true. — Margaret Smith, Director, NPY Women's Council, June 2014
Tjungungku. Kulira nyakula kutjutu palyantjaku—coming together
Empowered Communities is about everybody working together for a common vision and shared strategy. Empowered Communities is about creating a genuine and balanced partnership between Anangu, governments and corporate Australia, where everybody is united and working together on a level playing field, wiru way—proper way.
Governance structure—Empowered Communities in our region
Secretariat (backbone organisation)
Witira kanyilpai. We are holding it all tightly together.
The proposed operational home for the NPY Lands is a small and separate unit, auspiced by NPY Women's Council (shown by the green circle in Figure 2.12) and adequately resourced with permanent funding for staff with expertise in policy and delivery. As a recognised role model for good governance in our region, NPY Women's Council is well placed to house the unit and will ensure that the implementation of the Empowered Communities reforms is led by Anangu (not by an external body).
The unit will provide secretariat support to, and take direction from, the regional steering committee and will have a facilitation and coordination role, performing the legwork for Empowered Communities in the region. The unit will apply an action-research model: Ngurira nyakula palyalkatipai—1. Think, look and listen; 2. Plan; 3. Act; 4. Evaluate and review; return to step 1. This cyclical model has proven successful in our region—it aligns with the Anangu way of approaching issues and thereby helps to ensure that plans and actions are appropriate.
Regional steering committee
Uwankarangku kulira palyalpai. Everyone working together to assess, listen, learn and do.
The regional steering committee will be a network or alliance of opt-in organisations that sign up to a governing agreement (or memorandum of understanding) and are united by a common vision and shared strategy that crosses the NT, WA and SA borders. The committee will guide, make decisions and provide strategic direction for Empowered Communities in the region, including setting the regional agenda and priorities and working to prosecute them through joint action and binding agreements with the Commonwealth and state and territory governments.
The regional steering committee will operate like the Council of Australian Governments, in that opt-in organisations will retain their independence, but also come together to work on certain key regional issues. The committee will have two rotating co-chairs. Subcommittees may be formed (for example, by sector) and independent advisers may be invited to assist the committee on particular matters.
Tjukurpa wangkantjatjara. A strong and authoritative cultural voice.
Any registered or incorporated Aboriginal organisation or body that is engaged in service delivery for the NPY Lands and has the wellbeing of Anangu as the focus of its core business can opt in to Empowered Communities in the NPY Lands, provided they commit to all eight Empowered Communities principles, support all five long-term Empowered Communities goals and actively deliver or work in at least one of the five goals. Opt-in organisations must have cultural, organisational and community legitimacy. In the NPY Lands, cultural authority (shown by the yellow circles in Figure 2.12) is embedded in opt-in organisations by virtue of being Anangu-led through elected boards and members. This feature is essential to ensuring that services delivered in our region (shown by the red circles) are appropriate and effective for Anangu. Opt-in organisations must have the capacity to be contributing members of the regional steering committee.
The key principles of the opt-in process for our region are transparency, accountability and responsibility. Opt-in organisations must have strong governance and a history of effective service delivery in the region. This applies at the local level too, in that organisations must foster strong, participatory community governance. Accordingly, a regional opt-in organisation must be representative of its member communities and must have proper processes for information flow and decision-making with its member communities. Non-negotiable exclusion principles include corruption and actively working against the long-term goals. A 'no disadvantage' principle is also important; opt-in organisations should not be negatively affected by Empowered Communities.
Meeting place (negotiation table)
Tjungungku. A genuine and balanced partnership.
The meeting place provides the platform for reaching binding regional agreements and taking joint regional action by bringing together all necessary decision-makers. This includes Commonwealth, state and territory, and local government representatives (where needed), the regional steering committee co-chairs and at least one other opt-in organisation. Other opt-in organisations can participate by choice (for example, if an issue directly concerns them) and specialists or experts can participate by invitation (for example, other NGOs, police). All parties must come to the meeting place with a genuine commitment to work together and take a united cross-border approach, with the aim of breaking down problematic silos and seeing past the jurisdictional boundaries of the NPY Lands. This process must last beyond election cycles.
A traditional framework
NPY Women's Council has planted the first seed of Empowered Communities in our region and helped to nurture it; now, we must all work together to grow, build and communicate Empowered Communities. — Bruce Smith, Chairperson, Ngaanyatjarra Council, June 2011.
In time, our Empowered Communities tree will bloom and shed more seeds and we will all enjoy the benefits of the tjata (rich harvest) that we grow together.
North-east Arnhem Land
Our history and context
The north-east Arnhem Land region is located in the north-eastern corner of the Northern Territory, approximately 1,050 kilometres from Darwin. This vast tract of nearly 100,000 square kilometres of Aboriginal-owned land is one of the last strongholds in Australia of a vibrant traditional Aboriginal culture.
The Aboriginal people of north-east Arnhem Land, the Yolngu, today live a unique lifestyle with a strong cultural focus, despite ongoing constant pressure to conform to a western lifestyle. Land and country are genetically factored into the DNA of all Yolngu people. The Yolngu have lived in the region for at least 50,000 years, with recognised land and sea estates. Many Yolngu live in small communities on the traditional homelands of 13 different clan groups—the number reflects the richness and diversity of our culture. Yolngu matha is spoken as the first language in a typical Yolngu home but there are more than 40 Yolngu languages across the region. English is the second or third spoken language.
North-east Arnhem Land, including the Gove Peninsula, is part of the Arnhem Land Aboriginal Land Trust, and is held under inalienable freehold title by the Northern Land Council on behalf of the traditional land owners. The township of Nhulunbuy and the associated Rio Tinto Alcan bauxite mining operation are on lease areas. Yirrkala, some 15 kilometres south-east of Nhulunbuy with approximately 800 people, is the largest Yolngu community on the peninsula. The region's economy faces uncertain times given the current curtailment of the bauxite refinery.
Since early missionary days, religious and government intervention has attempted to provide solutions to a race entrenched in disadvantage. The constant imposition of 'we know best' ideas on the Yolngu people has inadvertently cut across complex cultural barriers to such an extent that there is no simple solution to 'unpicking' the disadvantage that is today experienced by the people of this region.
The Dilak Authority (comprising our 13 Yolngu clan nations) has long operated as our system of governance, but is not recognised outside our traditional world. In order to achieve effective Indigenous policy reform, government must hear that Yolngu people are requesting responsibility to determine our own future. We request that governments:
- work consistently with Yolngu people at face value, with eye-to-eye contact, on our traditional land
- acknowledge and accept wholeheartedly the governance model culturally preferred by the Yolngu
- consult with the Yolngu people to ensure that we have a fair say in all future laws and policies made about us.
The right to determine our own future
The Yolngu voice to government has repeatedly attempted to explain the significance of the right to determine our own future.
1963: The Yirrkala Bark Petition
'Despite the fact we were still living our traditional lives, hunting and fishing on our estates, performing the ceremonies for the land and following the rules of kinship, we had no standing either as citizens of Australia, or as a people with our own law. We did not exist in balanda [non-Indigenous] law. The Commonwealth Government, the missionaries, the mining company, all had power. We, the people of the land, had none.
'A group of strong Yolngu leaders decided to fight this injustice. In the early 1960s, when the Gove bauxite mine began, we began our fight. Yolngu tribes from north-east Arnhem Land took what is known as the Bark Petition to Canberra, to explain to the government why our land is sacred.
'Think about what they did for a moment. Using traditional methods, they prepared a document which expressed the most important aspects of Yolngu law and society. The 13 clans came together, negotiated what should be included, and set about preparing this painting which was unique and unprecedented. It could be likened to the Magna Carta of balanda law because it was the first time Yolngu had ever set our law down for others to see...
'That unique and powerful document was taken to Canberra, along with our sacred objects and symbols. And we were told that the government could not help us.'
— Galarrwuy Yunupingu AM
'We know these things to be true: The Third Vincent Lingiari Memorial Lecture',
20 August 1998
1963. Natural ochres on bark, ink on paper. 46.9 x 21 cm (each work). House of Representatives, Canberra
1988: The Barunga Statement
On 12 June 1988, the chairpersons of the Northern and Central Land Councils, Galarrwuy Yunupingu and Wenten Rubuntja, presented Prime Minister Bob Hawke with a statement of national Aboriginal political objectives at the annual Barunga cultural and sporting festival. The statement, known as the Barunga Statement, drew inspiration from the Yirrkala Bark Petition.
The Barunga Statement called on the Australian Government and people to recognise the rights of the Indigenous owners and occupiers of Australia, and on the Commonwealth Parliament 'to negotiate a Treaty recognising our prior ownership, continued occupation and sovereignty and affirming our human rights and freedoms'.
2008: Petition presented to Prime Minister Kevin Rudd
In July 2008, 45 years after the original Yirrkala petition, Prime Minister Kevin Rudd was presented with another petition from the united clans of east Arnhem Land. The petition requested that he:
- secure within the Australian Constitution the recognition and protection of our full and complete right to:
- Our way of life in all its diversity;
- Our property, being the lands and waters of east Arnhem land;
- Economic independence, the proper use of the riches of our land and waters in all their abundance and wealth;
- Control of our lives and responsibility for our children's future.
The petition asked for his leadership to 'start the process of recognition of these rights through serious constitutional reform'.
The challenge confronting us
Yolngu do not exist in their own society in the same way as non-Indigenous people do. The two worlds need to find a balance of both influences to make reform effective.
It is through the ceremonies that our lives are created. These ceremonies record and pass on the laws that give us ownership of the land and of the seas, and the rules by which we live. Our ceremonial grounds are our universities, where we gain the knowledge that we need. We travel the song cycles that guide the life and the essence of the clans—keeping all in balance, giving our people their meaning. It is the only cycle of events that can ever give a Yolngu person the full energy that he or she requires for life. Without this learning, Yolngu can achieve nothing; they are nobody. — Galarrwuy Yunupingu AM
Commonwealth special purpose funds for remote Indigenous regions are diverted by Darwin governments from the bush to their own spending priorities in our capital city. More than $300 million misses its target in the transfer process from federal to state coffers.
The recent review of Indigenous education clearly shows that Indigenous and remote residents are not priorities for government. A basic human right to quality education has been denied to Yolngu people; hence the current reliance on welfare dependency.
Statistical snapshot of the region
- 12% of Aboriginal children in north-east Arnhem Land completed high school in 2012 (compared to 54% of Indigenous young people nationally).
- Six out of every 10 Aboriginal children at Year 3 cannot read at the national average level; the figure increases to nine out of 10 at Year 7 and above.
- In 2011, 50% of Aboriginal community members in north-east Arnhem Land were in work (the Indigenous unemployment rate was 31% for the Northern Territory).
- The child mortality rate in north-east Arnhem Land for Aboriginal children under five years of age was 19 times higher than for non-Indigenous children in 2011 (the national rate was twice as high).
- The gap in life expectancy for the region is 14 years (compared to 10 years for Indigenous people nationally).
- Socioeconomic status in the north-east Arnhem Land local government area is the second lowest in the Northern Territory and the eighth lowest in Australia.
- Across the Northern Territory, Indigenous people make up 86% of the prison population and comprise 30% of the overall population.
- More people die of alcohol consumption in the Northern Territory than in any other state.
- According to the 2014 Northern Territory Indigenous education review, very remote schools in the Northern Territory have the worst outcomes among remote regions in Australia.
- There remains chronic underservicing, with governments playing catch-up to account for several decades of underfunding infrastructure and services.
- Most people choose to live on their homelands, but these areas also remain underserviced under current policy settings.
- Six of the remote service delivery sites were in north-east Arnhem Land, recognising the low levels of servicing in the region.
Sources: NAPLAN 2012; 2011 Census; B Wilson, A share in the future: review of Indigenous education in the Northern Territory, 2014.
Gaps in services and lack of coordination are the result of the large footprint of three levels of government—local, state and federal. Insufficient and knee-jerk reactionary consultation causes unnecessary anxiety in families of Northern Territory remote communities—the Northern Territory Emergency Response being one such example.
Agendas change with ministers and governments, hampering local action.
Economic development occurs mainly near Nhulunbuy and on Groote Island, clustered around the two mines in the region. Economic opportunities are decreasing or do not exist at all in the more remote locations of north-east Arnhem Land.
Both overt and implicit racism are conspicuous in government relationships, with different standards set for Indigenous and non-Indigenous Australians in the Northern Territory.
Tapping the strengths of the region
Local Indigenous organisations set up by clans and elders are making slow but positive change. These are just some of the success stories from the Gove Peninsula:
- The Yothu Yindi Foundation is the founder and host of the Garma Festival, held in August. Each year, up to 2,500 international and national guests gather to learn about Yolngu culture. The Foundation is currently working with the NT Department of Education on implementing recommendations from the recent review into Indigenous education. It is also working with senior leaders of Arnhem Land clans to ensure that Yolngu families have major input into the review process, that the Yolngu voice will be prominent, and that culture and language will be significantly factored into the final recommendations.
Economic development and employment
- Gumatj Corporation has created enterprises of benefit to the community that have provided 70 Yolngu jobs for community members. The aim has been to convert CDEP positions to real jobs.
- Lirrwi Tourism is a fledgling industry for this region, creating jobs in homelands through tourism.
- Miwatj Employment and Participation now delivers components of the old Remote Jobs and Communities Program. It now has more than 800 Yolngu within its range searching for employment at any one time. This figure fluctuates according to the ceremonial activities of the people and the region.
- Dhimurru and Yirralka Rangers programs allow Yolngu to work and receive training in land management that combines traditional and western practice. They deliver Learning on Country, an education concept derived from local cultural knowledge systems.
- The Laynhapuy Homelands Aboriginal Corporation supports the many outstation-based people who live more remotely within the region. It undertakes a range of support services including housing, maintenance and health matters.
The 13 clans, and other opt-in organisations, will own the five long-term norms of Empowered Communities. Our vision for north-east Arnhem Land encompasses:
- educational excellence to end the welfare cycle, backed by effective educational facilities and curriculum
- Yolngu job creation and workforce development customised to the capacity of the community
- safe and healthy communities where individuals understand and respect the rule of law, where children and those who are vulnerable are cared for and safe, where people do not commit domestic violence, and where there are options to assist those challenged by alcohol and drugs
- economic development opportunities through the use of land as an economic asset as well as a spiritual hearth
- recognition of the primacy of Yolngu land ownership and Dilak governance within the Yolngu system
- governments making a long-term bipartisan commitment to improving Indigenous futures by targeting funds at Aboriginal disadvantage in an appropriate way that avoids red tape, government misallocation and ineffective oversight of programs.
How we will achieve our vision
Who are the Dilak?
'The Dilak are a sovereign authority within this Yolngu nation. The parliament and the Australian nation have 'walked straight past' Yolngu. The Dilak will work directly with government to guide and advise with wisdom and common sense from the leaders of the people. We have resurrected our traditional authority and put it into action.' — Djambawa Marawili of the Madarrpa clan
Dilak elders are Yolngu men and women who make up the senior leadership for north-east Arnhem Land. Dilak are clan leaders who jointly have responsibility for the lives of their people, and their specific land, culture and future in north-east Arnhem Land.
They relate to each other through the highly respected Yolngu moiety system of Yirritja and Dhuwa.The status and responsibilities of these men and women are determined by the traditional decision-making processes and legal structures of north-east Arnhem Land.
The Dilak concept was realised through the Yirrkala Village Council (1960s) and in the proposed Garma Council (1980s) and again suggested in the context of the Northern Territory Emergency Response. It is the key means of ensuring local input to the direction of government policy and establishing a two-way interactive approach to Aboriginal development.
The Dilak Authority has now been recognised by the Northern Land Council as the region's preferred governance model and it welcomes the opportunity to work with government on reform measures in the Arnhem Land region.
© Yothu Yindi Foundation
Role of the opt-in organisations
The opt-in organisations will:
- participate in the steering committee
- respect and seek advice from the Dilak Authority and support the policy vision of the Dilak Authority
- advise on evidence-based regional planning to guide future service delivery
- assist with and make recommendations on the streamlining of government funding opportunities and develop a shared understanding of the service delivery requirements of communities
- decrease overlap and duplication of funding to service providers across the region
- strictly adhere to the Empowered Communities principles to progress community development
- build organisational and service delivery capacity to align with the key aims of communities—school attendance, jobs, training, safe communities, better health and care for housing
- implement and drive reform at the steering committee level.
Role of the Dilak Authority
Each of the 13 clans will delegate one male, one female and later one younger leader of their choice to represent their vision and the priorities of the region's communities.
The Dilak Authority's vision will set the region's reform agendas, which will be conveyed to the steering committee through the Dilak Executive.
The Dilak Authority will formally endorse members appointed to the steering committee.
The Dilak Authority will meet triennially at the Garma Knowledge Centre.
Role of the administrative body
The Yothu Yindi Foundation will be the backbone organisation engaged to oversee the Empowered Communities process. It will be responsible for tracking progress and ensuring that the Dilak Authority vision remains intact, with the direction set by the senior clansmen and women. It will conduct all necessary administrative functions to implement the north-east Arnhem Land agenda for reform.
In the West Kimberley Empowered Communities region we know that working together with our collective strengths at our core will ensure that we are stronger together.
Kimberley Aboriginal people have a strong and proud history of standing together and speaking with a common voice to improve the lives of all people living in the Kimberley.
The West Kimberley Empowered Communities region includes the southern area of Broome and surrounds, and stretches as far north as the Fitzroy Valley and Derby. The Kimberley Land Council is the native title representative body that has core responsibilities for the whole Kimberley region; however, for the purposes of Empowered Communities, the council will be primarily focused on the West Kimberley region. We are working closely with Wunan, the East Kimberley Empowered Communities backbone organisation, to ensure that the design of our governance model is coherent, coordinated and consistent across the entire Kimberley region.
A history of coming together
A number of research reports were commissioned in the 1980s to investigate and monitor the social, political, economic, legal, cultural and environmental impacts of mining activities on Aboriginal people in the Kimberley. The reports provided a useful insight into the challenges faced by Kimberley Aboriginal people and made a number of practical recommendations; however, most of the recommendations were not implemented as intended.
Kimberley Aboriginal people and organisations have consistently called for the opportunity to have a seat at the table with governments.
The Crocodile Hole report states:
Resource development and Aboriginal control, or the lack of it, has been and continues to bear an enormous influence on how Aboriginal people and their communities develop. Often they are adversely affected by these economic and political impacts. The process of exclusion and marginalisation continues to be consolidated through the lack of proper consideration of 'equity' as well as the importance of cultural heritage and social ways of Aboriginal people.
This, the decision to coordinate, became an Aboriginal initiative … to provide an opportunity for representatives from all Kimberley Aboriginal communities to participate in identifying what are current concerns and problems and what strategies should be considered for local or discrete communities, organisations or groups, or those of a more far-ranging regional Kimberley basis.
The recommendations and general sentiment articulated so coherently in the Crocodile Hole report are echoed in our hopes and aspirations for Empowered Communities. And while it was one of the earliest reports to call for a local voice in policy design and implementation, it was certainly not the last.
The following are just a few examples of the many attempts made by Kimberley Aboriginal people to get a seat at the policy table and be able to influence policy design, development and implementation:
- 1990–2005: The Aboriginal and Torres Strait Islander Corporation in the Kimberley worked as well as anywhere in Australia before being disbanded due to its widely reported national dysfunction.
- 1992: A whole-of-Kimberley approach was developed in response to the Keating Government's proposed Social Justice package.
- Early 2000s: Kimberley Futures was formed, with a view to engaging with governments in policy development.
- Mid-2000s to 2011: The Tripartite Forum, with key leaders from the Kimberley sitting with both West Australian and Commonwealth government representatives, was formed with the same purpose.
- Mid-2000s to 2011: Negotiations between Kimberley Aboriginal people, Woodside Petroleum and the West Australian and Commonwealth governments took place to develop the Kimberley Enhancement Scheme and the Regional Benefits Agreement under the Browse LNG project.
- 2011: A regional partnership agreement was signed between Kimberley Aboriginal organisations and the West Australian and Commonwealth governments.
As these examples show, Kimberley Aboriginal people and organisations have consistently called for the opportunity to have a seat at the table with governments. While some advances were made with each attempt, it is clear more needs to be done if Kimberley Aboriginal people are to be able to take responsibility for policy, programs and services that will create parity with non-Indigenous Australians in the Kimberley and across Australia.
The case for reform
The fundamental challenge faced in every attempt to influence policy, programs and services has been the need to retrofit Kimberley Aboriginal people's ideas, plans and goals to successive government priorities. Inevitably, the retrofitting has meant ideas and ground–up policy design have been so compromised in the negotiation that the original intent, and therefore its effectiveness, has been lost or at least severely impeded.
Towards a long-term strategy: recent attempts
The most recent efforts to establish a Kimberley-wide regional partnership agreement began with a regional governance model, in which Kimberley Aboriginal organisations were to lead policy design, development and delivery in a number of priority areas identified by Kimberley Aboriginal organisations.
The West Australian Government initially participated in discussions but ultimately did not commit to any changes in its funding, service delivery or planning approaches.
The Commonwealth Government began with plans to pool all services and funding for the Kimberley region. Over time, however, the idea of pooling all funding and planning for the whole Kimberley was progressively reduced. In late 2013, the Commonwealth requested that the Kimberley Steering Committee (made up of many Kimberley Aboriginal organisations) submit a small number of project plans, which had to be directly aligned with the then government's priority areas around Closing the Gap building blocks. The committee reluctantly agreed and, with the support of the Kimberley Land Council and Jawun corporate secondees, developed a number of submissions they hoped the Commonwealth would agree to fund. A funding agreement was negotiated, developed and agreed to, with the Kimberley Land Council as the lead organisation on behalf of the Kimberley Aboriginal organisations involved. However, the funding agreement had not been formally executed by the responsible Commonwealth department before the federal election was called in August 2013. The federal bureaucracy then began operating in caretaker mode, and the funding agreement was placed on hold.
In May 2014, the Kimberley Land Council was again approached by the Commonwealth Government to revisit the original funding agreement. A new round of negotiations began and a new set of projects was agreed on; these projects were aligned with the new government's priority areas of jobs, education and community safety.
While the new funding agreement will deliver some useful projects, they are short term (one year or less), are driven by current government priority areas rather than responsive to local needs, and were planned in isolation over a matter of a few weeks rather than forming part of a longer-term strategy.
The fundamental challenge faced in every attempt to influence policy, programs and services has been the need to retrofit Kimberley Aboriginal people's ideas, plans and goals to successive government priorities.
- 45% of West Kimberley people are Indigenous, compared to less than 3% of the total Australian population.
- Well over 50% of West Kimberley people are under 25 years of age.
- Almost 55% of West Kimberley Aboriginal people are not in the workforce, compared with 21% in Western Australia.
- Employment rates are generally skewed because people in employment programs are counted as employed. With employment programs removed, only about 25% of West Kimberley Aboriginal people have genuine employment.
- Only 19% of West Kimberley Aboriginal kids achieve Year 12, compared with almost 50% of their non-Indigenous counterparts.
- Attendance can be as low as 60% in some schools.
Health and wellbeing
- West Kimberley Aboriginal people are up to six times more likely to commit suicide than the general population. Suicide was almost non-existent in the 1980s and before.
- Between 13% and 27% of elderly Aboriginal people have dementia, compared to 2.6% among non-Aboriginal people aged 45 and over.
- Between 1997 and 2007, around two-thirds of deaths of Kimberley residents under the age of 75 could potentially have been avoided. Of these, more than half could have been avoided through the use of primary intervention.
- For the period between 2005 and 2009, the rate of all alcohol-related hospitalisations in the Kimberley Health Region was significantly higher (4.29 times) than the rate in Western Australia.
Sources: 2011 Census; My School website; Government of Western Australia Drug and Alcohol Office website
Our vision is for the Kimberley to have a thriving and sustainable values-based Indigenous cultural foundation, from which we:
- build Aboriginal enterprises that offer choices for our people to take up employment opportunities
- create wealth and wellbeing for our community
- achieve positive social reform across the region, in which:
- culture is strong, celebrated and maintained
- adults participate in training and work
- children are school ready, on time and attend school
- children and the vulnerable are cared for and safe
- people do not commit crimes and they look after their homes.
Culture is at our core. Rarely, if ever, is our Aboriginal culture considered when governments design, develop and deliver policy and services for the West Kimberley.
Empowered Communities for the West Kimberley also means not having to retrofit our ideas to the government of the day's priorities. We know what needs to be done. We know how to do it. We need to be empowered so that services and supports are designed, developed and delivered by our mob, with our mob, for our mob. Indigenous-led responsibility is the first principle for Empowered Communities because we know that ultimately we are the ones who can achieve what successive governments have failed to achieve in decades. This principle is not negotiable.
Nor do we want to repeat the mistakes of the past. That is why the Empowered Communities model will not be imposed on any organisation. Participation must be by opting in; the choice to participate is critical to ensuring that those organisations and communities that are involved in Empowered Communities do so with free, prior and informed consent.
Funding for programs must be based on outcomes, with communities given flexibility to innovate and do things better, and with incentives for individuals, families and organisations to change behaviours.
Innovation and the ability to take managed risks and learn from them, as well as robust performance measurement and sharing of best practice, need to be built into the Empowered Communities framework.
Governance structure—how we will achieve our vision
Kimberley Futures will represent all Kimberley Aboriginal people in the strategic development of the region and the interests of its communities and people.
Kimberley Futures will comprise strategic Indigenous leaders with two members appointed from each of the Empowered Communities boards. It will also have two independent board members (who may be non-Indigenous) with specific skills, such as in finance, policy or strategic leadership.
Kimberley Futures will:
- set the strategic direction for the Kimberley by developing a 10-year strategic plan
- drive policy and legislative reforms at the regional, state and national levels
- provide an interface for corporate supporters and investors in the Kimberley.
Kimberley Empowered Communities boards
Each board will consist of up to four Indigenous leaders who are recognised strategic thinkers and who will be representative of the broader community in either Central Kimberley (Fitzroy Valley and Derby) or West Kimberley (Broome, Bidgyadanga and Dampier Peninsula).
The boards will:
- make decisions about Empowered Communities in their region
- work with communities to determine the membership and process for community panels
- collaborate with other Empowered Communities boards and Kimberley Futures on Kimberley-wide initiatives and strategic planning
- measure the regional impact of programs and services and engage with government on funding decisions.
Opt-in organisations will be majority Aboriginal-owned and will 'walk the talk' of reform.
Leadership must be strong and be able to demonstrate cultural authority within solid governance practices—beyond the standards of the Australian Securities and Investments Commission or the Office of the Registrar of Indigenous Corporations.
Organisations must have a track record of delivering positive change, be innovative and be prepared to do things differently according to community needs and with a focus on families and individuals.
Opt-in organisations will sign a memorandum of understanding that ensures clear accountability and transparency. They will provide services aligned with the Empowered Communities values and aim to leave a legacy beyond their remit and the contract expiry date.
Each community that chooses to opt in to Empowered Communities will be required to establish a community panel. The panel will consist of three or four members.
Panel members will be chosen for their links within the community and must demonstrate their personal commitment to the West Kimberley Empowered Communities vision.
The community panels will:
- identify community needs and define the requirements for response
- develop and implement a long-term community plan and an effective communications strategy to obtain buy-in and support from community and service providers
- monitor service delivery performance and community progress—with performance measures set by the community, not by government.
The panels will have the authority to enforce values and reward progress. They will also:
- manage communications to and from the regional board and backbone organisation
- collaborate with other services and ensure that a rigorous engagement process is developed and adhered to by their staff.
Backbone organisation—Kimberley Land Council
Bringing strategic leadership and cultural authority, the Kimberley Land Council will manage and oversee a small dedicated team of professionals who will facilitate and administer planning and governance policies, processes and procedures.
The backbone organisation will:
- lead the development of the governance model
- provide administrative support—planning, coordination, meetings and record management
- coordinate and negotiate with opt-in organisations
- undertake research and policy development
- validate performance with communities.
Appendix A: Empowered Communities Steering Committee
The Empowered Communities Steering Committee met for the first time in February 2014. Its original members were:
Noel Pearson, Co-Chair
(Cape York Partnership, Queensland)
Liza Carroll, Co-Chair
(Department of the Prime Minister and Cabinet)
(Darkinjung Local Aboriginal Land Council, New South Wales)
(Wunan Foundation, Western Australia)
(Yothu Yindi Foundation, Northern Territory)
(Kaiela Institute, Victoria)
(Allens and Business Council of Australia)
(Jawun Indigenous Corporate Partnerships)
(Australian Financial Services, Westpac)
(Department of Finance) (later replaced by Jane Halton)
(Department of Social Services)
Jon Grayson and James Purtill
(Department of the Premier and Cabinet, Queensland)
(Department of Premier and Cabinet, New South Wales) (later replaced by Simon Smith and Blair Comley)
(Department of Aboriginal Affairs, Western Australia)
(Department of Community Services, Northern Territory) (later replaced by Michael Chiodo)
Professor Marcia Langton of the University of Melbourne has acted as special adviser to the co-chairs.
1: Wills G 1992, Lincoln at Gettysburg: The Words that Remade America, Simon and Schuster, New York, p. 161.
3: 'AFL & the Indigenous Community', AFL Community Club, 2014 www.aflcommunityclub.com.au/index.php?id=727.
4: 'All Stars week drives NRL inclusiveness', NRL.com, 12 February 2014, www.nrl.com/all-stars-week-drives-nrl-inclusiveness/tabid/10874/newsid/83805/default.aspx.
5: WEH Stanner, After the Dreaming: black and white Australians—an anthropologist's view, the Boyer Lectures, 1968, Australian Broadcasting Commission 1969.
7: Lane M 2007, Two Indigenous Populations? Two Diverging Paradigms? Unpublished paper.
8: Hughes H 2007, Lands of Shame: Aboriginal and Torres Strait Islander 'Homelands' in Transition, Centre for Independent Studies.
9: Langton M 2012, The Quiet Revolution: Indigenous People and the Resources Boom, 2012 Boyer Lectures.
10: See, for example, Alsop A, Frost Bertelsen M and Holland J 2005, Empowerment in practice: from analysis to implementation, The World Bank, Washington DC.
11: Taylor J 2008, Determinants of Development Success in the Native Nations of the United States, Harvard Project on American Indian Economic Development and Native Nations Institute for Leadership, Management, and Policy, Cambridge, MA, and Tucson, AZ.
12: Johnston, E 1991, Royal Commission into Aboriginal Deaths in Custody: National Report Volume 1 at paras 1.7.8, 1.7.9, 1.7.14, 1.7.18 and 1.7.19.
13: See, for example, Keating P 1992, Redfern Speech, Redfern; Perkins C et al. 1994, Recognition, Rights and Reform: A Report to Government on Native Title Social Justice Measures, ATSIC; Dodson M 1996, Assimilation versus self-determination: No contest, at the HC (Nugget) Coombs Northern Australia Inaugural Lecture; Scott E 2000, Reconciliation: a culture of peace-making, Speech at Cultures of Peace, Perth; Hunt J and Smith D 2007, Indigenous Community Governance Project; Two year research findings, CAEPR, Canberra; Yunipingu G 2008, 'Tradition, Truth & Tomorrow', The Monthly; Rudd K 2008, Presenting the Sydney Peace Prize to Patrick Dodson University of Sydney, Sydney; Walker B, Porter D and Marsh I 2012, Fixing the hole in Australia's Heartland: How Government needs to work in remote Australia, Desert Knowledge Australia, Alice Springs; Gooda M 2013, Social Justice and Native Title Report 2013 Aboriginal and Torres Strait Islander Social Justice Commissioner, Australian Human Rights Commission, Canberra; Abbott T 2013, Speech to the Garma Festival, Gulka; Mundine W 2013, Shooting an Elephant: Four Giant Steps, Gulka; Yunupingu D 2013, Speech to the Garma Festival, Gulka; Chaney F 2015, A road to real reconciliation with Aboriginal Australia, John Button Oration, Melbourne.
14: Wild R and Anderson P 2007, Little Children are Sacred: Report of the Northern Territory Board of Inquiry into the Protection of Aboriginal Children from Sexual Abuse, Northern Territory Government, Darwin.
15: Sen A 1999, Development as Freedom, New York: Oxford University.
16: Johnston, E 1991, Royal Commission into Aboriginal Deaths in Custody: National Report Volume 1 at paras 1.7.8, 1.7.9, 1.7.14, 1.7.18 and 1.7.19.
17: In his 1931 social encyclical, Pope Pius XI said it 'is a fundamental principle of social philosophy, fixed and unchangeable, that one should not withdraw from individuals and commit to the community what they can accomplish by their own enterprise and industry. So, too, it is an injustice and at the same time a grave evil and a disturbance to right order to transfer to the larger and higher collectivity functions which can be performed and provided for by lesser and subordinate bodies.'
19: Open Public Services White Paper, HM Government, UK, July 2011.
20: Sen A 1999, Development as Freedom, New York: Oxford University.
21: The work of Amartya Sen has had a profound impact on the approach to development around the globe and has formed an integral component of the reform agenda advanced in the Cape York region over the last 10 years (see Pearson N 2005, The Cape York Agenda, address to the National Press Club, Canberra).
22: SCRGSP (Steering Committee for the Review of Government Service Provision) 2014, 2014 Indigenous Expenditure Report, Productivity Commission, Canberra.
23: Australian Public Service Commission, State of the Service 2012–13.
24: Moran M, Porter D and Curth-Bibb J 2014, Funding Indigenous organisations: improving governance performance through innovations in public finance management in remote Australia, Issues paper no. 11, Closing the Gap Clearinghouse, Canberra.
25: Australian Government 2014, National Partnership Agreement on Remote Service Delivery Evaluation 2013, Evidence and Evaluation Branch, Canberra.
26: Quoted in Pearson, N 2009, Up from the Mission, Selected Writings, p. 8.
27: Pearson, N 2009, Up from the Mission, Selected Writings, p. 25.
28: Rothwell, N 2015 'Pathways to indigenous empowerment', The Weekend Australian, Inquirer, 31 January – 1 February, p. 17; Hirst J 2015, 'Broken indigenous communities can't be healed by Canberra bureaucrats', The Australian, 12 February; Hirst, J 2007, 'The myth of a new paternalism', The Australian, 26 June.
29: Langton, M 2015 (forthcoming), 'Maximising the potential for empowerment: the sustainability of Indigenous native title corporations', in S Brennan, M Davis, B Edgeworth and L Terrill (eds), Native Title from Mabo to Akiba: A Vehicle for Change and Empowerment? Federation Press: Sydney.
30: Second Road is a Sydney-based consulting firm that helps organisations design solutions for complex challenges (see www.secondroad.com.au).
31: Forrest A 2014, Forrest Review: Creating Parity, Australian Government, Canberra.
32: SCRGSP (Steering Committee for the Review of Government Service Provision) 2014, 2014 Indigenous Expenditure Report, Productivity Commission, Canberra. Much Indigenous-specific expenditure is not simply 'on top of' that which Indigenous Australians might benefit from by being Australians. A large proportion of it is substituted for expenditure that would normally be provided via mainstream assistance programs (e.g. Community Development Employment Projects for Newstart).
34: National Commission of Audit 2014, Towards Responsible Government, Australian Government, Canberra, www.ncoa.gov.au.
35: Australian Government 2014, Closing the Gap: Prime Minister's Report, Australian Government, Canberra; Australian Government 2015, Closing the Gap: Prime Minister's Report, Australian Government, Canberra.
36: SCRGSP 2014, op cit., detailed web tables.
37: Cape York Institute analysis of program delivery; and SCRGSP 2014, op cit., detailed web tables.
38: See also Forrest A 2014, Forrest Review: Creating Parity, Australian Government, Canberra, p. 20.
39: Australian Government Competition Review Panel 2014, Competition Policy Review: Draft Report, Australian Government, Canberra, p. 26. See also Philipatos, A 2014, Withholding Dividends: better ways to make the public sector efficient, The Centre for Independent Studies, Sydney.
40: Shergold, P 2012, 'Foreword' in R Craven, A Dillon, and N Parbury (eds), In Black and White: Australians All at the Crossroads, Connor Court, Sydney.
41: Forrest A 2014, Forrest Review: Creating Parity, Australian Government, Canberra, p. 139.
42: Forrest A 2014, Forrest Review: Creating Parity, Australian Government, Canberra, p. 201.
43: See also Australian Government 2014, National Partnership Agreement on Remote Service Delivery Evaluation 2013.
44: Tingle, L 2000, 'Church and State: making a job of it', Sydney Morning Herald, 5 February, p. 13.
45: See, for example, Australian Government 2014, National Partnership Agreement on Remote Service Delivery Evaluation 2013; Moran M, Porter D and Curth-Bibb J 2014, 'Funding Indigenous organisations: improving governance performance through innovations in public finance management in remote Australia', Issues paper no. 11, Closing the Gap Clearinghouse, Canberra.
46: National Commission of Audit 2014, Towards Responsible Government, Australian Government, Canberra, www.ncoa.gov.au.
47: Department of Finance and Deregulation 2010, Strategic Review of Indigenous Expenditure, Canberra; National Commission of Audit 2014, Towards Responsible Government, Australian Government, Canberra, www.ncoa.gov.au.
48: Tudge, A 2015, 'Template for progress in indigenous communities', The Australian, 7 February.
49: Havnen, O 2012, Office of the Coordinator-General for Remote Services Report, June 2011 to August 2012, Office of the Coordinator-General for Remote Services, Darwin.
50: ANAO 2010, Home Ownership on Indigenous Land Program, Audit Report No.23, 2010–11, Canberra.
51: Havnen, O 2012, Office of the Coordinator-General for Remote Services Report, June 2011 to August 2012, Office of the Coordinator-General for Remote Services, Darwin.
52: Many reports have called for pooled funds accompanied by devolved decision-making. A list of these reports, compiled by Moran et al. (2014), includes: Coordinator General for Remote Indigenous Services six-monthly report, April 2013 to October 2013 (CGRIS 2013); the evaluations of the COAG trial sites (Morgan Disney et al. 2006); the Implementation Review of Shared Responsibility Agreements (Morgan Disney 2007); the Australian National Audit Office performance audit (ANAO 2007); Beyond humbug (Dillon & Westbury 2007); the Northern Territory Emergency Response Review (Yu et al. 2008); the Blueprint for Reform of Australian Government Administration (Commonwealth of Australia 2010); the Strategic Review of Indigenous Expenditure (DFD 2010); the Australian Council for International Development (ACFID 2011); the Evaluation of the Groote Eylandt and Bickerton Island Regional Partnership Agreement (Tempo Strategies 2012); and most recently, in the Commonwealth Financial Accountability Review (DFD 2012). Pooled funds have also increasingly been adopted in the international context. For example, in the United Kingdom, the Cameron Government's Open Public Service reforms have made use of 'Community Budgets' to 'pool funding at the local level in order to break open funding silos and give councils and their partners the freedom to redesign services and pool funding in order to tackle complex social problems'.
53: See for example, Moran M, Porter D and Curth-Bibb J 2014, 'Funding Indigenous organisations: improving governance performance through innovations in public finance management in remote Australia', Issues paper no. 11, Closing the Gap Clearinghouse, Canberra.
54: Moran M, Porter D and Curth-Bibb J 2014, 'Funding Indigenous organisations: improving governance performance through innovations in public finance management in remote Australia', Issues paper no. 11, Closing the Gap Clearinghouse, Canberra.
55: O'Flynn J et al. 2014, The prime provider model: An opportunity for better public service delivery?, University of Melbourne.
56: Finn D 2011, Sub-Contracting in Public Employment Services: Review of research findings and literature on recent trends and business models, European Commission.
57: O'Flynn J et al. 2014, op. cit.
58: Herrling, S 2014, Testimony of Sheila Herrling, Acting CEO, Millennium Challenge Corporation, Before the House Appropriations Subcommittee on State and Foreign Operations, 29 April. Available at https://www.mcc.gov/pages/press/speech/speech-testimony-of-sheila-herrling-acting-chief-executive-officer-millenni.
59: Department of Social Services 2015, A new system for better employment and social outcomes: report of the reference group on welfare reform to the Minister for Social Services, Australian Government, Canberra.
60: Bray JR, Gray M, Hand K and Katz I 2014, Evaluating New Income Management in the Northern Territory: Final Evaluation Report (SPRC Report 25/2014), Sydney: Social Policy Research Centre, University of New South Wales, p. 139.
61: Limerick, M 2013, 'Evaluation Overview' in Cape York Welfare Reform Evaluation 2012, Australian Government, p. 10; Social Policy Research Centre 2013, 'Outcomes' in Cape York Welfare Reform Evaluation 2012, Australian Government, pp. 223–238.
62: Philipatos, A 2014, Withholding Dividends: better ways to make the public sector efficient, The Centre for Independent Studies, Sydney.
63: Barber, M, Moffit, A and Kihn, P 2011, Deliverology 101: a field guide for educational leaders, Corwin: California.
64: McKinsey, Delivery: Breakthrough Impact, Changing Lives.
65: Forrest A 2014, Forrest Review: Creating Parity, Australian Government, Canberra.
66: Banks, G 2013, 'Introduction—why this roundtable?' in Productivity Commission, Better Indigenous Policies: The Role of Evaluation, Roundtable Proceedings, Productivity Commission, Canberra, pp. 17–20 at p. 18; and Fitzgerald, R 2013, 'Outcomes for Indigenous Australians—the current situation' in Productivity Commission, Better Indigenous Policies, pp. 21–50.
67: See www.telethonkids.org.au for information about the Western Australian Aboriginal Child Health Survey.
68: It has been argued that 'there is no need to collect existing data into a baseline study before a programme or policy commences if [those] data are readily available and can be produced at any time', but such a position neglects the importance of Indigenous leadership and shared ownership of measurement systems to drive change. See, for example, James M 2013, 'Designing evaluation strategies' in Productivity Commission, Better Indigenous Policies: The Role of Evaluation, Roundtable Proceedings, Productivity Commission, Canberra, pp. 107–118 at p. 111.
69: P Sutton, The politics of suffering: Indigenous Australia and the end of the liberal consensus, Melbourne University Press, 2009, p. 1.
70: Ibid., p. 40.
71: See N Pearson, Our right to take responsibility, Noel Pearson and Associates, 2000.
72: Steering Committee for the Review of Government Service Provision, Overcoming Indigenous disadvantage: key indicators, Productivity Commission, Canberra, 2005, 2009 and 2011.
73: 'Orbiting' refers to Cape York Indigenous people moving out of Cape York to take up work and education opportunities elsewhere, but maintaining their connection with ancestral lands and cultural hearth on Cape York, and orbiting back to contribute back at home.
74: Hereafter referred to collectively as 'Aboriginal'.
75: We use 'principles' rather than 'norms' in the Goulburn-Murray region.
76: For the purposes of Empowered Communities, the NPY region includes Alice Springs insofar as it is the regional centre providing services for the NPY Lands communities.
77: Hereafter referred to collectively as Anangu.
78: Opal is a low-aromatic petrol developed to combat the prevalence of petrol sniffing.
79: P d'Abbs & G Shaw, Evaluation of the impact of Opal fuel: a report for the Commonwealth Department of Health and Ageing, 2008. The full report has not been publicly released. The executive summary is available at www.health.gov.au/internet/stoppetrolsniffing/publishing.nsf/Content/sniffing-pubs-opalimp.
80: Department of Finance and Deregulation, Strategic review of Indigenous expenditure: report to the Australian Government, 2009, pp. 10–11, available at www.finance.gov.au/sites/default/files/foi_10-27_strategic_review_indigenous_expenditure.pdf.
81: Dixon Partnership Solutions, cited by P Sullivan in Government processes and the effective delivery of services: the Ngaanyatjarra Council and its Regional Partnership Agreement, Desert Knowledge Cooperative Research Centre Working Paper 71, 2010, p. 7, available at www.nintione.com.au/resource/DKCRC-Working-paper-71_Ngaaanyatjarra-Council-and-its-RPA.pdf.
82: Kimberley Land Council & Waringarri Resource Centre, Report of the Conference on Resource Development and Kimberley Aboriginal Control, 11–13 September, 1991, 1991.
83: Each board will be established independently and therefore not necessarily at the same time.
© Wunan Foundation Inc. 2015
978-0-9942155-2-9 (online PDF)
Creative Commons licence
Except where otherwise noted, all material presented in this document is provided under a Creative Commons Attribution–Non-Commercial-NoDerivs 3.0 Australia licence. The details of the relevant licence conditions are available on the Creative Commons website as is the full legal code for the CC BY-NC-ND 3.0 AU licence.
This document should be attributed as:
Empowered Communities: Empowered Peoples
Aboriginal and Torres Strait Islander peoples should be aware that this report may contain images or names of people who have since passed away. The members of the leadership group and their employees, officers and agents and the members of the Empowered Communities engagement and design teams accept no responsibility for any loss or liability (including reasonable legal costs and expenses) incurred or suffered where such loss or liability was caused by the infringement of intellectual property rights, including the moral rights, of any third person, including as a result of the publishing of materials contributed to this report. The publisher has no responsibility for the persistence or accuracy of URLs for external or third-party websites referred to in this report, and does not guarantee that any content on such websites is, or will remain, accurate or appropriate.
Inquiries on the licence and any use of this document are welcome by contacting:
PO Box A199
Sydney NSW 1235 | <urn:uuid:40f46df5-215a-48fc-a9f4-0dd3511e3573> | CC-MAIN-2018-47 | https://www.pmc.gov.au/resource-centre/indigenous-affairs/empowered-communities-report | s3://commoncrawl/crawl-data/CC-MAIN-2018-47/segments/1542039741764.35/warc/CC-MAIN-20181114082713-20181114104713-00533.warc.gz | en | 0.944851 | 83,614 | 2.53125 | 3 |
The world’s largest bottler of water is staring down opposition in Michigan, and for no especially glaring fault of its own.
For years, Nestlé, the multibillion-dollar Swiss food giant, has extracted water from the ground in the Great Lakes state to then bottle and sell for a profit. But this year the company has run into more friction than usual over a request to pump more water from a well that sits about 100 miles from Flint, a city that has been without clean drinking water for months.
Nestlé’s arrangement to pump water and Flint’s own drinking water crisis may have nothing to do with one another—but the juxtaposition of big-business profits next to such a marked American failure to respond to one of its own city’s access to clean water is undeniably ugly.
The situation raises the prospect of a renewed debate about how the finances of water should be handled when it is sold as a commodity.
That a company based in Switzerland wants to stick a bigger straw into Michigan’s groundwater supply for a relatively nominal fee (a $5,000 application cost and a yearly $200 water-use reporting fee), and then make millions of dollars in profit off it, is striking while contrasted with conditions in Flint. The state of Michigan is in court fighting against the expense of delivering safe, bottled water door-to-door in the city.
In April, Nestlé was denied a zoning permit to construct a pumping-plant booster at a well in a town called White Pines. It was hoping to double its pumping to nearly 400 gallons per minute and plans to appeal.
Some have started to question whether Michigan is owed a chunk of the fortune bottling companies amass when they sell that otherwise priceless natural resource pulled from the ground. The pros and cons of such a debate aren’t straightforward.
One thing is undeniable, the business of bottled water is big. In 2013, the global market was about $157 billion. By 2020, that number is expected to skyrocket to $280 billion, according to The Guardian. In the US, the industry pulls more than $21 billion per year, data from Euromonitor shows. Just under a quarter of those sales belong to Nestlé, the multi-billion dollar food giant that is the world’s largest bottler of water.
And the company appears to know why the issue is raising eyebrows.
“Water is a passionate issue,” the company’s chief sustainability officer for the Nestlé’s North American water business told the Christian Science Monitor. “People make decisions based on their data and their knowledge, and they make decisions based on passion and their emotional responses.”
States often impose royalties on the extraction of earthly goods such as oil, gold, and other minerals, but there are very defined boons and drawbacks when applying those same royalties to water—one of the most basic natural resources. Theoretically, taxing companies for pumping water from the ground by volume would incentivize efficiency, and would serve an economic interest to people living near the active wells. But then, water is also a necessary component of human survival, and a moral argument exists that it should remain free (tap-water bills charge for water treatment, not the resource itself).
Also, critics have argued that not all commercial uses of water are equal. Is a farmer paying a small access fee for millions of gallons to water crops inherently different from a company paying the same fee to sell bottled water? Defining that difference in codified legal terms wouldn’t be easy, but as long as Flint is hobbled by its broken water infrastructure, companies such as Nestlé are going to have a devil of a time drawing sympathy. | <urn:uuid:b6f6d47a-b715-4edb-b92a-72bee6656d20> | CC-MAIN-2021-10 | https://qz.com/1003727/nestle-nsrgy-bottled-water-has-run-into-friction-over-its-business-near-flint-michigan/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-10/segments/1614178373761.80/warc/CC-MAIN-20210305214044-20210306004044-00155.warc.gz | en | 0.961161 | 766 | 2.546875 | 3 |
Lobby - (n.) A passage or hall of communication, especially when large
enough to serve also as a waiting room. It differs from an antechamber
in that a lobby communicates between several rooms, an antechamber to
one only; but this distinction is not carefully preserved.
Lobby - (n.) That part of a hall of legislation not appropriated to the
official use of the assembly; hence, the persons, collectively, who
frequent such a place to transact business with the legislators; any
persons, not members of a legislative body, who strive to influence its
proceedings by personal agency.
Lobby - (n.) An apartment or passageway in the fore part of an
old-fashioned cabin under the quarter-deck.
Lobby - (n.) A confined place for cattle, formed by hedges. trees, or
other fencing, near the farmyard.
Lobby - (v. i.) To address or solicit members of a legislative body in
the lobby or elsewhere, with the purpose to influence their votes.
Lobby - (v. t.) To urge the adoption or passage of by soliciting members
of a legislative body; as, to lobby a bill. | <urn:uuid:4c028455-6feb-40b1-8577-f3d23260a98e> | CC-MAIN-2019-09 | https://newsbyshawn.com/?q=lobby | s3://commoncrawl/crawl-data/CC-MAIN-2019-09/segments/1550247511174.69/warc/CC-MAIN-20190221213219-20190221235219-00222.warc.gz | en | 0.914157 | 258 | 2.515625 | 3 |
Fort Lee, N.J., is home to the second-worst traffic bottleneck in the country according to the American Transportation Research Institute.
This ongoing pain point was evident during the evaluation of a bridge handling 63,000 vehicles every day and serving as a connector to the nearby George Washington Bridge.
Principal arterials U.S. Rte. 1/9 and Rte. 46 cross over Jones Road in Fort Lee Borough via a 60-ft-long single-span bridge. Structurally deficient and deteriorating at a costly rate, the 87-year-old bridge did not meet growing traffic demands. As a result, the New Jersey Department of Transportation (NJDOT) faced a serious dilemma—how to fix a bridge that feeds heavy commuter traffic into a major thoroughfare and serves a tight-knit local community, without adversely impacting motorists.
NJDOT’s contracted project team developed an innovative maintenance and protection of traffic (MPT) plan and used time-saving accelerated bridge construction (ABC) techniques for the $4.3 million federally funded bridge reconstruction. ABC methods incorporate combinations of innovative designs and construction techniques to minimize the amount of time traffic is disrupted during construction. Many ABC projects, including this one, incorporate prefabricated bridge components that are shipped and assembled on-site. The prefabrication significantly reduces on-site construction time, resulting in shorter traffic disruptions compared to traditional bridge construction methods.
“This ABC project demonstrates how stakeholder collaboration, combined with innovative design, construction, and traffic maintenance planning, can alleviate workday and school district travel congestion while also prioritizing the safety of travelers,” said Jay Jeyamohan, project manager for NJDOT.
The 87-year-old bridge over Jones Road was structurally deficient and did not meet growing traffic demands.
Design meets needs
The U.S. Rte. 1/9 & 46 bridge supports four lanes of highway traffic over a local road. Constructed in 1930, the existing bridge was a single-span structure consisting of concrete-encased steel beams supported on full height abutments. While the two outer fascia girders were oriented parallel to the centerline of the bridge, all interior stringers were oriented orthogonally to the highly skewed (30°) abutments. Several stringers were framed into the sides of the existing fascia girders, creating a stringer/floorbeam configuration. NJDOT classified the bridge as structurally deficient because its deck was in an advanced state of deterioration caused by many years of service. To remedy that classification, NJDOT contracted with Gannett Fleming to design the required improvements. NJDOT awarded the construction contract to the joint venture of J. Fletcher Creamer & Son Inc. and Joseph M. Sanzari Inc.
NJDOT chose to address the deficient bridge deck through an entire superstructure replacement, while maintaining the current footprint and repairing the substructure. A complete superstructure replacement also provided an opportunity to realign the new beams with the roadway above to eliminate the stringer/floorbeam configuration and simplify future deck replacements.
Traffic demands and site constraints eliminated the possibility of a full closure during construction, so a staged half-width replacement scheme was required. Half-width construction is very difficult when the existing beam lines do not align with the supported roadway above, as the beam lines cross the staging lines. To overcome this problem, temporary supports would need to be provided under all beams that cross the staging line. This would allow them to be cut along the staging line such that the portion of the beam located in the work zone could be removed while the portion on the opposite side of the staging line could temporarily remain in service to support the roadway above.
It was clear early in design that the proposed half-width scheme would adversely affect roadway capacity during construction. In addition, all work would have to take place during the summer to accommodate the public school located adjacent to the bridge site. The project team devised an ABC solution to minimize the on-site disruption.
The replacement superstructure consisted of seven prefabricated superstructure units (PSUs), with each unit comprised of two rolled-steel beams connected by a precast concrete deck. Gannett Fleming designed and detailed the PSUs to orient the new beams parallel with the roadway, simplifying the bridge framing and better accommodating future maintenance operations. Other innovations used to accelerate construction included the advanced construction of concrete pedestals on the abutment seats prior to staged construction operations, and attachment of the bearings to the steel beams prior to arriving at the site. The team rehabilitated the existing abutments in order that they remain in service.
Combining PSUs with temporary supports allowed the existing superstructure to be replaced with minimal impact to traffic. NJDOT reduced the traffic lanes on the mainline highway only two weekends during replacement thanks to staged operations. The weekend operations took place during the summer of 2017 when school was not in session. Although the need for temporary supports required implementation of a full detour for the roadway below, it was not considered a significant impact to the local community because of the bridge’s location in a highly urbanized area. Alternate routes around the project site were very short.
The project consisted of four main construction stages. Stage 1 included preparatory work necessary to support the upcoming weekend lane closures, including the installation of the temporary supports below existing beams crossing the staging line, the construction of new pedestals on the existing abutment seats and utility relocations. During stage 2 the project team replaced the north side of the bridge over one weekend while maintaining two lanes of Rte. 1/9 northbound and Rte. 46 eastbound on the south side of the bridge. Stage 3 occurred the following weekend, during which time the project team replaced the south side of the bridge while maintaining one lane of Rte. 1/9 northbound and Rte. 46 eastbound on the north side of the bridge. Keeping the northbound lanes continuously open and maintained during construction allowed typical George Washington Bridge traffic to flow. Route 1/9 southbound and Rte. 46 westbound were closed over both weekends, and travelers used I-95 southbound as a detour route. Thanks to strategic coordination with the New Jersey Turnpike, I-95 accommodated the rerouted traffic over the two weekends.
Cleanup and restoration work comprised off-peak hours in stage 4.
Site constraints eliminated a full-closure possibility during construction, so a staged half-width replacement scheme was required.
Extensive coordination was necessary among the design, construction and inspection teams, third-party utility companies, two local boroughs, the Fort Lee School District, and state transportation agencies. NJDOT required a collaborative design and construction approach that impacted the fewest travelers possible because the bridge is located beside an elementary school, near a daycare, and within a residential area.
NJDOT’s Public Information Center encouraged community involvement and enabled residents to receive pertinent project updates through presentations and open houses. Satisfying the superintendent of Fort Lee School District was of upmost importance to the project team, as the elementary school is less than 100 yd from the project site and adjacent to the bridge. The school district expressed relief at the project team’s decision to use ABC because traditional construction methods would have hindered access to the elementary school. Instead, construction took place during the summer months to avoid the need to reroute school buses or inconvenience teachers and families.
To best serve residents and visitors while implementing the MPT, the project team worked with the Port Authority of New York & New Jersey, New Jersey Turnpike Authority, and Transcom, a coalition of 16 transportation and public safety agencies in the tri-state region. Together, the agencies and the project team identified six routes motorists could take to avoid the 1/9 & 46 bridge during construction.
The project team installed dynamic and variable message signs throughout the impacted area to enhance motorist awareness of alternate routes during the construction phase and notified travelers in advance of all traffic pattern changes.
This successful collaboration demonstrates the benefit to working diligently with the public across numerous organizations.
U.S. Rte. 1/9 & 46 are principal arterials that cross over Jones Road in Fort Lee, N.J., via a 60-ft-long single-span bridge.
Members of the community expressed their desire to preserve the charm of the existing bridge. The project team was able to maintain the architectural features that were most visible from Jones Road by rehabilitating the existing abutments. This included the abutment wall scoring as well as the ornamental treatments located at the abutment corners. Since the existing bridge’s fascia beams were parallel to the mainline, the reconfigured framing was not obvious on the façade of the reconstructed bridge. However, the project team found it necessary to incorporate form liners on the outside of the new parapets to replicate the existing bridge balustrades. These measures provided the community with a design that achieved traditional aesthetic appeal and met New Jersey Historic Preservation Office requirements.
Given its importance to the community and its proximity to the George Washington Bridge and Manhattan, the bridge over Jones Road presented a critical challenge to NJDOT. The need to preserve the historic charm of the bridge, heed stakeholder concerns about access to the school and surrounding community, and reduce the impact in the already-congested New York suburb, led to the decision to use ABC techniques. NJDOT completed the Rte. 1/9 & 46 bridge over Jones Road superstructure replacement project in October 2017. | <urn:uuid:45284728-5715-4633-b871-d23e88135c5e> | CC-MAIN-2022-27 | https://www.roadsbridges.com/shadow-gwb | s3://commoncrawl/crawl-data/CC-MAIN-2022-27/segments/1656103341778.23/warc/CC-MAIN-20220627195131-20220627225131-00355.warc.gz | en | 0.948631 | 1,973 | 2.6875 | 3 |
Do I Need Batteries?
Do you need batteries? Maybe! it depends what you want to accomplish. Let’s have a look at batteries and how we can use them in our home energy strategy.
What do batteries do?
Batteries store electrical energy. We’re all familiar with many kinds of common batteries, such as:
- Small, portable, general use batteries like AA, AAA, 9V, coin cells, etc.
- Special use batteries like those in our phones, laptops, and cordless tools
- Automotive batteries used for engine starting
- Batteries for EVs (electric vehicles)
Basic net metering: No batteries needed
A basic net metered solar energy system displaces grid energy with locally generated clean energy. This does not require batteries. Because there are no batteries, there is no energy storage and no backup power in the event of a grid outage. These systems generate energy in conjunction with the grid; the grid will soak up any excess generation and supply any shortfall. When the grid goes down, so do net metered solar energy systems. Most net metered solar energy systems are battery-less.
Applications for which you will need batteries
- Off grid power – if there is no utility grid present and you need to store electricity, you will need batteries.
- Backup power – If you want power when the grid is down, you will need batteries. Some people use propane or natural gas generators for backup power; batteries can be used in addition to, or instead of, these generators.
- Solar shifting – this is the practice of charging batteries during the day from a solar array and then discharging them in the evening, shifting the solar benefit from day time to evening. With a net metered solar energy system, solar shifting offers no tangible benefit but some folks like the notion of ‘using their own solar energy at night.’
- Arbitrage – this is the practice of ‘buying low and selling high’ (ie charge the batteries from the grid at night, during off-peak electricity pricing, and discharge them during the day, during peak electricity pricing.) The economics of arbitrage depend on the spread between the on-peak and off-peak electricity pricing vs the cost of the equipment. At this time in Ontario, the spread is low and the cost is proportionally high, making arbitrage economically unattractive.
- Peak Shaving – If you pay demand charges for your electricity, you can use batteries to shave off the top of your demand peak, reducing demand charges. In Ontario, this is applicable to some business utility accounts but does not apply to residential accounts.
Backup power: Bridging nuisance grid outages
The vast majority of grid outages are short in duration: usually from a few minutes to several hours. but sometimes up to 24 or 48 hours. These short duration outages pose little risk to our lives and are mainly just a nuisance. Battery based backup power excels at bridging these short duration outages and reducing the nuisance factor.
Backup power: Whole home vs partial home
When using any energy storage technology for backup to the grid, a decision must be made about the scope of the backup service. Should backup power be available for the entire home, and all its appliances? Or should the backup power be focused on just essential loads? Naturally, a whole home backup power system will be larger and more expensive than a partial home (essential loads only) backup system. Common essential loads include:
- well pump
- sump pump
- furnace air handler
- device charging
- network, computers
Some appliances consume large amounts of energy and require a correspondingly large energy storage system for backup power. These include:
- any electric home heating system (baseboard heaters, electric furnace, heat pumps, etc)
- electric cooking: stoves, ovens
- EV charging
- air conditioning
- Electric clothes dryer
- and others
Smaller battery based backup power systems can be configured for whole home backup, however large loads must be automatically disabled during a grid outage so as to not overload the backup power system. This adds complexity to the system. For most residential and small commercial battery based backup power systems we strongly recommend partial backup to keep the system simple and to reduce system cost.
Net metered solar with batteries
A net metered solar energy system can be designed to work with energy storage. As long as the grid is present, the system will generate clean energy and feed it into the house, like any basic net metered solar energy system. Batteries will be kept full, ready in the case of a grid outage. During a grid outage, the batteries and solar will work together to provide power to the home (whole home or partial), much like an off-grid energy system. When grid power returns, the battery bank will be recharged, ready for the next outage. Solar generation will return to regular net metered operation.
Batteries now or later?
Either! We can design a system that includes batteries from the start, that will accommodate batteries with little effort over the near term, or that can accommodate batteries at some point in the future. Our recommendations will depend on your short term vs long term objectives and your expected timeline.
Battery technologies for home energy storage
The most common types of batteries for off-grid home energy storage are flooded lead acid and lithium-ion. For on-grid applications we recommend sealed lead acid or lithium-ion. Each has its own advantages and disadvantages and we will recommend based on your application. Far and away the technology that attracts the most interest is lithium-ion. Compared to lead acid technologies, lithium technologies are smaller and longer lived, but they are also more expensive.
How much does it cost?
As you may have figured by now, there are lots of factors that drive system design and therefore price. That said and based on our experience, a roof mounted net metered solar energy system with partial home backup using lithium-ion batteries will cost in the range of $45,000 to $85,000 +HST depending on the size of the solar array, the size of the battery bank, the complexity of the essential loads, and the complexity of the installation. | <urn:uuid:1969cbb0-ee3c-4c89-b020-0d4e11b45b02> | CC-MAIN-2023-23 | https://www.generationsolar.com/batteries/do-i-need-batteries/ | s3://commoncrawl/crawl-data/CC-MAIN-2023-23/segments/1685224648635.78/warc/CC-MAIN-20230602104352-20230602134352-00019.warc.gz | en | 0.92646 | 1,301 | 3.265625 | 3 |
Mining activities are some of the most power-intensive globally, with electricity required to operate haul trucks, earth-movers, underground excavators, blasting tools and mining drills accounting for up to 40% of a company’s total expenditures. Regionally, southern Africa is forecast to elicit some of the largest power requirements in mining on the continent – led by South Africa, Mozambique and Zambia – and followed by Central and West Africa. With COVID-19 leading to production site shutdowns, loss of output and volatile commodity prices, the ability to reduce operational expenditures – via electricity costs – has risen to the forefront of mining firms’ agendas.
And yet there are two major impediments to accessing sufficient quantities of low-cost electricity. First, Africa is home to some of the lowest electricity access rates globally, with a lack of infrastructure, unreliable grids and frequent blackouts posing a major threat to output and production efficiencies. The Democratic Republic of the Congo is one such incongruous example – the country produces a mighty 60% of mined cobalt globally, yet has an installed power capacity of 2,677 MW and an electricity access rate of nine percent. Second, the mining sector is facing mounting pressure to catalyze renewables, or relatively clean-burning natural gas, for power generation. In South Africa, coal-fired plants that produce more than 80% of electricity have rendered the country one of the top carbon polluters globally. In other words, domestic grids are failing to keep pace with rising energy demand, while investments in additional capacity must be vetted against strict environmental sustainability standards.
As a result, mining firms are increasingly utilizing independent or off-grid power generation alternatives to supplement their energy supplies – namely, captive power plants. Captive power plants, which generate electricity for internal consumption, can operate either on-grid – with the option to export surplus power to the national grid – or off-grid. By offering lower-cost, lower-carbon electricity, captive power plants are able to align with a global environmental agenda, while establishing long-term energy security.
The benefits of captive power are multifold. Because commercial or industrial users do not have to purchase the power from a third-party, they can reduce their operating costs, and even offset costs by selling excess back to the domestic grid. Secondly, because it does not rely on outdated, often government-operated distribution networks, captive power offers enhanced energy security – a critical factor for power-intensive industries in which continuity and quality of supply make a difference to the end-product, such as aluminum smelters, steel plants and chemical plants.
Also Read: Mozambique: An energy investment hub
In sub-Saharan Africa, several countries with large-scale extractive industries can already attest to the efficacy of self-generated power in mining. In Mauritania, French wind turbine manufacturer Vergnet Group developed the 4.4 MW Nouadhibou Wind Farm for Société Nationale Industrielle et Minière – the second-largest producer of iron ore on the continent – to operate its nearby mine. Earlier this month, a 30 MW solar and 15.4 MWh battery storage project came online to power B2Gold Corp’s Fekola Gold Mine in Mali. With renewable energy meeting up to 75% of the mine’s daily electricity demand, the project represents the largest off-grid solar battery hybrid system for the mining industry globally. Other mineral-producing countries like Sierra Leone and Liberia have also followed suit.
While grid-connected power has enabled the growth of sub-Saharan Africa’s most robust mining industries to date, captive power generation and other off-grid alternatives are anticipated to expand rapidly, alongside the growth of independent power projects that have already transformed countries including Kenya, South Africa, Tanzania and Uganda. To identify opportunities and drive capital into captive power generation and more, Africa Oil & Power will host its fifth flagship conference in Cape Town – Africa Energy & Mining (AEM) 2022 Conference & Exhibition – uniting Africa’s investors and leaders across energy and mining industries next March.
Under the theme, “Investing in the World’s Future Energy Value Chain in Africa,” AEM 2022 will highlight the importance of the Africa Continental Free Trade Area, international partnerships and intra-African cooperation across all facets of the continent’s energy and mining sectors, with a view to post-COVID-19 recovery and influx of foreign direct investment. The intersection between clean power and mining represents a critical opportunity for investors to play a two-handed role in the growth of both sectors.
AEM 2022 is the premier venue to understand the new energy and mining landscape in Africa, how Africa will influence the global energy transition, and to initiate and make deals. To find out more about the event, please visit www.africaoilandpower.com and contact AOP Senior Director James Chester directly at email@example.com | <urn:uuid:109d8c80-bcc8-4c5e-a04f-dfff7b7106ba> | CC-MAIN-2023-14 | https://theexchange.africa/economic-growth/captive-power-to-fuel-sub-saharan-mining-industry/ | s3://commoncrawl/crawl-data/CC-MAIN-2023-14/segments/1679296949598.87/warc/CC-MAIN-20230331082653-20230331112653-00085.warc.gz | en | 0.912754 | 1,013 | 2.96875 | 3 |
We know that there’s an association between smoking and lung cancer, and now we can add alcohol and general cancer to the association list. A new study published in April 2013 in the American Journal of Public Health was the first to quantify alcohol use in cancer death, making alcohol consumption the number one preventable cause of cancer deaths.
Alcohol and Cancer Deaths
Researchers studied the U.S. mortality rate, meta-analysis research published since 2000, national surveys, and alcohol sales data in conducting this study. They estimated that 3.5 percent of all cancer deaths are alcohol-related. In particular, some cancer deaths are more attributable to alcohol consumption. In men, mouth, throat, and esophageal cancers account for the majority of alcohol-related cancer deaths. In women, breast cancer accounts for the majority of alcohol-attributable deaths.
How Much Alcohol is Safe?
This study found that most deaths associated with alcohol were attributed to people who drink more than three servings of alcohol a day. However, one-third of these deaths may be linked to those who drink less than 1.5 drinks a day.
This is where the confusion comes in. Some heart associations recommend men drink no more than two drinks a day and women no more than one. But if you are a man drinking two servings of wine a day thinking that it will protect your heart, you may not be doing your upper digestive tract any good.
If you are a woman and if you are not a drinker, don’t start drinking. As mentioned above, the risk of developing breast cancer rises with increased alcohol use. If you are at high risk for breast cancer, consider whether you should stop drinking. In addition, women develop alcohol-related health problems, like cirrhosis of the liver, faster than men who drink exactly the same amount of alcohol.
The Bottom Line
Researchers of this study emphasized that alcohol is a known cancer-causing substance. Alcohol use should be minimized or avoided to reduce cancer risk. And remember, there is no safe level. For heart-smart eating, incorporating more colorful produce and omega-3-rich foods is a better option.
Gloria Tsang is the author of 5 books and the founder of HealthCastle.com, the largest online nutrition network run by registered dietitians. Her work has appeared in major national publications, and she is a regularly featured nutrition expert for media outlets across the country. The Huffington Post named her one of its Top 20 Nutrition Experts on Twitter. Gloria’s articles have appeared on various media such as Reuters, NBC & ABC affiliates, The Chicago Sun-Times, Reader’s Digest Canada, iVillage and USA Today. | <urn:uuid:cdc856c0-f813-4874-92aa-030d454f3475> | CC-MAIN-2018-51 | https://www.healthcastle.com/alcohol-and-cancer-a-strong-link/ | s3://commoncrawl/crawl-data/CC-MAIN-2018-51/segments/1544376823009.19/warc/CC-MAIN-20181209185547-20181209211547-00050.warc.gz | en | 0.949567 | 554 | 2.640625 | 3 |
Is Valentine's Day For You?
The History of Valentine's Day
Valentine's Day became a popular celebration around the 1600's.
The full history we don't know exactly, but we know of a legend that said Valentine was a priest, who served during the third century in Rome under the empire of Claudius II. This Emperor thought that single men made better soldiers than those who were married and with a family, so he outlawed marriage for young men.
Valentine was very upset with this decreed, he defied Claudius and continued to perform marriages for young lovers in secret. When Claudius discovered his actions, he had him put into prison and late on he had put him to death. Valentine was executed on 14 February 270 AD for refusing to obey his law.
Some stories mention that while he was in prison, he fell in love with the jailor's daughter, who was visiting him during his confinement. It is said that he actually sent the first Valentine greeting himself to her and signed it as "Your Valentine", this is an expression that is still in used today.
Although the truth behind this story is murky, the stories emphasize him as a person of love, character, heroic and most importantly a person of romance.
By the middle ages, Valentine was one of the most popular saints in France and England. All lovers and families exchanged hand made gifts, cards, notes in celebration of their love for each other.
Other stories suggest that Valentine may have been killed for trying to protect Christians escape harsh Roman prisons where they were often beaten and tortured.
Americans probably began exchanging hand-made valentines in the early 1700s
What ever the story may be, we know for sure that today February 14, is a day for giving, a day to show our love and our appreciation to our sweethearts, or our relatives, or for that certain person we appreciate the most.
Every February 14, across the Unites States and many other places around the world, flowers, candy, jewelery, cards, and many others gifts are exchanged between loved ones, all in the name of Valentine.
Today, approximately 141 million Valentine's Day cards are exchanged annually, making Valentine's Day the second most popular card-sending holiday after Christmas.
For ideas, keep in mind that in Valentine's Day, Jewelry, Chocolates (see the different assortments, truffles, gift baskets, and much more) and Flowers are traditional gifts for a reason, everybody loves them!
You can check for more ideas here. See most popular perfumes, recipes, spa treatments, cards and romance books.
One egift that it is very popular this year is that of the Kindle Book or The Nook Color. You can download all kinds of books, see movies, check the web. It is amazing! Anyone will love a gift like that.
6 Things To Do Before Valentine's day
So the day doesn't come upon us and catch us off guard, we need to keep in mind several things to make sure that day is a success.
1- Mark it in YOUR calendar with a BIG circle TODAY!
2- Make a list of how many loved ones are going to get a gift or a card.
3- Start looking on the internet, now, for that special gift, and order it TODAY.
4- If you are going to take her to dinner, make that reservation TODAY!
5- If you are going to the movies, buy the movie ticket on the internet, TODAY!
6- Don't start a fight or ruin your relationship this month! It hurts!
Take Her To See This Movie, Get Your Tickets Now!
So, Is Valentine's Day For You?
If you are alive, YES! This is a celebration and an expression of love and of life!
Show your loved ones and your friends how much you appreciate them and how much you care.
You can not do this everyday, so February 14 is the day!
Celebrate and love! | <urn:uuid:8b6593b5-8b33-4e92-9608-88a97ba6c37c> | CC-MAIN-2017-17 | https://hubpages.com/holidays/What-Really-Is-Valentines-Day | s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917122996.52/warc/CC-MAIN-20170423031202-00261-ip-10-145-167-34.ec2.internal.warc.gz | en | 0.973588 | 827 | 2.734375 | 3 |
The Royal National Institute of Blind People (RNIB) has just released this book Windows 7 and Vista Explained – a guide for blind and partially sighted users
“Windows 7 and Vista Explained, A guide for blind and partially sighted users, from RNIB, is all you will need to learn about Microsoft Windows 7 and Vista from a non-visual perspective. It’s specifically written to empower blind and partially sighted computer users with whatever access technology is being used. This book is for:
blind and partially sighted computer users new to Windows or for those upgrading
- trainers and people supporting users with sight loss.
This step-by-step guide will help to build skills and knowledge, starting with computer basics and Windows concepts, and leading through to topics such as file management, troubleshooting and using the internet. Fifth in the successful "Windows explained" series, it is written by award winning author Dr. Sarah Morley Wilkins, and Steve Griffiths….
Available in the following formats:
- Clear print – 14-point Arial, includes clear print images
- Standard audio CD
- Multimedia CD – contains full text and audio DAISY with DAISY player, HTML and braille-ready editions
Images (sold as separate volumes)
- Braille tactile images
- Large print images “
You can order a copy from the RNIB or call them on 0303 123 9999 | <urn:uuid:3d19ee91-f1e5-4e99-b99c-15a64aa9ce46> | CC-MAIN-2017-09 | https://blogs.msdn.microsoft.com/robmar/2010/04/27/windows-7-getting-started-from-the-royal-national-institute-of-blind-people/ | s3://commoncrawl/crawl-data/CC-MAIN-2017-09/segments/1487501172000.93/warc/CC-MAIN-20170219104612-00163-ip-10-171-10-108.ec2.internal.warc.gz | en | 0.898969 | 295 | 2.96875 | 3 |
This is an interesting read about a previous pandemic of avian influenza. Note the impact of behavioral change on the epidemiology of the disease and why the disease would affect people differently in St Louis from Philadelphia.
It is a good example of why histories from that era (and later pandemics like the 1960s out here) are so important to record, study, and learn from. I encourage every reader to collect those stories. And to compare what is learned from the past with contemporary planning
I urge students to make use of the Alaska archives to study what worked and what didn’t work before and to let the rest of us know. Rose Speranza (Alaska and Polar Regions Department, Elmer E. Rasmuson Library, University of Alaska Fairbanks, fnrs AT uaf DOT edu, PH 907-474-2791) will be happy to help point people in the right direction to start your own research. Some of the archival materials are available on-line—
The State library at: http://www.archives.state.ak.us/
This will provide lots of links.
In addition, we are developing a photo archives at: http://vilda.alaska.edu/
By Harry Levins, POST-DISPATCH SENIOR WRITER
As health experts look ahead to the possibility of a bird flu pandemic, they’re also looking backward to St. Louis as a model of dealing with the disease.
The last worldwide flu pandemic – also a bird flu, dubbed the Spanish Flu – struck in the fall of 1918. Worldwide, it killed perhaps 50 million people, including 675,000 Americans.
In St. Louis, the toll for 1918 rose to just shy of 3,000. That’s a heavy loss, about the same as the fatalities in the terror attacks of Sept. 11, 2001.
But among America’s big cities, those 3,000 flu deaths were remarkably low…. In 1918, nobody had a flu vaccine that worked. If avian flu strikes now, nobody will have a flu vaccine for the first six to eight months. Until that vaccine gets into doctors’ hands, public health workers are going to have to rely on what worked in 1918.
What worked then in St. Louis was stern “social distancing”….
In fact, in dealing with the flu, Philadelphia became a model of ineptitude. “They were tardy in everything they did,” says Stanhope.
Through ignorance, wishful thinking and a readiness to cave in to civic and business pressure, Philadelphia’s leaders took a business-as-usual approach. The population paid dearly….
Read the rest here– | <urn:uuid:a0599fdc-ddf1-4c37-8edb-223280c02873> | CC-MAIN-2018-51 | https://ykalaska.wordpress.com/2006/07/09/ | s3://commoncrawl/crawl-data/CC-MAIN-2018-51/segments/1544376831715.98/warc/CC-MAIN-20181219065932-20181219091932-00333.warc.gz | en | 0.950999 | 566 | 3.09375 | 3 |
We know that innovation is no easy feat. What does it mean in our personal contexts, and how do we start? We look at famous innovators as “special” and in possession of knowledge outside of our realm or that they were simply born with. However, research has shown that innovation can be taught, and we can develop the capabilities that are required. Many of us grapple with learning the innovation skills that have the potential to take our personal and business goals a step forward in the right direction.
Thankfully, we have more control to design our growth as innovators than we realize. Rather than simply understanding strategies with the hope to implement them if opportunity knocks, we can structure our learning in a way that connects us to the world around us and allows us to implement innovator thinking to our own evolution. The feelings of autonomy and of belonging to something bigger can motivate us to develop unique problem-solving strategies, foresee challenges, and adapt to new contexts, as these skills slowly become part of our everyday toolbox. It’s no doubt that the most successful innovators are the most creative learners.
So, how does one design a learning experience? Let’s look at 4 simple ways:
1. Seek feedback in real-time
It can be hard to find time for reflection while solving complex problems. We often wait until the end of a goal to learn what we could have done differently along the way. You can design your learning by seeking opportunities for feedback from peers, mentors, customers, or anybody who gets to watch or interact with your work. Our most successful learners pause and engage with such feedback (for example, the comments that they receive on their completed assignments) before using it to strategize their next steps. Doing this often allows learners to apply it immediately and with sufficient context.
There is so much value in feedback, and we often don’t ask for it enough. Seeking it partly involves releasing the idea of perfection and executing fast enough to be able to iterate and learn. We tend to procrastinate due to a fear of evaluation and a lack of confidence, thinking that the final result is not “enough”. It’s scary and intimidating, but creativity in shaping a learning experience involves tailoring a strategy in a way that allows for optimal learning in the midst of the journey.
2. Share thoughts on what works and what doesn’t
As you learn, consider feedback as a two-way street. If something appears confusing or lacks seamless digital functionality, don’t be afraid to share this. By becoming an advocate for the quality of your learning, you can gain access to more resources in real-time, an improved experience that helps to make you more efficient, and greater knowledge gained at the end. We have seen that some of our most successful learners find ways to engage with our team by providing tips on content improvements and the overall learning experience through participation in the Community or any of our ongoing feedback sessions. Similar to a mentor-mentee relationship, a mentor can adjust their approach to help meet the ultimate goal of the mentee by hearing what works and what doesn’t.
3. Build connections with those who are experiencing a similar challenge
Our digital world provides the incredible ability to reach peers, leaders, and other inspiring people. There are many avenues to connect and discuss, leading to more reflective thinking about ourselves and our missions. Designing a successful learning experience involves becoming part of “something bigger”, a community made up of others facing similar challenges who share common goals and have developed unique problem-solving approaches. From the information you will gather by connecting, what speaks to your journey and what doesn’t? How can you tailor what you learn to what you want to accomplish, and who will join you along the way? Our successful learners seek out companions by engaging in communities around them, learning, and growing with others. They love to work in teams and participate in events as they use these opportunities to build a long-term network of professional connections and friends. This is a powerful way to make learning more rich and meaningful.
4. Prepare a game plan in advance
Planning a strategy for action, however imperfect at the start, is massively beneficial to the success of a goal. A learning experience can be designed by thinking critically about the scope of the goal and current circumstances before deciding how to best utilize your resources, particularly scarce ones like time and money. Creating a plan allows you to aim for a well-defined goal and to track progress along the way. For example, a lot of successful learners create a “workback schedule” where they start at the end by mapping out the lifecycle of the project and working backwards. This helps to ensure that resources are allocated quickly and appropriately throughout the process and that everything is structured intentionally to meet the deadline.
Designing our learning for innovation
So how does designing a learning experience help to become a better innovator? All of the tactics listed provide an opportunity to self-assess and improve metacognition, the intentional reflection on how we are gaining knowledge. The ability to adapt to new and challenging contexts, to think ahead and foresee opportunities, and to develop unique problem-solving approaches are crucial for making a significant impact. We often forget the amount of control that we possess over how we learn, thinking that there is an external locus. Adopting the idea that we have more power over the outcomes of our learning shows that all of us have the potential to become great innovators and make a positive dent in the world.
No items found. | <urn:uuid:53ff64ad-f64d-423a-999b-319c75ac4ca0> | CC-MAIN-2024-10 | https://www.sparkademy.com/post/designing-your-learning-experience-for-better-innovation | s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474744.31/warc/CC-MAIN-20240228175828-20240228205828-00660.warc.gz | en | 0.959823 | 1,145 | 2.765625 | 3 |
What is a treasure? We think in terms of gold, diamonds, silver, pearls, and so forth and one characteristic of those treasures is that they have a value which is not diminished by the passage of time.
A diamond is called a precious stone. Why is that? First of all, diamonds are the hardest material of all. Also, regardless of time and space, the characteristics of the diamond do not change. Furthermore, if you take a diamond stone anywhere, whether to England or Asia, it is always a diamond with the same value. Even if you take it into tropical weather or a very cold climate, its value won’t be affected. Therefore, unchangeability is one aspect of a precious stone.
This is beyond human capacity. Even though men have tried to duplicate the diamond in artificial ways, they have not been able to do so.
Think of gold. Why is it a precious metal? First of all, the rich color of gold never rusts but maintains itself forever. Time passes, places change, yet the same golden glow continues to shine. If we were to try to evaluate gold and diamonds, which would be the most precious? Since diamonds are actually compressed carbon, they cannot be burned. Likewise, you can melt gold in a very hot furnace, but when it cools down it is still the same element.
Have you ever thought about the currencies of the world’s nations and their standards for value? They always base their currencies on gold, not diamonds. Why is that? Gold cannot be damaged by fire, rust, or cold. It is truly unchanging, therefore nations agreed upon gold as their standard for currency.
What are the characteristics of a pearl? It is made up of shell and therefore it can be tarnished or dulled, but its essence will not be changed. The beauty of a pearl is that it harmonizes with everything; it has the “color” of harmony. Do men or women like pearls the most? For that matter, who likes treasures in general? It is women. Why is that? Women exhibit changeable qualities and therefore, they like to possess things which are unchanging. When a woman looks at a diamond, she can enjoy a give and take relationship with it. The diamond is very hard and you are soft; thus the contrast is stimulating.
You enjoy draping yourselves with golden necklaces because of their simple, rich, shining color. You feel that you want to shine in that way, too. Since pure gold is soft and is therefore adaptable, you can bend it and shape it but it will not break. If a woman has a basically sharp nature, she might look at pearls and say, “I want to be harmonizing like that. I must learn from the pearl.”
Sometimes I wonder when I look at a woman who wears lots of pearls and diamonds if she really deserves to wear such precious things. The true beauty and pride of a woman is her inner self and personality, not those external things. However, many women want to take pride in their earrings and necklaces. If you could ask a diamond, “What kind of woman would you like to be worn by?” it would answer, “I want to be on a woman who is absolutely pure.” For a woman to really deserve to wear a diamond, she must preserve absolute purity. Therefore, those women who go to one man and then another do not deserve to wear diamonds. The woman who devotes herself to one man day after day, regardless of the circumstances, is the one who is deserving.
Gold is genuine; it has absolutely no falseness. Inside and out, its quality is the same. Where is a woman like that? Only a woman such as that truly deserves to wear a gold ring. Is that a correct statement? It is so crucial that a woman achieve the quality of harmony. You must be able to harmonize with your surroundings, your neighbors, and so forth. When such a woman wears pearls, it is most becoming.
When the woman wearing precious jewels actually possesses the same qualities as those jewels, she will be pursued by men, not for the sake of her external treasures but for the sake of her personality itself. That is, the woman herself is the treasure. Would you like to have your husband attracted to your diamond ring? Certainly not. Would you like your husband to love you because you wear golden necklaces and wristwatches? Would you like your husband to love just one portion of you – your eyes, for example? No, you want a man to love your whole self and appreciate the harmony of all your parts.
If you were confident of possessing the qualities of jewels, you could sit quietly on a dark mountain top and shine, just as a diamond shines at night as well as by day. Within such a woman there is an everlasting quality which never becomes boring, just like gold which never loses its glow. The person who is harmonious like a pearl can embrace her environment and be a harmonizing factor for the universe. Would such a woman remain all alone on the mountain top? That woman has greater value than any diamonds she might be wearing. Suppose that woman were sitting on a rock of solid gold. Which would be the more precious – the woman or the golden rock? Even the birds flying in the air would like to stop and be near that kind of woman.
Many years ago, I visited Iran and saw a bank in which a large chunk of precious metal and diamond was on display. People lined up from very early in the morning to simply look at that treasure. I was amazed to see how eager people were to see just a stone. What about a woman with the shining quality of diamonds? If she were sitting somewhere, how much more would she attract the interest of people, particularly men? They would want to line up for many miles just to see her. Do you think the husband of such a woman would want to go away from her? Even if he had to leave, he would tend to turn around many times to get one more look at her. It would be hard to go to work! Her beauty and love would always pull him around.
When a person has something very precious, he doesn’t want to leave it but will circle around it, looking at it and appreciating it more and more. He can never get enough of it. To parents, their loving children are like a precious diamond. The parents will just circle around the children, never wanting to go away from them. When a woman has a beloved husband, she will not want to leave but will want to be around him all the time. Likewise, a man will want to be around his beloved wife. The most precious aspect of such a relationship is that it lasts for eternity, not just a brief time. That is the kind of situation where we can use the words “forever” and “unchanging.”
We can understand from this example that whenever there is a true subject of love, the object will not want to leave but will want to be there always, turning and circling around it.
Our Ideal Home
Reverend Sun Myung Moon
September 11, 1983 | <urn:uuid:be588727-644b-4574-babf-bbcf9151fa33> | CC-MAIN-2021-04 | https://asicansee.wordpress.com/2016/10/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-04/segments/1610703529128.47/warc/CC-MAIN-20210122051338-20210122081338-00683.warc.gz | en | 0.978894 | 1,489 | 2.703125 | 3 |
Donald Zeyl's translation of Timaeus meets the highest standard of clarity and naturalness in English while achieving fidelity to the Greek. This new edition introduces contemporary readers to Timaeus by combining in one volume Zeyl's masterful translation and his long introductory essay of circa one hundred pages which situates the dialogue in the development of Greek science, discusses long-standing and current issues of interpretation, and gives an assessment of the role of Timaeus in the history of Western thought. Notes are provided to elucidate difficult passages. Includes an analytic table of contents and a select bibliography.
|Publisher:||Hackett Publishing Company, Inc.|
|Edition description:||Older Edition|
|Product dimensions:||5.50(w) x 8.50(h) x (d)|
About the Author
Alfred North Whitehead once noted: "the safest general characterization of the European philosophical tradition is that it consists of a series of footnotes to Plato."
Plato's dialogues have been used to teach a range of subjects, including philosophy, logic, ethics, rhetoric, religion and mathematics. His theory of Forms began a unique perspective on abstract objects, and led to a school of thought called Platonism. Plato's writings have been published in several fashions; this has led to several conventions regarding the naming and referencing of Plato's texts.
Plato and Pythagoras:
Although Socrates influenced Plato directly as related in the dialogues, the influence of Pythagoras upon Plato also appears to have significant discussion in the philosophical literature. Pythagoras, or in a broader sense, the Pythagoreans, allegedly exercised an important influence on the work of Plato. AThere is evidence that Plato possibly took from Pythagoras the idea that mathematics and, generally speaking, abstract thinking is a secure basis for philosophical thinking as well as "for substantial theses in science and morals". Plato and Pythagoras shared a "mystical approach to the soul and its place in the material world". It is probable that both were influenced by Orphism.
Aristotle claimed that the philosophy of Plato closely followed the teachings of the Pythagoreans, and Cicero repeats this claim: Platonem ferunt didicisse Pythagorea omnia ("They say Plato learned all things Pythagorean"). Bertrand Russell, in his A History of Western Philosophy, contended that the influence of Pythagoras on Plato and others was so great that he should be considered the most influential of all Western philosophers.
Most Helpful Customer Reviews | <urn:uuid:8ad5a1dc-895b-4493-9a21-cdecefd27b6f> | CC-MAIN-2018-17 | https://www.barnesandnoble.com/w/timaeus-plato/1100591060?ean=9780872204461 | s3://commoncrawl/crawl-data/CC-MAIN-2018-17/segments/1524125948214.37/warc/CC-MAIN-20180426125104-20180426145104-00268.warc.gz | en | 0.915113 | 523 | 3 | 3 |
The African nation looks for private investment as it creates infrastructure to grow timber and mining production.
Gabon is making progress with its ambitious strategy of industrializing its economy by 2025, but plunging oil prices may slow its advances.
Gabon’s goal of economic diversification took on new urgency in 2015, when the plunge in oil prices sent shock waves through the economy of the nation of 1.8 million people located on the Atlantic coast of equatorial Africa.
In 2010, Gabon adopted a sweeping Strategic Plan Emerging Gabon, designed to diversify its economy and make its industry more competitive. With 80 percent of its export revenues coming from oil, the country is attempting to increase timber production and mining.
The plan calls for major investments in infrastructure and services to establish the Gabon Special Economic Zone with as many as 10 economic areas around the country.
Timber processing is key
Gabon’s industrialization plan relies heavily on improving the timber industry.
Forests cover nearly 85 percent of the country and it is home to more than 400 tree species.
In 2010, the government decided to halt exports of raw logs as a way of encouraging domestic processing, which would in turn increase profits and create more jobs. By 2012, about one third of logs were being processed in Gabon.
France is the largest importer of processed wood projects from Gabon, accounting for 42 percent of sales while Asia accounts for 3 percent.
Timber revenues triple
Since the halt, timber revenues have tripled from $66 million in 2009 to $190 million in 2014.
Gabon also created a special economic zone, Nkok, in Libreville, to make it easier for foreign companies to do business in the country.
The Nkok zone attracted 62 investors in 2013, including 40 percent in the timber industry. The number of timber processing factories increased from 81 in 2009 to 114 in 2013 while the number of jobs nearly doubled to more than 7,000.
The boost in the timber sector also resulted in the startup of transportation companies to haul logs.
Growth in mining sector
Mining is another sector that Gabon is attempting to grow.
Following the creation of a metallurgical complex in Moanda, production of manganese increased to $305 million. At the same time, the country went from small-scale production of gold – about 30 kilograms in 2009 – to produce more than 1,200 kilograms in 2014.
The economy grew about 4.1 percent in 2015, and the African Economic Outlook projected similar growth in 2016.
Economic challenges persist
Nevertheless, Gabon’s economy “is facing mounting headwinds,” the International Monetary Fund (IMF) said in early 2016.
According to the IMF, falling oil prices have resulted in a slowdown in non-oil sectors including construction, transportation and services.
The slowdown has led to a government budget deficit of 2.3 percent of Gabon’s gross national product in 2015, after posting a surplus of 2.5 percent the year before. At the same time, the nation saw a trade deficit of 1.9 percent in 2015 compared to a surplus of 8.3 percent in 2014.
Slower growth forecast
The IMF predicted economic growth of only 3.2 percent in 2016, largely because of declining oil production. However, growth in the agricultural sector could help increase the growth rate to about 5 percent in 2017-18.
IMF directors noted that Gabon has made progress authorities in developing the country’s infrastructure since 2010.
They emphasized the need to continue to foster diversification so that Gabon will be less vulnerable to fluctuating oil prices.
As revenue to the government tightens, IMF directors recommended that Gabon officials focus on high-impact infrastructure projects and structural reforms that will increase productivity and improve the labor force.
Gabon improves regulatory climate
At the same time, Gabon officials have acknowledged that the regulatory environment could be better for business.
Gabon President Ali Bong Ondimba pledged to “radically improve” the business climate by streamlining the regulatory process for investment through a National Agency for Investment Promotion and with establishment of a National adjustment for Competitiveness Pact to facilitate and speed up establishment of business operations.
Ondimba said the country must encourage private investors to step up as public investment declines.
“We must ensure that everyone plays their part. The government facilitates the business environment and the private sector that invests and recruits. If everyone plays his role, we will (achieve) growth and the creation of 20,000 jobs per year,” he said.
One bright spot for investment in Gabon’s efforts came in April, when AFRICA Finance Corporation, based in Lagos, Nigeria, announced it was investing up to $140 million in the Gabon Special Economic Zone to help fund infrastructure projects including a new mineral terminal. | <urn:uuid:915863f9-92f8-4006-91d7-0596b0ae7d8b> | CC-MAIN-2023-40 | https://africa-me.com/oil-dependent-gabon-seeks-diversify-industry/ | s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233511406.34/warc/CC-MAIN-20231004184208-20231004214208-00005.warc.gz | en | 0.947456 | 1,006 | 2.546875 | 3 |
Relay Light Controlled Module
Have you ever thought of making sunlight-controlled light bulbs? It sounds redundant, but it can automate anything when the sun is down without using a microcontroller. It has a photoresistor, or most commonly known as a light-dependent resistor(LDR), and a relay. This relay can be triggered on/off, depending on the surrounding luminosity. This relay module could hold up to 10A 250VAC and 10A 30VDC. The sensitivity or the luminosity level could be modified using the onboard potentiometer. There is no need for external devices like a microcontroller to make this module work. | <urn:uuid:9d34a03b-7ad6-4509-91fd-9cdcdb00c341> | CC-MAIN-2023-06 | https://circuit.rocks/relay-light-controlled-module | s3://commoncrawl/crawl-data/CC-MAIN-2023-06/segments/1674764500758.20/warc/CC-MAIN-20230208092053-20230208122053-00674.warc.gz | en | 0.888249 | 132 | 2.53125 | 3 |
- For Teachers
I found in a reference book that "I'm terrible = I'm sorry"
Does it make sense? I think it's nonsense.
"I was drunk last night, and I accidentally swallowed your goldfish. I know, I'm terrible!" With the right attitude of contrition, this might pass for an apology.
Indeed. 'I'm terrible' doesn't necessarily mean 'I'm sorry'.
It's more the feeling of being terrible. You can use it when you're being sarcastic too!
'I couldn't be bothered to arrive on time today.....I know I'm terrible!'
This also sounds a bit snobbish.......
In BrE, it's common to say that you are terribly sorry. | <urn:uuid:c6b40810-a5f7-4a3f-85b4-58c9bb774ff1> | CC-MAIN-2014-35 | http://www.usingenglish.com/forum/threads/145790-I-m-terrible-I-m-sorry | s3://commoncrawl/crawl-data/CC-MAIN-2014-35/segments/1408500811391.43/warc/CC-MAIN-20140820021331-00414-ip-10-180-136-8.ec2.internal.warc.gz | en | 0.964447 | 153 | 2.546875 | 3 |
On Mon, 19 Jul 1999 15:28:17 +0200, Patrick Schoenbach
>>Don't you think crypt() would be pretty damn useless for passwords
>>if it was possible to decrypt the string?
>>The only way to "decrypt" it is to encrypt all possible character
>>combinations and compare it with the original crypted string until
>>you have a match.
>Ok, agreed. But how can I solve the following problem: I want to write a
>mail biff that can handle the IMAP protocol, and I want to store the
>account data in a config file in the home directory. The password has to
>be submitted in plaintext to the IMAP daemon, but I do not like storing
>the password in plaintext in the config file. So, what could I do?
You are screwed, because the poor security of IMAP is a weak link in
the security. You say you don't like storing a plaintext password in
the file, but what about the fact that it is transmitted to IMAP
in plain text? A password is more likely to be stolen from the network
wire than from a protected file.
About all you can do is store the password in a file that is owned by the user
who is running the biff-like program, and is properly secured.
This is what fetchmail does. Passwords to POP or IMAP accounts
are stored in plaintext in a file called .fetchmailrc in the user's
home directory. This file is given 0600 permissions.
Speaking of which, are you sure you couldn't use fetchmail for what you are
trying to do and save yourself the hassle of reinventing the wheel? fetchmail
can poll remote mail accounts, and bring the mail down to the local account.
The ordinary mail notification mechanisms can then kick in.
Another thing you can do is ask for the password when your biff-like program is
run, and then retain it in memory. The user would have to do this each time he
or she wants to run the program, but at least the password wouldn't be in a
file. Fetchmail can do this too; you aren't required to store passwords in the | <urn:uuid:3a865f66-c481-42ad-ba2e-8cc9652cc750> | CC-MAIN-2019-30 | http://www.verycomputer.com/183_9444b08f4f7bad9c_1.htm | s3://commoncrawl/crawl-data/CC-MAIN-2019-30/segments/1563195525863.49/warc/CC-MAIN-20190718231656-20190719013656-00188.warc.gz | en | 0.935424 | 473 | 2.53125 | 3 |
Rabies is a serious viral disease that affects central nervous system. It is an infectious disease of animals caused by a bullet-shaped, enveloped RNA virus, 180 x 75 nm. Man is occasionally infected and once infection is established in the central nervous system, the outcome is almost invariably fatal.
Typically rabies spreads by way of the saliva of infected animals, usually a rabid dog, that comes in contact with blood through a bite. Once infected, the virus spreads from muscles to peripheral nerves to spinal cord and brain. From initial flu-like symptoms, the illness progresses to convulsions, hallucinations, paralysis or breathing failure and almost always to death. The severity of the bite determines the risk of infection. The disease does not usually spread from man to man.
After inoculation, the virus enters small nerve endings at the site of the bite. The virus slowly travels up the nerve to reach the central nervous system, where it replicates and then travels down the nerves to salivary glands where there is further replication. The time it takes to do this depends upon the length of the nerves. A bite on the foot will have a much longer incubation period than a bite on the face. The incubation period may last from two weeks to six months. Very often the primary wound is healed and forgotten by the time of clinical symptoms appear.
When the virus reaches the central nervous system, the patient suffers from headache, fever, irritability, restlessness and anxiety. This may progress to muscle pains, salivation and vomiting. After a few days to a week the patient may experience a stage of excitement and painful muscle spasms, triggered sometimes by swallowing of saliva or water. Hence they fear water (Hydrophobia). The patients are also excessively sensitive to air blown on the face. The stage of excitement lasts only a few days before the patient lapses into coma and death.
Once clinical disease manifests, there is a rapid, relentless progression to invariable death, despite all treatment. The symptoms may include: Fever, headache, malaise, insomnia, anxiety and confusion, slight or partial paralysis, excitation, hallucinations, agitation, salivation, difficulty swallowing, convulsions and fear of water (hydrophobia) because of the difficulty in swallowing
Starts in the same way, but instead of progressing into excitement, the subject retreats steadily and quietly downhill, with some paralysis, to death. Rabies diagnosis may easily be missed.
It is very similar to human rabies. In the stage of excitement the animal may bite vigorously and viciously at anything: sticks, stones, grass, other animals and humans, without provocation. Wild animals may be abnormally tame or appear sick – beware of approaching or picking up such animals.
An animal infected with rabies carries the virus in its saliva, so if it bites a person, the virus enters into the person’s body. It’s possible to get rabies from an animal scratch, too. People sometimes describe animals that have rabies as “foaming at the mouth.” This happens because the animal’s nerves no longer work properly and it can’t swallow its own saliva.
Most often rabies transmission occurs through the bite of a rabid animal. Rarely, people contract rabies when saliva from an infected animal comes in contact with their eyes, nose, mouth or a wound. This may occur if you’re licked by an infected animal. Inhaling the rabies virus is another potential route of exposure, but one likely to affect only laboratory workers.
The disease is endemic in wild animals in most parts of the world although some countries (UK, Australia) have become rabies-free through vigorous control measures and campaign. The wild animal cycle constitutes the natural reservoir. Wild animals may bite and infect domestic animals (cattle, horses, pigs, dogs and cats) which in turn may infect man. Occasionally wild animals may infect man directly. In recent decades, a separate form of dog rabies spread from dog to dog has been recognized as spreading from West Africa eastwards and southwards in Africa and Asia.
You’re at greatest risk of contracting rabies if your activities bring you into contact with the rabies virus or a potentially rabid mammals. People at risk can include veterinarians, animal caretakers, laboratory workers, hunters, forest rangers and people visiting bat-inhabited caves.
Mongoose (main reservoir in RSA in the wild), jackals, bats(some evidence to suggest carrier status and droplet infection), foxes (in Europe), skunks, raccoons (in USA) and semi-wild dogs.
If you’ve been bitten or have had contact with an animal that may have rabies, certain information may help your doctor determine your risk of contracting rabies and how to treat you. Take note of the following:
Where the incident occurred, a description of the animal and the vaccination status of the domesticated animal should be found out. If the animal can be safely captured to be tested for rabies, then if it survives for 8 days it would not be rabid. Another option is for health professionals to conduct tests on the animal’s brain tissue to determine whether it has rabies. Testing can be done quickly, but only after the animal is dead.
If you have the signs and symptoms of rabies, a number of tests using blood, saliva, spinal fluid, brain tissue or skin tissue taken from the nape of your neck may be required to identify or rule out rabies infection.
Ways to help prevent exposure to rabies include: Keep your pets and other domesticated animals up-to-date with regular animal rabies shots. Avoid contact with wild or unfamiliar animals, whether they’re alive or dead. Seal or close any openings where animals might find entry into your home. Report stray animals or any that act strangely or sick to your local animal control authorities. Teach your children to never handle unfamiliar animals. If your work or activities might bring you into contact with the rabies virus or a potentially rabid mammal, consider getting a preventive vaccination. This vaccination — called pre-exposure prophylaxis — involves three injections over three or four weeks. A booster shot can maintain the vaccination’s effectiveness
If bitten by an animal with rabies, thoroughly wash the wound or area of exposure with soap and water. Quick action is important. Once the earliest signs and symptoms appear, death almost always follows. Promptly contacting the doctor after a potential rabies exposure greatly increases chance of survival.
The treatment — called post-exposure prophylaxis — consists of one dose of rabies immunoglobulin and five doses of rabies vaccine over a 28-day period. Rabies immunoglobulin and the first dose of rabies vaccine are administered as soon as possible after the patient has been exposed. The immunoglobulin is given by injection around the site of bite and into the upper arm muscle.
Immunoglobulins are disease-fighting proteins that provide you with temporary antibodies. The rabies vaccine helps the body to start producing its own antibodies. Antibody production takes time, but the antibodies produced by the body provide longer lasting protection than do the ones contained in rabies immune globulin.
Although the vaccine isn’t painful, there might be mild physical reactions. Watch for reactions such as swelling or redness where the injection was given. Headache, fever, nausea, muscle aches and dizziness are other possible side effects. Contact your doctor if side effects produce discomfort.
A good but expensive killed virus vaccine (Human Diploid Cell Vaccine, HDCV) grown in human fibroblasts is available for safe use in man. The unusually long incubation period of the virus permits the effective use of active immunization with vaccine post–exposure. When used, vaccine has dramatically cut the rabies death rate. (Older killed virus vaccines, made from infected neural tissues, were poorly immunogenic and had allergic encephalitic side effects, but are still used in developing countries.)
High-risk persons, e.g. veterinarians, may be immunized before exposure, and then merely require one or two booster doses if they should be exposed to rabies.
A range of live and killed virus vaccines are available for domestic animals (farm animals, cats and dogs). | <urn:uuid:851e6c70-219a-4ee7-89c9-5ebc928a64dc> | CC-MAIN-2021-43 | https://zooconcept.in/rabies/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-43/segments/1634323585504.90/warc/CC-MAIN-20211022084005-20211022114005-00417.warc.gz | en | 0.921152 | 1,722 | 3.96875 | 4 |
2. Community Representation & Who
Farming communities from eight villages participated in the Resilience Self Assessment. In total 24 persons (three per village) participated from village climate change adaptation committees. The participants represent small-holder farmers, shepherds, and women farmers having experience in farming ranging from 25 to 60 years in rainfed farming. An elder (75 years old) contributed with knowledge of about 60 years in the agriculture.
The process was facilitated by the DHAN Foundation – DHAN Foundation has a long term project in climate change adaptation in the rainfed farming area of T.Kallupatti block of Madurai district in Tamil Nadu province of India.
The meaning of resilience in vernacular language was discussed and the communities themselves defined the meaning for resilience with different examples. The following definition was discussed at length and agreed upon by all participants:
“resilience is like a weed in our farming; the weed can survive in any climatic change like excess or deficit rainfall, it is resistant to pests and diseases and it completes its life to produce seed for the next generation with its own adaptations to expected and unexpected change. Like this, in farming with different combinations of activities and using knowledge gained over the years to harvest successful crops , we can meet even extreme events faced by the region with adaptive capacity.”
The communities drew farm diversity map and visited fields to explain and exchange best practices within their region. Farmers cultivate six to eight types of crops on the same piece of land with different characteristic plants to survive in heavy rainfall and drought. It ensures at least a few crops from which farmers receive income and food security, and are able to maintain cash flow for six to seven months because of the difference in the crop life cycle. The farmers cultivate Cotton, Pigeon pea, Black gram, Green Gram, Cow pea, garden bean, Pearl millet, castor, Ladies finger and Ridge gourd are getting good return on their investment. Black gram and Green gram come to harvest within 80 to 85 days and help the soil to get nitrogen through fixing by its roots. After the harvest, the plant density is reduced and cotton crop growth enhanced. The other crops are cultivated in different rows and harvested separately according to maturity. This cycle provides regular cash flow for the farmers and minimises the risk of a pest attack (castor acts as a trap crop).
Also the communities discussed a lot on cropping season and its change over last few years and how the communities adapt to the change of season, which they call pattam mattram. Change in rainfall months and distribution of rainfall in the season has negatively impacted the pattam (agriculture season). Due to change in rainfall, farmers have not been able to cultivate groundnut for the past 30 years and Samai, Varaghu (kodo millet) and Thinai (Fox tail millet). Many local indigenous types of millet seeds have been lost from the area. Due to the change of pattam farmers changed their crops to Maize and improved cotton varieties. However, they found that each season attracts more pests and diseases and these new crops are less able to deal with drought. They also recorded high levels of topsoil erosion due to intensive agriculture which effects the crop yield and increases the cost of cultivation. Shifting to Maize is seen by villagers as a mal-adaptation. It is a high risk crop with high cost of cultivation (hybrid seed) with inorganic fertilizer application which negatively impacts the soil as well. It affects the indigenous food security hence this crop not cultivated like the existing mixed crop method.
Following this, attributes for resilience in rainfed farming were identified by the communities.
- Mostly the farmers use own traditional seeds helps to adapt the changes in climate
- Application of tank silt (nutritive soil excavated from common water bodies) to increse the soil moisture holding capacity and nutrition
- Goat/sheep penning in the farm filed to increase soil fertility
- Being a part of self-help groups (SHG) or farmers association to access timely financial support and othr services
- Marketting the produces directly by the farmers and value addition of the produce helps them to increase the farm income
- Knowledge on predicting climate and selection of crop as per season
- Practising crop farming with goat/sheep rearing as sustainable agriculture
5. Next steps
The CSAR process has given a shared understanding for eight villages and it acted as a platform to change best practices among the rainfed farming communities. It further united the villagers to strengthen their knowledge and document the existing practices to improve resilience in the farming.
DHAN Foundation will look to use the CSAR methodology across their programming areas and also for the organisations own comparatively capability.
Adhinarayanan R email: email@example.com | <urn:uuid:4c661784-8ece-4611-9006-1405ab4584c7> | CC-MAIN-2020-16 | http://www.communityresilienceselfassessment.org/cases/madurai-india-rainfed-farming-system/ | s3://commoncrawl/crawl-data/CC-MAIN-2020-16/segments/1585371893683.94/warc/CC-MAIN-20200410075105-20200410105605-00368.warc.gz | en | 0.94902 | 993 | 3.203125 | 3 |
Hi, I got question about how to use which (どれ) in Japanese.
When you ask questions, you use what, who, which, whom and how in English, right?
These are called 5W1H.
This is post about 5W1H.
When you have question and if question can be answered with yes or no,
We often use ～か at end of sentence.
For example, I had dinner in Englishよるごはんをたべました.
If you change this to question, did you have dinner? Is よるごはんをたべましたか？
Just add 〜か at end of sentence.
Then if you want to ask more complicated question that can not be answered with yes or no, you may you use 5W1H (what, who, which, whom and how).
These are chart 5W1H in both English and Japanese with examples.
I summarize only very basic ones.
|In English||In Japanese||In English||In Japanese|
|なに なん||What is this?||これはなに（なん）ですか？|
|Where||どこ||Where is station?||えきはどこですか？|
|Who||だれ||Who are you?||あなたはだれですか？|
|Which||どっち どちら どの+noun||Which do you like?
Which color do you like?
|Whom||だれに だれを||Whom do you give?||だれにあげますか？|
|How||どう どのくらい どのように||How is situation?
How long does it take?
If you master this, please practice by making simple sentence with these 5W1H.
How was this post?
If you like this or feel this is useful, please share on Facebook and retweet on Twitter!
If you wanna join Leo Sensei’s group on Facebook, click Facebook mark on top or bottom and send friend request to me. You can get updated information and ask me freely about Japanese language and culture and so on. | <urn:uuid:74b3288b-351c-4a4d-babb-c569269c3986> | CC-MAIN-2021-25 | http://leosensei.com/2019/09/09/lets-study-5w1h%EF%BC%88%E3%81%AA%E3%81%AB%E3%80%81%E3%81%A9%E3%81%93%E3%80%81%E3%81%A0%E3%82%8C-etc-%EF%BC%89/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-25/segments/1623487649688.44/warc/CC-MAIN-20210619172612-20210619202612-00213.warc.gz | en | 0.810873 | 508 | 2.609375 | 3 |
William Mitchell joins the Rotman School of Management this fall as a professor of business strategy, having worked extensively with business incubators and entrepreneurs at Duke University in Durham, North Carolina. He spoke recently with U of T Magazine editor Scott Anderson about the profits and perils of being an entrepreneur.
Many people think they have a winning business idea. How do you determine if the idea is worth pursuing?
You never know beforehand whether an idea is worth pursuing. You’re more likely to know that something won’t work than will, but there’s no guarantee either way. The key is to assess whether the person has the drive and the ability to find out whether it will work. Entrepreneurship is by definition an experiment.
So testing an idea involves actually pursuing it?
Yes. Ideally, you go through it in a staged way so that you make low variable-cost commitments rather than high fixed-cost commitments up front. And you assess who might be willing to give up their time and money to use your product or service. If there’s a single thing that entrepreneurs struggle with, it’s switching from being excited about an idea to figuring out what the value is in the idea.
What’s the best process for resolving this struggle?
It involves market research but not massive surveys. You have to talk to the consumers who might buy your product, but also potential suppliers and distributors. Entrepreneurs need to know two types of value: what the consumer will pay for and what companies in the value chain will need in order for them to work with you.
What do you consider to be the biggest challenge, once someone has started a business?
Building an organization of more than one person. Organizations are a pain the ass. They consist of different individuals, with different goals and aspirations and different ways of thinking, in different stages of their careers. This can be a real strength when you make it work but will kill you if you can’t.
In Canada, about half of all new businesses fail in the first five years? Why so many?
In fact, that’s not enough. If Canadians were really experimenting with new businesses, we would have higher failure rates. The challenge is to encourage entry, rather than worrying so much about exit, while also encouraging people to enter in ways so that they can afford to fail if the market for their idea simply does not exist.
Why do businesses commonly fail?
There are two reasons: one is mistakes; the other is you tried out a reasonable hypothesis and it failed. We test hypotheses in science all the time – and most of the hypotheses that we test we reject. A new business is, in many ways, a hypothesis that someone will give you their money to continue selling a product or service. The reality is that, no matter how much market research you do, until you offer something – to either consumers in the end-product market or partners in the value chain – you don’t really know what they will buy. Most of the time, they don’t even know what they will buy – until it is on the market.
Do you think potential entrepreneurs perceive the costs of failing as too high?
In some countries, the penalty for shutting down a business can be jail or worse. In Canada, we have sensible business exit laws. I think part of the problem is that we view the market as consisting of 35 million people. If we were to think globally about our potential role in the value chain and about customers in the U.S., Europe and emerging markets, there would be a lot more opportunity for entrepreneurial entry. In 2013, more than ever, entrepreneurial spirit needs to have a global vision.
If global vision is one characteristic of a successful entrepreneur, what are others?
Entrepreneurs need to take two things seriously, but not obsess about them: money and intellectual property (IP). We tend to think that there are more barriers to both than there actually are. If you have a good, market-oriented value proposition, then it’s possible to raise money.
As for IP, people tend to think of it as a patent, copyright or trademark. But the more important IP is the organization you build around your product or service to develop and sell it. Another company may be able to “copy” your product, but it can’t copy your organization or the value you provide.
Someone has said that a successful entrepreneur, contrary to popular belief, is someone who avoids taking on a great deal of risk. Do you agree?
I don’t know. Is any business risk free – whether it’s big and established or small and new? Does the Toronto Star, which is highly profitable in a rapidly changing media world, face risk and uncertainties right now? Shaw Communications is a hugely profitable company. How much certainty does it have in its business going forward? What does Shaw know about what’s going to happen technologically, or in a regulatory setting, or with its competition? I don’t think it matters whether you’re a one-person entrepreneurial business or a CEO of a 100,000-person business: you face risk and uncertainty every day.
Where does Canada stand in the world in terms of entrepreneurial activity?
Better than many and not as good as we need to be. Let’s look at U of T as an example. The University of Toronto is one of the strongest science and technology-based institutions in the world. We have world-class science coming out of our ears. But we don’t commercialize it well enough. There’s a big gap between the ideas we come up, which are absolutely world-class, and our ability to get something to market – to create customer value from these ideas, as well as scientific value. The world would be a better place if we did.
What can the Canadian government do to make it easier for entrepreneurs to thrive?
In 2012, out of 183 countries, Canada ranked in the top 10 along with Singapore, the U.K., Hong Kong and the U.S. in terms of good business conditions. We have the market infrastructure for entrepreneurship, so I don’t think we need something more from government. We need a mindset that says, “Let’s do something!”
A shorter version of this Q&A appeared in the Summer 2013 print edition of U of T Magazine. | <urn:uuid:cf5696b2-f19c-48c2-95a3-6c8acb9bea49> | CC-MAIN-2019-39 | https://magazine.utoronto.ca/people/faculty-staff/the-unsure-thing-canadian-entrepreneurship-will-mitchell/ | s3://commoncrawl/crawl-data/CC-MAIN-2019-39/segments/1568514572879.28/warc/CC-MAIN-20190916155946-20190916181946-00013.warc.gz | en | 0.960303 | 1,327 | 2.515625 | 3 |
- What We Do
- About Us
- Support POST
- Donate to POST
It’s impossible for me to drive north on Highway 1 between Pescadero and Half Moon Bay and not to notice the bluffs of Tunitas Creek Beach. The sheer cliffs of homogeneous beige-gray rock rise 200 feet from the beach below.
The “rock” is actually sandstone, an accumulation of weakly cemented, fine-size sand grains that was laid down ~ 5 million years ago in shallow ocean waters that were less than 150 ft deep. The sediments are similar to what is being laid down in the present day just offshore in similar water depths.
The bluffs are part of a geological formation called the Purisima Formation. The Purisima is found in many places along coastal San Mateo County and extends into Santa Cruz County. In its entirety, it is a few thousand feet thick and was deposited over a period of a few million years between ~2.6 and 7 million years ago. Although that seems like a very long time, it’s mind-boggling to imagine that much fine sand and silt settling out of local ocean waters.
Fossils are the critical clue that lets us know these sediments were laid down in ocean waters. Locally at Tunitas Creek Beach, you can find fossils of ancient clam shells, snails and other marine organisms. They are not super-abundant so you need to look hard. And as the ocean waves continue to batter the bluffs, fossils that have been buried for millions of years are constantly being revealed.
The fact that these ancient marine sediments now tower over the ocean is a testament to the active San Andreas system of faults, including the San Gregorio fault just offshore Tunitas Creek Beach. Although much of the movement along the faults is lateral (~350 miles total), there is upward movement as well that has raised the bluffs of Tunitas Creek Beach and built the Santa Cruz mountains.
So as you drive on highway 1 near Tunitas Creek Beach, I hope you too enjoy the view created by our dynamic planet and protected by POST.
Earlier this fall, POST protected 58 acres at Tunitas Creek Beach. We are now working closely with San Mateo County Parks to open this beach to public access within the next three years. Find the full story here.
Peninsula Open Space Trust (POST) protects open space on the Peninsula and in the South Bay for the benefit of all. Since its founding in 1977, POST has been responsible for saving more than 76,000 acres as permanently protected land in San Mateo, Santa Clara and Santa Cruz counties. | <urn:uuid:cb0fd9eb-3d48-48e5-814a-7c838a018741> | CC-MAIN-2018-51 | https://openspacetrust.org/blog/geology-tunitas-creek-beach/ | s3://commoncrawl/crawl-data/CC-MAIN-2018-51/segments/1544376823895.25/warc/CC-MAIN-20181212134123-20181212155623-00487.warc.gz | en | 0.959456 | 548 | 2.96875 | 3 |
You’d be hard pressed to find a carpenter who didn’t own a hammer, or a painter that didn’t have a couple of brushes kicking around. Some tools are simply so fundamental to their respective craft that their ownership is essentially a given. The same could be said of the breadboard: if you’re working with electronics on the hobby or even professional level, you’ve certainly spent a decent amount of time poking components and wires into one of these quintessential prototyping tools.
There’s little danger that the breadboard will loose its relevance going forward, but if [Andrea Bianchi] and her team have anything to say about it, it might learn some impressive new tricks. Developed at the Korean Advanced Institute of Science and Technology, VirtualComponent uses augmented reality and some very clever electronics to transform the classic breadboard into a powerful mixed-reality tool for testing and simulating circuits. It’s not going to replace the $3 breadboard you’ve got hiding at the bottom of your tool bag, but one day it might be standard equipment in electronics classrooms.
The short version is that VirtualComponent is essentially a dynamic breadboard. Holes in the same row are still electrically linked like in the classic breadboard, but with two AD75019 cross-point switch arrays and an Arduino in the base, it has the ability to virtually “plug in” components at arbitrary locations as selected by the user. So rather than having to physically insert a resistor, the user can simply tell the software to connect a resistor between two selected holes and the cross-point array will do the rest.
What’s more, many of ..
Support the originator by clicking the read the rest link below. | <urn:uuid:0ed2f7e3-621f-49a8-bc7e-f3e88f391ade> | CC-MAIN-2023-50 | https://www.cyberreport.io/news/the-augmented-reality-breadboard-of-the-future?article=1274 | s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679099892.46/warc/CC-MAIN-20231128151412-20231128181412-00417.warc.gz | en | 0.944986 | 364 | 2.859375 | 3 |
About this Famous Person
United States Senator from Ohio
Source : Tim DOWLING
Taft was a product of one of America's most prominent political families. He was the grandson of Attorney General and Secretary of War Alphonso Taft, and the son of President and Chief Justice William Howard Taft and Helen Louise "Nellie" Herron. His younger brother, Charles Phelps Taft II, served as the Mayor of Cincinnati and was the unsuccessful Republican candidate for Governor of Ohio in 1952. As a boy he spent four years in the Philippines, where his father was governor. He was first in his class at the Taft School (run by his uncle), at Yale College (1910) and at Harvard Law School (1913). He was a member of Skull and Bones, and he edited the Harvard Law Review. In 1913 Taft scored the highest in the state on the Ohio bar exam. He then practiced for four years with the firm of Maxwell and Ramsey (now Graydon Head & Ritchey LLP) in Cincinnati, Ohio, his family's ancestral city. After a two-year stint in Washington working for the Food and Drug Administration, he returned to Cincinnati and opened his own law office. In 1924, he and his brother Charles helped form the law partnership Taft, Stettinius, and Hollister, with whom he continued to be associated until his death and which continues to carry his name today.
Source : http://www.wikipedia.org/ | <urn:uuid:bf0b1a53-af08-4ce5-994f-fdf8336ceb89> | CC-MAIN-2014-42 | http://en.geneastar.org/genealogie/?refcelebrite=taftr0&celebrite=Robert-TAFT | s3://commoncrawl/crawl-data/CC-MAIN-2014-42/segments/1413507442288.9/warc/CC-MAIN-20141017005722-00103-ip-10-16-133-185.ec2.internal.warc.gz | en | 0.982891 | 303 | 2.59375 | 3 |
As clocks spring forward to daylight saving time at 2:00 a.m. Sunday, March 14, the Michigan Department of Transportation reminds drivers to watch out for pedestrians, joggers and bicyclists.
Sunrise will occur one hour later, meaning that it will be darker later in the morning. Drivers are reminded that bicyclists are permitted to ride on most roadways in Michigan. Bicyclists are reminded that, as legal roadway users, they are required to obey all traffic laws, signs, and signals. A person operating a bicycle upon a highway or street at less than the existing speed of traffic shall ride as close as practicable to the right-hand curb or edge of the roadway.
In Michigan, there were 149 pedestrian fatalities and 21 bicyclist fatalities in traffic crashes, with 81 percent pedestrian fatalities and 48 percent bicyclist fatalities involved in traffic crashes that occurred during low light or dark conditions. | <urn:uuid:c72f5adb-6854-40f4-ac08-653ec58783b1> | CC-MAIN-2021-43 | https://www.wsgw.com/watch-for-pedestrians-and-cyclists-on-roadways-during-spring-forward-time-change/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-43/segments/1634323587794.19/warc/CC-MAIN-20211026011138-20211026041138-00565.warc.gz | en | 0.963694 | 182 | 2.5625 | 3 |
August 8, 2019
Explore the history of Elsternwick train station
The history of Elsternwick railway station stretches back 160 years, having helped commuters get around Melbourne since the gold rush era.
Catching a train from Elsternwick railway station is a different world now compared to its early days, when people travelled on steam locomotives and horse-drawn carts.
The train station first opened in 1859 — the same year the rules for Australian rules football (AFL) were officially written down.
Since then, Elsternwick station has seen trains evolve from steam engines to diesel-electric locomotives to today’s electric trains.
Elsternwick railway station opens
The Elsternwick train station opened on December 19, 1859 as part of the Melbourne & Hobson’s Bay United Railway Company network.
These were early days of Australia’s railway history, with the country’s first railway line opening in Melbourne just years earlier, in 1854.
As different railway companies started to build train lines across the city, the Victorian Government took over the Melbourne & Hobson’s Bay United Railway Company as part of Victorian Railways in 1878.
The Elsternwick railway station also served the privately-owned Rosstown railway during the 1880s, however the line fell into disrepair and was closed in 1916.
Train accident in Elsternwick
In April 1926, a railway accident saw three empty train carriages derailed at the southern approach of the Elsternwick train station.
The seven-car train was empty, so nobody was hurt however, the accident damaged the tracks and trains heading towards Sandringham were temporarily cancelled.
Commuters travelling on trains to Melbourne had to stop several hundred yards from the station, leaving passengers to scramble onto the tracks and reach Elsternwick train station on foot, according to a report in the former Argus newspaper.
Here is footage taken at the time of the accident:
Elsternwick station upgrades
The Elsternwick train station itself has changed over time too, as people have come to use public transport more and more.
Authorities started on the removal of the Glen Huntly Road railway level crossing during 1959, setting up a temporary two-track station in a side street near the station.
The level crossing project was finished in 1960, allowing train services to continue uninterrupted.
Elsternwick station was upgraded to a premium station in 1995, with better staffing and facilities than some other stations, and upgraded again in 2004.
In 2002-03, a residential and retail development was built on top of the ground-level station car park, with the developer also building a multi-storey car park for commuters.
Elsternwick Station is now part of the thriving Elsternwick Village shopping precinct which incorporates a lively retail, business and dining scene.
All historic images courtesy of State Library Victoria. | <urn:uuid:f2cd83d9-c835-4dca-869c-cf6a23390dc9> | CC-MAIN-2021-17 | https://elsternwick.com/news/explore-the-history-of-elsternwick-train-station/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-17/segments/1618038469494.59/warc/CC-MAIN-20210418073623-20210418103623-00094.warc.gz | en | 0.974674 | 608 | 2.640625 | 3 |
An Often Misunderstood and Frightening Parasomnia
Exploding Head Syndrome (EHS) is a psychological condition whereby individuals are abruptly awakened by what they perceive as blaring, ear-piercing noises, such as the sound of a sonic boom, screaming people, gunfire, or explosion.
The condition is considered a hypnagogic auditory phenomenon, where sounds are heard "in the head" without auditory stimulus soon after an afflicted individual falls asleep. The harsh, frightening sounds can last for just a few seconds to a few minutes in length.
Research Reveals New Insights
While thought to be a rare parasomnia, Washington State University researchers have found that an unexpectedly high percentage of young people experience the condition.
Brian Sharpless, a Washington State University assistant professor and director of the university psychology clinic, found that nearly one in five – 18 percent – of college students interviewed for the study said they had experienced EHS at least once.
Sharpless noted the condition was so bad for some that it significantly impacted their lives.
The study is the largest of its kind, with 211 undergraduate students interviewed by psychologists or graduate students trained in recognizing the symptoms of ESD and isolated sleep paralysis. The results appear online in the Journal of Sleep Research.
More Widespread Than Previously Thought
Until now, based on smaller and less rigorous studies, some researchers have hypothesized that EHS is found mostly in people older than 50.
"I didn't believe the clinical lore that exploding head syndrome would only occur in people in their 50s," said Sharpless. "That didn't make a lot of biological sense to me."
He started to think EHS was more widespread when he reviewed the scientific literature on the disorder for the journal Sleep Medicine Reviews. In that report, he concluded the disorder was a largely overlooked phenomenon that warranted a deeper look.
Researchers suspect EHS stems from problems with the brain shutting down. When the brain goes to sleep, it acts like a computer shutting down, with motor, auditory and visual neurons turning off in stages. But instead of shutting down properly, the auditory neurons are thought to fire all at once, Sharpless said.
"That's why you get these crazy-loud noises that you can't explain, and they're not actual noises in your environment," he said.
The same part of the brain, the brain stem's reticular formation, appears to be involved in isolated sleep paralysis as well, which could account for why some people experience both maladies, he said.
The occurrences can be terrifying. EHS can lead some people to believe that they're going insane, experiencing a seizure or having a subarachnoid hemorrhage. Some individuals who experience episodes are so unnerved by the experience that they don't tell anyone, which can compound the impact of the condition.
Link to Sleep Paralysis
The research also found that approximately thirty percent of those with EHS also experienced bouts with sleep paralysis, a condition in which an individual is feels frozen and momentarily cannot move or talk when waking up.
The inability to move may last for a number of seconds or minutes. Sleep paralysis typically occurs during the REM stage of sleep, when dreams occur.
Treating Exploding Head Syndrome
Neither EHS nor sleep paralysis disorder have a well-established treatment. According to Sharpless, the minority of individuals who are affected have no well-articulated or empirically supported treatments are available – and very few clinicians or researchers assess for it, according to Sharpless.
Yet, researchers have tried different drugs that may be promising.
"One of the drugs they gave for EPS actually didn't make the noises go away," he said. "It just turned the volume down." But many people are at least relieved to get a proper diagnosis and learn that they aren't alone.
Copyright 2008-2018 by Sowder Group LLC. Content and images may NOT be reproduced. Better-Sleep-Better-Life.com is for informational purposes and does not serve as medical/health advice, diagnosis, or treatment. The site publisher/owner is not liable for your use of site information. Always consult your physician for all sleep and health concerns.
Published by Jules Sowder | <urn:uuid:27c43a11-793b-4dff-a34d-b782840f4c6d> | CC-MAIN-2018-26 | https://www.better-sleep-better-life.com/exploding-head-syndrome.html | s3://commoncrawl/crawl-data/CC-MAIN-2018-26/segments/1529267863834.46/warc/CC-MAIN-20180620182802-20180620202802-00281.warc.gz | en | 0.966387 | 859 | 3.09375 | 3 |
Will we sleep for 17 years?
May 29, 2013 —
The noisy return of the cicadas got us thinking. These insects that are making news these days have lived underground for 17 long years, emerging for only a portion of one short summer to mate and start their kind’s unusual lifecycle all over. The next generation of these cicadas won’t emerge again until 2030.
What if, like these cicadas, or if you prefer like Rip van Winkle, we all closed our eyes (thinking it would be just for a moment) only to sleep for 17 years before awakening into the world again? What kind of world would we find in 2030—what kind of society, what kind of natural environment, what kinds of lifestyles would we see? It’s pretty much guaranteed that the 2030 world won’t be just like ours today.
By 2025, human beings will have developed half of the earth’s landmass by changing it into cities and farms. (By 2060, that number will have climbed to 70% of the landmass.) Climate change? No one knows for sure what consequences we will pay for climate change. But even as we already experience more severe storms as well as too much rain in some places and not enough in others, we continue to pour greenhouse gases into the atmosphere with abandon. Just this month the planet passed an ominous threshold for carbon, reaching 400 parts per billion (ppb) in the atmosphere, well beyond the internationally agreed upon 350 ppb that already put us in the danger zone. Will we have developed enough alternate energy sources by 2030 to offset our insatiable demand for more and more energy? And what about water, food security and dwindling essential resources?
A lot can happen in 17 years—for good or for ill—and if we want to shape a good future for ourselves in the face of difficult challenges, we should have a vision and develop a plan for where we are going and what steps we require to get there. In case you hadn’t noticed, there’s little evidence that relying on government or on the boom and bust of the marketplace is going to fix these problems. That leaves our future up to us.
In our opinion, what is needed is a people’s movement to meet the challenges that lie ahead, people working to create strong, resilient local communities. Let’s start with our own Upper Delaware River Valley. First, what do we mean by “a good future?” What do we want our lives to be like in 2030, based on the constraints we anticipate in the decades ahead? Creating a vision of what we want our communities to be in 17 years, requires a community. | <urn:uuid:5a3869c4-96b6-40c8-a51c-43956dead74c> | CC-MAIN-2015-27 | http://www.riverreporter.com/editorial/4302/2013/05/29/will-we-sleep-17-years | s3://commoncrawl/crawl-data/CC-MAIN-2015-27/segments/1435375100481.40/warc/CC-MAIN-20150627031820-00055-ip-10-179-60-89.ec2.internal.warc.gz | en | 0.939648 | 558 | 2.796875 | 3 |
The teaching of high school, undergraduate, and post-graduate anatomy and physiology is continually being redefined, and the methods used to deliver this teaching are ever evolving, including an increased use of visualizations through medical imaging and computer-based resources.
Each of these events requires the visualization of a body part (anatomy) or information about how that body part functions (physiology). Traditional study aids such as science books or encyclopedias provide the basis for an understanding of the processes, but cannot convey the complexity of the human body nor give the learner a three-dimensional (3D), animated, or interactive perspective.
As opposed to superficial learning, where facts are memorized and regurgitated “to pass the test”, digital learning supports the current educational trend of deeper learning, which encourages students to explain what they’re learning, make connections among and between subjects, and overall develop traits as lifelong learners, including critical thinking, problem-solving, communication and collaboration skills, and higher-order, integrative, and reflective learning.
When teaching and learning anatomy, schools that promote deeper learning share a common intellectual mission, high expectations for all students, and a coherent curriculum that is supported by an aligned structure, schedule, and support system. Deeper learning schools are performance-based: they expect students to show what they know.Teachers embrace digital learning strategies and “when used effectively, technology can enable and/or enhance student learning, teaching, and the work environment and school culture for staff and students”.
PBS LearningMedia has released a survey showing that 74% of teachers say that educational technology benefits their classroom in many ways, including the ability to reinforce and expand content, motivate students, and respond to a variety of learning styles. Also, according to VanderArk and Schneider in their publication How Digital Learning Contributes to Deeper Learning, “the shifts—from print to digital materials, seat-time measures to demonstrated competency, and age-based cohorts to individually paced progress—will redesign learning for students. Shifts from a reliance on annual evaluations to instant feedback, and from individual teaching roles to shared and distributed teaching, will redesign teaching for educators”.
Transition from High School to College and Beyond
In order to meet college and career readiness expectations, schools must commit to dramatic shifts in the nature of teaching and learning that incorporate new methods for customizing the educational experience of all students. According to an article entitled The Condition of College and Career Readiness 2015, only 38% of students taking the ACT are considered to be ready for college-level science courses.
College students in 2009 tended to use sources that gave them information, but did not challenge them to learn or expand on new information-gathering strategies (i.e., using the wide range of resources available to them in the digital age). A second article by the same lead author in 2013 indicated that there had been little change in the way college students search for information on both life skills and on academic subjects; they continue to use strategies based on efficiency and predictability, rather than using digital resources in an innovative way that could lead to deeper learning.
It will be interesting for researchers to follow the next generation of students through the college years—the generation that has been “weaned” on digital tools—to evaluate the change in information-gathering strategies.
Meeting the needs of both teachers and learners
Visual and spatial skills are important for learning anatomy, and a successful outcome requires a balance between memorization, understanding, and visualization. Spatial ability refers to a student’s aptitude for understanding 3D structure and positions of objects when they are manipulated. Marks has noted the increase in the use of 3D technology in radiology and surgery, and argues that students should be educated and develop competency in interpreting these visualizations in their undergraduate training.
Pocket Anatomy and High School Anatomy are examples of apps that make it easy to envision human anatomy, with visualizations that differ from printed pictures and diagrams in that they are animated and controlled interactively. If you’re an educator, you might be interested in reading how we’ve signed up to Apple’s 50% Educational Discount Program | <urn:uuid:b25c5369-fb1e-41e5-87c0-c73f10ec00ce> | CC-MAIN-2020-10 | https://www.pocketanatomy.com/teaching-anatomy/learning-anatomy-in-the-digital-age | s3://commoncrawl/crawl-data/CC-MAIN-2020-10/segments/1581875144167.31/warc/CC-MAIN-20200219184416-20200219214416-00417.warc.gz | en | 0.948614 | 865 | 3.53125 | 4 |
Have you ever wondered why routine dental visits are important? Most people are familiar with dentists recommending that a person makes an appointment once or twice a year. Many people go without doing so because of a lack of understanding of why it actually matters. After all, if it is simply a dentist trying to…
What To Ask Your Hygienist at Your Routine Dental Care Visit
A major component of routine dental care is a professional cleaning. Because this is typically done by a dental hygienist, someone in this profession typically knows more about the patients' teeth than the dentist or even the patient themselves. This makes a dental hygienist a tremendous source of information about oral health. Take advantage of the knowledge this type of professional has by asking specific questions.
Questions to ask a hygienist during a cleaning
Asking the right questions can provide great insight into oral health and dental care.
Are there additional tools that would benefit oral health?
While toothpaste, dental floss, mouthwash, and a toothbrush should be a part of everyone's oral hygiene routine, certain people require additional or specialized tools to properly care for the mouth. Those with the following dental apparatus should consider using extra tools to care for the teeth:
- Dental bridges
- Dental implants
People with these might find using a traditional toothbrush or dental floss difficult or even impossible. If there is a barrier to proper oral care, it is critical to find the right tool to overcome it.
Are there areas of the mouth that are being missed during cleanings at home?
As a hygienist performs routine dental care, they can easily spot areas with more plaque or tartar buildup. While no one is perfect at brushing or flossing the teeth and everyone has areas it is impossible to completely clean without specialized tools, those spots can vary from person to person. Knowing where those spots are in the mouth can drastically improve home tooth care. It is also a good idea to ask how to better reach or clean these areas to prevent decay.
Have there been any major changes in the mouth since the last visit?
There are many factors that can change a person's risk factor for cavities. Dietary changes, medication changes, and even minor changes to the oral hygiene routine can cause problems like dry mouth, gum recession, acid reflux, or root exposure. A dental professional cleaning the teeth regularly is able to catch any changes to the teeth or gums that seems excessive or out of line with normal wear and tear. Pointing out these changes and talking through any alterations to diet, overall health, medication, or daily habits can help identify the source of the changes and hopefully prevent them from damaging the teeth.
Which oral hygiene products are recommended?
Not all toothpaste is the same. Some have more abrasives, while others have special ingredients for sensitive teeth, weak enamel, and more. The same can be said of toothbrushes. Should anyone be using a manual toothbrush, or is everyone recommended to use an electric one? Which type of bristles are right? Using the right products can make a noticeable difference in the health of the mouth.
A dental professional who sees the same teeth regularly for routine dental care is a wealth of information. Knowing which questions to ask can help improve oral hygiene routines and overall oral health. Questions about tools and habits are good ones to ask, because changes can be made in those areas to make the mouth healthier.
Check out what others are saying about our dental services on Yelp: Routine Dental Care in Sterling, VA.
Infection doesn't take a break on the weekend and neither should you. Keep up routine dental care 24/7Routine dental care is important for a healthy set of teeth. While we can provide routine dental care during appointments, you need to keep it up at home through brushing twice a day and flossing once a day.Routine…
Brushing and flossing on a regular basis are great for one’s oral health, but there are still ways in which people can unintentionally harm the health of their teeth. Many people know that sugar is bad for the enamel of one’s teeth but may not realize there are other foods that can cause as much…
Some people dismiss the importance of a teeth cleaning appointment, but you should not have this attitude. While such a visit may not be the most exciting thing in your mind, there are several benefits to your health and overall wellness. There are also reasons you might not have thought of about why you should… | <urn:uuid:a1a6dd8d-e040-428b-9487-a7b62c1251e9> | CC-MAIN-2024-10 | https://www.titandentalcare.com/blog/what-to-ask-your-hygienist-at-your-routine-dental-care-visit/ | s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947475701.61/warc/CC-MAIN-20240301193300-20240301223300-00605.warc.gz | en | 0.948598 | 934 | 2.6875 | 3 |
Work isn’t to unload “monkeys” to the backside of these who manage work actions.
A level history is about composing essays. The listing of sources cited within the bibliography of your publication ( in case you’ve got one) may give still another means to comprehend the several different strategies in art history. Because you’d for a guide review, then you’ll assess the authors’ quarrels, being certain to steer away from simple summations. All excellent history essays have a superior and sturdy argument. Authorship a Essay An essay isn’t merely a listing of details. Historic essay creating relies upon the thesis. The essay demands a place on the matter and provides a wide context for dialogue. It requires paper writer a position on the issue but does not provide a context for discussion. To compose a superb article, you’ve got to first determine what your principal argument will be, then coordinate your essay to develop that argument.
The lesson program must be built to steer the scholar toward the training goal.
Detect the components of your own thesis and give a part of your composition to all. Pay attention to this issue within the prompt is preserved throughout a lot of the essay. The essay might not hold a place on the problem, or the article usually takes a placement but-don’t carry reasons to support that placement, or the article usually takes a place but-don’t prolong a stance. To start a historiographical essay, you’ll first examine several functions on an indistinguishable subject, including the Revolutionary War. You must think for yourself as well as show up along with a brilliant idea’ to compose a superb background article. Essays additionally make an effort to carry. | <urn:uuid:0d36e05d-14b4-4f3f-b56d-82715b2bc51a> | CC-MAIN-2018-34 | https://cungcaphoadonvat.000webhostapp.com/work-isn-t-to-unload-monkeys-to-the-backside-of/ | s3://commoncrawl/crawl-data/CC-MAIN-2018-34/segments/1534221210040.24/warc/CC-MAIN-20180815083101-20180815103101-00460.warc.gz | en | 0.909839 | 362 | 2.609375 | 3 |
Write a 700- to 1,050-word paper answering the following:
Select an official Native American group (one on the official federal list). Specifically answer these questions:
- Where are they located in the U.S. today?
- Were they forcibly removed from their ancestral lands? How?
- Do they have a reservation today?
- What is their legal standing with the U.S. government?
- How many enrolled members are there in the tribe?
- How is tribal membership defined?
- What form of government do they practice? Can both men and women be on the governing body?
- Do they have an official language other than English or Spanish? Is the language taught in Indian schools?
Place your order now for a similar paper and have exceptional work written by our team of experts to guarantee you A Results
Why Choose US
6+ years experience on custom writing
80% Return Client
Urgent 2 Hrs Delivery
Your Privacy Guaranteed
Unlimited Free Revisions | <urn:uuid:9be3c303-e44e-4b32-a9d9-b2bfcbfa66f9> | CC-MAIN-2023-50 | https://writemyacademicessay.com/native-america-academic-essay/ | s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679099281.67/warc/CC-MAIN-20231128083443-20231128113443-00172.warc.gz | en | 0.958728 | 208 | 3.125 | 3 |
Showing results for: Sustainable development goals
In this short article, the authors argue that the explicit absence of the ‘right to food’ in the Sustainable Development Goals is unjust and is due to opposition by the US and a self-contradictory position by the EU. The Sustainable Development Goals do name access to water, health and education as universally guaranteed human rights.
Entering into the sustainable intensification debate, Johan Rockström from the Stockholm Resilience Centre and colleagues propose that a paradigm for sustainable intensification can be defined and translated into an quantitative, operational framework for agricultural development.
On June 12th, prior to the annual EAT Forum in Stockholm, the establishment of the new EAT-Lancet Commission was announced jointly by the Director of the Stockholm Resilience Centre Johan Rockström, Chair of the EAT Foundation Gunhild Stordalen, and editor of The Lancet Richard Horton.
The Global Nutrition Report is a multipartner initiative that holds a mirror up to our successes and failures at meeting intergovernmental nutrition targets. It is an independent and comprehensive annual review of the state of the world’s nutrition that documents progress on commitments made on the global stage, and it recommends actions to accelerate that progress.
This paper aims to present a simple way of rating relationships between the Sustainable Development Goals (SDG) targets to highlight priorities for integrated policy. It presents a conceptual framework to analyse SDG interactions, organize evidence and support decision-making about national priorities.
Global trends of population growth, rising living standards and the rapidly increasing urbanized world are increasing the demand on water, food and energy. Added to this is the growing threat of climate change which will have huge impacts on water and food availability.
This report, Food Systems and Natural Resources”developed by the International Resource Panel (IRP) looks at the use and management of natural resources that go into the food system, the consequences of that management and the options to improve the efficiency with which they are managed.
This Carbon Brief analysis is a very useful summary of the climate agreement that was reached in Paris at the COP21 on 12th December 2015.
GreenFacts , a not for profit organisation, has produced a series of factual and unbiased summaries of key research synthesis documents prepared by scientific experts that focus on:
- the climate and its evolution ;
- the management of energy : sources, from fossil fuels to their various alternatives and carbon sinks.
You can see the various types of resources available here.
In advance of the World Food Day CARE, Food Tank, and CCAFS have released the report Cultivating Equality: Delivering Just and Sustainable Food Systems in a Changing Climate. The report focuses on the need to tackle inequity and gender inequality to end hunger and malnutrition in the face of climate change.
The 2015 Global Sustainable Development Report was launched in the end of June 2015 and is intended to contribute to the 2015 session of the High Level Political Forum (HLPF) on Sustainable Development.
Abstract: In the course of the ongoing discussions and negotiations on the post-2015 development agenda, a consensus emerged that current and future social, environmental and economic challenges are interlinked and must be addressed through an integrated approach.
This short briefing for the Global Sustainable Development report 2015 by two researchers at IASS, Potsdam, discusses scientific findings on the sustainability of biomass production and their implications for Sustainability, Development Policy and the SDGs in particular.
This new report from the Cocoa Barometer argues that a fundamental reform of the cacao sector is needed in order to tackle the challenges that cocoa farming is facing. The report states that current initiatives and programmes are not sufficient and that:
Researchers involved in this 18-month study examined the traditional agriculture of specific Liberian communities where farmers do not use industrial farming practices or artificial fertilisers. The study found that sacred forests and ancestral lands were valued more than short-term economic gain through increasing food production.
In her first report to the UN General Assembly (UNGA) the new UN Special Rapporteur on the Right to Food, Hilal Elver, said that a human-rights based approach to food security is necessary to provide access to affordable, nutritious food for all and to eliminate hunger. The report describes renewed political commitment as essential to advance the right to adequate food.
This is the 4th edition of The Green Economy Index™ (GGEI): “Measuring National Performance in the Green Economy”. It is created by Dual Citizen and it measures the performance of 60 countries and 70 cities in the green economy and how experts assess that performance.
This paper discusses paths towards a more resilient agriculture and the rationale for doing so. It emphasises the need for interdisciplinary and intersectoral collaborations in this field, moving towards “a diversity of solutions operating across scales.” The authors also critically discuss various production focused routes to food security. | <urn:uuid:88df2e9b-9699-4e45-9c7e-628bfc22f163> | CC-MAIN-2020-45 | https://www.fcrn.org.uk/research-library/keywords/sustainable-development-goals?page=2 | s3://commoncrawl/crawl-data/CC-MAIN-2020-45/segments/1603107894203.73/warc/CC-MAIN-20201027140911-20201027170911-00357.warc.gz | en | 0.925025 | 1,010 | 2.625 | 3 |
Ohio Historical Society
Big Ear Marker
November 5, 2000
The North American AstroPhysical Observatory
The final operators of the Big Ear Radio Telescope
Big Ear was constructed in the late '50's and early '60's on land leased
to Ohio State University by Ohio Wesleyan University. It was largely
funded by grants from the National Science Foundation. For twelve years
a thorough survey of 80% of the sky available from the site was carried
out at 600 MHz and 1420 MHz.
By 1972 the astronomy budget at NSF was mostly committed to three large national observatories. Small, independent facilities were generally left to fend for themselves and to seek support from other sources, many of which were notably pressed by competing research interests.
In 1973, Robert Dixon saw the possibility of using the highly sensitive telescope and instrumentation already in existence to mount a low-cost survey. Since Big Ear was no longer being funded to monitor the 20,000 discrete sources it had mapped nor search for uniquely far-off objects, Dixon's proposal was to mount a search for radio signals unlike those arising from natural emitters like galaxies, supernovae quasars and pulsars. These signals would be characteristic of what might be expected to arise as artifacts - sent intentionally by or incidental to -- the existence of advanced technological civilizations.
This automated Search for Extra-Terrestrial Intelligence (SETI) would operate continuously. The only human intervention would be to periodically change the position of the flat reflector, keep the output devices supplied with blank punch cards and printer paper, and a regular scanning of the output of the line printer for indications of the prescribed narrow-band signals arising from a celestial object. A small cadre of volunteers carried out these activities.
The SETI program ran steadily for a decade, until falling enrollments and the resulting financial crisis led administrators at Ohio Wesleyan University to decide to sell the land upon which Big Ear was situated. A development company purchased the land, expressing a plan to turn the acreage into a golf course and an upscale housing development.
Public outcry and an outpouring of dismay by the international astronomical community moved the developers to allow the Ohio State University to enter into a ten year renewable lease agreement to permit the telescope to continue to operate on its established site.
Since very modest funding by the National Aeronautics and Space Administration was insufficient to hire professional staff, a group of central Ohio Business, Professional, and Scientific people founded a volunteer organization to "...operate and maintain Big Ear..." as an educational and research instrument. Chartered in 1983 as a non-profit organization named North American AstroPhysical Observatory, (NAAPO) the purpose was to save, maintain and operate Ohio's only world-class radio telescope. Letters of invitation were sent to a large number of colleges and universities offering the opportunity to participate in the program.
The initial response to the invitations, though sympathetic, was universally negative. Perceived as a doomed enterprise, few college administrators wanted anything to do with a potentially bottomless financial pit. No one immediately stepped forward to take part in this adventure.
Shortly after initially refusing the NAAPO invitation, the president of Otterbein College in nearby Westerville, OH, resigned. A new president saw an opportunity to gain greater exposure of the college in the local community. President C. Brent DeVore agreed to grant a sabbatical leave to a physics professor to explore the possibilities of Big Ear as an undergraduate research opportunity. Dr. Philip E. Barnhart spent the spring quarter and summer of 1985 working with the group of volunteers and graduate students at Big Ear.
Sensing a great potential for involving undergraduate students in very meaningful interaction with talented, experienced research personnel, Barnhart began contacting colleges and universities giving lectures and seminars on the plight of the telescope and the concept of a search for intelligent civilizations beyond the earth. By December 1985 six more colleges and universities had agreed to join a consortium called NAAPO
These consortium members joined a dozen local volunteers to provide valuable services, such as shop work, electronics design and construction, physical labor, data analysis, archive preservation, mechanical repair and editorial help. Annual involvement of between 5000 and 10,000 volunteer-hours meant many tasks of upgrading Big Ear were accomplished.
Important contributions were made by an ever-evolving team consisting of eighth grade middle school students; secondary teachers and students; college research and teaching faculty and staff; undergraduate physics and engineering students; business, industry and professional people, (self-employed and organization-employed); retired technicians, engineers and scientists.
Many had no college degree, some brought bachelor's degrees and master's degrees and no less than fourteen PhD's have contributed to the volunteer effort. Volunteers at all levels of academic achievement have made many important contributions.
To enable so much accomplishment by so many dedicated volunteers the generous financial contributions of many far-flung friends of NAAPO must be noted.
These make possible needed equipment, services, travel support, publication costs and the support of a number of student interns who spend six to ten weeks involved on-site with the active volunteer staff.
In recent years NAAPO has taken on responsibility for activities originally supported by Ohio State University. It maintains the radio observatory archives, supports on-going research into development of new technology radio telescopes, including the Argus array all-sky radio telescope. NAAPO will maintain a historical marker to commemorate Ohio's pioneering radio telescope and its founder, Dr. John D. Kraus.
Opportunities for local friends to join the NAAPO volunteers may be explored through our web page at: www.bigear.org.
Tax deductible donations going entirely to support our research and educational mission may be sent to:
NAAPO c/o Dr. Philip E. Barnhart 4655 Indian Ct Westerville, OH 43082-8817
HOME | FEEDBACK
Copyright © 2002-2004 Big Ear Radio Observatory.
Designed by Jerry Ehman.
Last modified: August 10, 2004. | <urn:uuid:246964ba-5229-4b51-b613-98edb7f76834> | CC-MAIN-2017-30 | http://bigear.org/ohsmarkr/NAAPObrochure.htm | s3://commoncrawl/crawl-data/CC-MAIN-2017-30/segments/1500549423769.10/warc/CC-MAIN-20170721102310-20170721122310-00546.warc.gz | en | 0.950408 | 1,225 | 3.796875 | 4 |
assuming that all other variables remain constant, explain why light of shorter wavelength well produce a clearer image than light of longer wavelengths when using a microscope.Why do shorter wavelengths produce clearer image?
The formula for spot size is:
d = (1.22 Lambda x f ) / D
That is... the longer the wavelength (larger Lambda) the larger the spot sizeWhy do shorter wavelengths produce clearer image?
short wavelengths are less subject to distortion and interference | <urn:uuid:b48025a6-2ce0-4c17-bab1-a6a35fde6454> | CC-MAIN-2015-18 | http://clear-image3.blogspot.com/2010/02/why-do-shorter-wavelengths-produce.html | s3://commoncrawl/crawl-data/CC-MAIN-2015-18/segments/1429246633799.48/warc/CC-MAIN-20150417045713-00196-ip-10-235-10-82.ec2.internal.warc.gz | en | 0.796369 | 96 | 3.53125 | 4 |
Pain is a complex thing and it is the number one reason why people in the U.S. search for help via the healthcare system. According to the U.S. Department of Health and Human Services, chronic pain is the most common cause of long-term disability. It can also be a barrier to treatment, accounts for a large portion of healthcare costs, and is the biggest reason for work absenteeism. But what do you do when your chronic pain doesn’t respond to standard treatments such as medications, steroid injections, or physical therapy? One approach is called spinal cord stimulation (SCS).
What is spinal cord stimulation?
Spinal cord stimulation has been around for about four decades. A permanent spinal cord stimulator device is made up of small, thin wires that have electrical leads on the end. These are placed along the spinal column. The wires are capable of delivering electrical pulses to the epidural space via a power source called an internal pulse generator. This can help relieve pain in some patients.
This treatment approach focuses on treating neuropathic pain. This is pain that develops as a result of damage to the central or peripheral nervous system. This is a major reason why spinal cord stimulation is so useful for patients of failed back surgeries. It can help alleviate pain even when the underlying cause has yet to be identified.
How does spinal cord stimulation work?
Spinal cord stimulation can be very effective in reducing overall pain, especially that from failed back surgery. This is likely because the electric charges produced by this medical device mimic the body’s natural neurological system. This has the effect of interrupting some of the pain signals being created by the body before they can reach the brain.
The spinal cord device comes with an exterior remote that allows the patient to send pain-blocking signals to the spinal cord as desired. This gives the doctor and patient some degree of control of these signals. The machine can be adjusted as needed to provide different levels of relief and can be turned on and off as the patient would like.
Spinal cord stimulation effectiveness is heavily dependent on the person, so this treatment option always starts out with a brief trial period. The trial usually lasts between three and 15 days to see if a patient will actually find relief from the device. A reduction of pain by at least 50% from the baseline with no major complications is required to consider a trial successful.
The science behind spinal cord stimulation
There has been quite a bit of research done on the effectiveness of spinal cord stimulation in the last 40 years. Much of it has shown that these devices are safe. It also shows that they are very good at managing certain kinds of pain. While there are many benefits to this treatment, there are still some complications inherent to the procedure.
One study, conducted by Dr. Young Hoon Jeon, MD, showed that SCS greatly improves the quality of life, daily function, and overall satisfaction of patients that undergo this treatment. It also revealed that most complications in this procedure are related to hardware issues. However, these issues were generally minor if the operation was overseen by someone with the proper expertise.
In another study, by KJ Burchiel et al, all 219 patients underwent a trial period for a SCS device of which only 182 patients obtained a permanent version. Of those who responded after one year, all of the pain and quality of life measurements used were significantly higher during the treatment year. Furthermore, complications were shown only to affect 17% of those patients. Overall, the study showed that spinal cord stimulation is a great pain management tool. It also has significant value in treating chronic pain in the lower back and extremities with minimal complications.
Spinal cord stimulation for failed back pain patients
A literature review was conducted by Michael Frey et al to exam the evidence and to evaluate the effectiveness of spinal cord stimulation, specifically relating to failed back surgery syndrome. This was measured by first measuring the pain relief provided in these studies. Then they took into account secondary measures that included functional status, psychological status, reduction of opioid medications, and the patient’s ability to return to work after the procedure. Overall, it was found that the evidence showing the effectiveness of SCS in relieving chronic pain from failed back surgery syndrome was obtained from well-designed trials. Further, case-controlled analytics studies backed the efficacy of spine cord stimulation on a long-term basis.
What is it like to have a spinal cord stimulator?
The procedure itself takes anywhere between an hour and 90 minutes to complete. During that, the pain doctor will place the leads near the spinal column with a needle. If the treatment is deemed successful, a more permanent spinal cord stimulation device is surgically implanted.
With spinal cord stimulation, you will first use a trial device. It comes with a preset program for the temporary electrical generator that you wear on your waist like a cell phone. If spinal cord stimulation is successful, a tiny electrical generator is implanted in the abdomen or upper buttocks via a small incision. The incision for the generator is so small that it will not be visible on the body. It will not inhibit any other activities, such as swimming.
The generator only requires new batteries every two to five years depending on use.
Risks of spinal cord stimulation
This treatment option is considered safe and easily reversible. However, there are a few reported complications to be aware of, although serious complications are very rare.
As with all surgeries, there is a risk for infection. Implanting a spinal cord stimulator also carries with it the possibility of scar tissue to build up around the wires and generator.
Other issues that can occur include:
- Migration of the electrode
- Unpleasant stimulation of the chest and ribs
- Cerebral spinal fluid leak
- Numbness or paralysis
- Hardware failure
- Allergic reaction
- Pain at the incision site
Have you ever received spinal cord stimulation for failed back surgery?
Get Free Email Updates!
Weekly updates on conditions, treatments, and pain medicine.
Thank you for subscribing.
Something went wrong. | <urn:uuid:b19df597-8b2b-4be5-b0ae-b66636a573c9> | CC-MAIN-2021-21 | https://arizonapain.com/spinal-cord-stimulation-failed-back-surgery/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-21/segments/1620243988961.17/warc/CC-MAIN-20210509062621-20210509092621-00393.warc.gz | en | 0.958282 | 1,237 | 3.03125 | 3 |
Parenting expert Elizabeth Pantley returns to offer parents of picky eaters advice on how to encourage their children to eat healthfully and learn to love nutritious foods at any age. While all parents know that their child should eat their vegetables, stay away from junk food and soda, and focus on fruits and vegetables, the reality is that in today's hectic world fast food is convenient, few moms and dads feel they have time to cook well-balanced, organic, or healthy foods, and it is easier to give in to a child's demands for microwave chicken nuggets and macaroni and cheese from the blue box than force them to eat whole wheat pasta, green beans, and free-range chicken. But Pantley has arrived on the scene to offer simple, easy-to-implement strategies that any family can use to improve their child's diet.
Part one explains what parents need to know about nutrition, children's eating habits, the dangers of poor food choices, what is normal for a child's diet, and why it is important to stop finicky habits. Much of this information is common sense and there is very little that most parents will not already know. Most moms know kids need to focus on fruits and vegetables, that soda is bad, that white sugar and unhealthy carbs should be avoided, and that high-fat foods and desserts should be a rare treat instead of an everyday occurrence.
Part two provides essential information that will help parents create a healthy meal plan for their child and learn what a typical diet should look like for toddlers and preschoolers, with tables and charts, simple rules, and suggestions for common rules that can, and should, be broken. Pantley also offers suggestions on how to implement small changes that can make a big difference in a child's diet and help them start to expand their culinary choices and learn to eat, and even enjoy, healthier foods.
Part three offers the real meat and potatoes of the book. It is chock full of tips, sneaky suggestions, and simple tactics that parents can use to convince even the most hard-core picky eater to change their ways. Pantley addresses the most common behaviors and challenges, with several ideas for dealing with each of them. There is something that is sure to work for even the most stubborn child! Some of the topics she covers are dealing with a child who will only eat a few specific (and often unhealthy) foods, sneaking fruits and vegetables into a child's diet, helping a child who refuses to eat certain foods or textures, making mealtime a family affair, stopping excessive snacking, avoiding complaints that there is too much food, and refusing to try new foods.
Part four includes recipes for delicious, healthy, kid-friendly foods from various cookbook authors. The recipes look simple and many are easy enough that children can be involved in the cooking process, giving parents another way to encourage picky children to take an interest in what they are eating.
While The No-Cry Picky Eater Solution: Gentle Ways to Encourage Your Child to Eat—and Eat Healthy included a lot of information that I already knew about how children, and families as a whole, should eat, it offered a lot of valuable suggestions to help me figure out ways to get my family, which includes one very picky eight-year-old boy, to start eating. I am eager to try out some of Pantley's solutions and hope her advice will get us started down the road to healthier, happier family meals!
Thanks to StorkNet moderator Tracey M for writing this review!
• The No-Cry Picky Eater Solution: Gentle Ways to Encourage Your Child to Eat—and Eat Healthy at Amazon.com
• The No-Cry Picky Eater Solution: Gentle Ways to Encourage Your Child to Eat—and Eat Healthy at Amazon UK
• The No-Cry Picky Eater Solution: Gentle Ways to Encourage Your Child to Eat—and Eat Healthy at Amazon Canada | <urn:uuid:17d0f535-b803-4b6f-a035-7dd68e217926> | CC-MAIN-2017-30 | http://www.storknet.com/bookshelf/nocryeater.htm | s3://commoncrawl/crawl-data/CC-MAIN-2017-30/segments/1500549429485.0/warc/CC-MAIN-20170727202516-20170727222516-00363.warc.gz | en | 0.961733 | 805 | 2.984375 | 3 |
Yet another National Trust working holiday, this one 8 miles south of Chesterfield, on the estate of Hardwick Hall. We spent most of our time cutting down hazel coppice and stacking anything fatter than about 3cm into piles about a metre long. After 6 or 8 weeks these partially dry stacks will be loaded into the steel charcoal kiln and undergo a controlled burn to drive off the water and volatile components of the wood, leaving just solid sticks of carbon – charcoal. At least thats the plan, but its a complex mixture of science and art and loads of variables, so an ideal burn is , well, rare.
We had a great week for weather – a short Indian Summer, low to mid twenties Celcius.
The kiln is a steel ring about a metre high and 1.3m diameter, there are four steel vents the ring sits on. The vents are extended to the centre of the kiln with logs covered by more logs, so that air can be drawn into the very centre of the kiln. Then we start adding dry brash – the smaller branches from the felled coppice stems – and a volunteer climbs in to walk round trampling the brash down. This layer will burn first and get the logs burning. Because the brash will burn out completely we stack the logs higher than the kiln, so they will fall down as the brash burns, and we’ll still have a full kiln of burning wood when the lid drops into place.
The kiln is lit by pushing a burning rag through one of the vents to the centre.
After a little while steam – cool and wet – pours out of the kiln. Gradually the steam is replaced by smoke and flames as the wood dries, gets hot and drives off the volatile resins, gums, sugars etc as gases which start burning.
When the brash is gone the lid falls – with some urgent and vigorous help – into its retaining groove. Two steel chimneys can now be fitted into the vents, on opposite sides of the kiln. Now air is drawn into the two low vents, and the fire inside moves towards them, as smoke and steam leaves by the two chimneys. Every hour the chimneys are moved to the other vents to encourage an even spread of flame across the bottom of the kiln.
Its important to ensure air is only entering the kiln by the vents, so clay is packed around the base of the kiln, and around the lid/kiln junction. At some point Richard decides that the temperature and smoke colour are right, and the kiln is completely sealed by removing the chimneys and filling all four vents with packed clay.
I think the heat is sufficient to drive off the volatiles, and they may not burn up completely, but they will condense on the sides of the kiln and leave the wood as charcoal. But I am a little (lots) uncertain about the exact process. Anyway after two days we gathered to open the cool kiln. Breaking away the clay and carefully lifting the lid, all the while listening for the tinkling noise that means the charcoal is reigniting as the air enters. If this had happened we’d have quickly replaced the lid and the clay seals. But the fire was out and we could examine our charcoal. In all about 70 kilos of charcoal and twice that of charred wood (which will go into the next burn). | <urn:uuid:28a5e262-2b47-49ea-a491-1299c51b3991> | CC-MAIN-2017-17 | https://roundhillrob.wordpress.com/2011/10/04/charcoal-burning-at-hardwick-hall-23rd-to-30th-sept-2011/ | s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917122159.33/warc/CC-MAIN-20170423031202-00549-ip-10-145-167-34.ec2.internal.warc.gz | en | 0.942986 | 706 | 2.734375 | 3 |
Brightest Comet Ever Observed by SOHO
16 January 2007Comet C/2006 P1 (McNaught) has become the brightest comet that has been observed by the SOHO instruments since the start of routine operations in early 1996. In its own right, McNaught is the brightest comet observed in the last 40 years.
The exact peak apparent magnitude of the comet is not yet determined, but it is currently estimated at -5.5 (see also the related link to the International Comet Quarterly's (ICQ) list of brightest comets). This makes it several magnitudes brighter than SOHO's previously observed brightest comet: C/2002 V1 (NEAT) at about -0.5 magnitude.
Comet C/2006 P1 (McNaught) is a single-apparition comet on an hyperbolic orbit, inclined at ~78° to the ecliptic. It was discovered by Rob McNaught on 7 August 2006, when the comet was still at ~3 AU from the Sun, or nearly 450 million km. Over the past 5 months comet McNaught has been steadily closing in on the Sun, eventually passing it at 0.17 AU as it reached perihelion on 12 January 2007.
Around perihelion, the comet's proximity to the Sun prevented it from being observable from the ground. SOHO, however, was able to observe the comet during this period. The sequence on the right shows comet C/2006 P1 as it passes the field of view of the LASCO C3 instrument between 12 and 16 January 2007. LASCO (Large Angle and Spectrometric Coronagraph Experiment) is a coronograph dedicated to observing the Sun's corona and uses an occulting disk to block out direct sunlight, covering the central ~2° of the nearly 16° wide view.
Also visible in the sequence is Mercury, which is moving slowly from right to left, in the central left part of this view. As the LASCO detector is built to study the much fainter solar corona, the comet appears saturated, with the characteristic horizontal spokes extending from the comet's nucleus.
Having passed its perihelion, comet C/2006 P1 (McNaught) is moving away again from the Sun and will become increasingly better visible for ground observers, particularly in the southern hemisphere as its orbit now takes it to higher southern declinations. With the increasing distance to the Sun, however, the comets brightness will decline with time. | <urn:uuid:aedc1e9b-9039-4082-ad25-ffca0cb5d50e> | CC-MAIN-2021-21 | https://sci.esa.int/web/soho/-/40529-brightest-comet-ever-observed-by-soho | s3://commoncrawl/crawl-data/CC-MAIN-2021-21/segments/1620243988927.95/warc/CC-MAIN-20210508211857-20210509001857-00069.warc.gz | en | 0.956668 | 519 | 2.90625 | 3 |
Underwater noise pollution from impulsive sources (e.g. explosions, seismic airguns, percussive pile driving) can affect marine fauna through mortality, physical injury, auditory damage, physiological stress, acoustic masking, and behavioural responses. Given the potential for large-scale impact on marine ecosystems, some countries are now monitoring impulsive noise activity, coordinated internationally through Regional Seas Conventions. Here, we assess impulsive noise activity in the Northeast Atlantic reported during 2015–2017 to the first international impulsive noise register (INR), established in 2016 under the OSPAR Convention. Seismic airgun surveys were the dominant noise source (67%-83% of annual activity) and declined by 38% during 2015–2017. Reported pile driving activity increased 46%. Explosions and sonar/acoustic deterrent devices both had overall increases in reported activity. Some increases were attributable to more comprehensive reporting in later years. We discuss utilising the INR for risk assessment, target setting, and forward planning, and the implementation of similar systems in other regions. | <urn:uuid:a81fb2a1-7c87-430e-95f5-6c3f3c353ce0> | CC-MAIN-2022-49 | https://tethys.pnnl.gov/publications/impulsive-noise-pollution-northeast-atlantic-reported-activity-during-2015-2017 | s3://commoncrawl/crawl-data/CC-MAIN-2022-49/segments/1669446710237.57/warc/CC-MAIN-20221127105736-20221127135736-00386.warc.gz | en | 0.935966 | 217 | 2.734375 | 3 |
Vasari Corridor, View into the Church of Santa Felicita, Florence, Italy
The Corridor was built in 1564 by Giorgio Vasari, and it served to link Pitti Palace, where the Grand Duke resided, with the Uffizi where he worked. Vasari thus created a monumental urban “footpath” that took the absolute power of the ruler right into the historic heart of the city. It is a covered walk an overhead passageway that starts out from the West Corridor of the Gallery, heads towards the Arno and then, raised up by huge arches, follows the river as far as the Ponte Vecchio, which it crosses by passing on top of the shops. The meat market on the bridge was at this time transferred elsewhere, so as not to offend the Grand Duke’s sensitive nose with unpleasant smells on his walk, and replaced (from 1593) with the goldsmiths who continue to work there today. On the other side of the Arno, the corridor passes through the interior of the church of Santa Felicita, down the tops of the houses and the gardens of the Guicciardini family until it finally reaches the Boboli gardens (one of the exits stands beside Buontalenti’s Grotto) and the apartments in the Pitti Palace. The Corridor was restored and reopened to the public in 1973 but can only be visited by appointment or to groups. Apart from the fact that the visitor can enjoy some magnificent and little-known views over the city from its round windows, the passageway contains over 1000 paintings, all dating from the 17th and 18th centuries, as well as the important collection of self-portraits by some of the most famous master painters of the 16th to 20th centuries. | <urn:uuid:96c4d824-58fd-4ef2-ab50-7c7e1d5d1e99> | CC-MAIN-2018-13 | http://giafrese.com/store/stock-photography/italy/florence/vasari-corridor-view-into-the-church-of-santa-felicita-florence-italy/ | s3://commoncrawl/crawl-data/CC-MAIN-2018-13/segments/1521257647758.97/warc/CC-MAIN-20180322014514-20180322034514-00631.warc.gz | en | 0.969505 | 370 | 2.671875 | 3 |
Letter ID and Sight words interventions and more.
This product allows YOU to select the letters or sight words you want to focus on. Simply type in the editable boxes and the entire worksheet is filled in with the letters or sight words you want to use for your intervention. Use this as an intervention or for your entire classroom instruction.
Want to see how it works and try it for EARTH DAY FREE for a week? See the product preview!
Set one: 3-6 letters per week
Set two: 3 words per week, up to 5 letters long.
Set three: 6 words a week, up to 10 letters long
Target student instruction to THEIR needs with 6 focus words per page that you program in. You will just type the words in 6 boxes (ie because, instead, everywhere, should, which, fantastic). I have programmed this document to then import these words onto every page.
Next, you will select one of the themes you want to use for the week and hit print! It will take you less than a minute to have your sight word interventions and work prepared!
*Sort the words
*Color code the words
*Write the words quickly
*Spin and write the words
*Use the words in a sentence
This product will accommodate words that are 10 letters long. NOTE: "m" and "w" will count as 1.5 space.
EDITABLE FILES: Hi there... in order to enter your own sight words you will need to keep these things in mind:
1. Open the file in ADOBE (it will not allow you to edit in any other document reader)
2. Once you download the file, close all of your internet browsers, then open the file. The ADOBE app will not let you edit the file with the correct fonts.
3. Be sure your ADOBE is up to date.
Please let me know if you experience difficulty.
Included in this unit:
Letter ID intervention ~ Editable! Help Me! Help You!
Sight Words intervention ~ Editable! Help Me! Help You!
Sight Words Intervention 2 BIG WORDS ~ Editable! Help Me! Help You!
Intervention: Super Speed through the year-ELA and Math
Intervention: ELA or Math Superheroes EDITABLE
Want more games?
Roll, Say, Keep – themes:
Roll, Say, Keep GAMES
Or save 35% on the bundle!
Roll, Say, Keep BUNDLE
I hope you enjoy!
I'd love it if you would...
✿Follow me on Instagram
✿Follow me on Pinterest
✿Join our Facebook Group | <urn:uuid:96f0d274-9b68-4b1b-99ef-2c511aa3683e> | CC-MAIN-2018-26 | https://www.teacherspayteachers.com/Product/Intervention-THE-BUNDLE-Editable-Help-Me-Help-You-2479990 | s3://commoncrawl/crawl-data/CC-MAIN-2018-26/segments/1529267859904.56/warc/CC-MAIN-20180617232711-20180618012711-00208.warc.gz | en | 0.849969 | 559 | 3.265625 | 3 |
The Oregon Health Insurance Experiment is a landmark study of the effect of expanding public health insurance on health care use, health outcomes, financial strain, and well-being of low-income adults. It uses an innovative randomized controlled design to evaluate the impact of Medicaid in the United States. Although randomized controlled trials are the gold standard in medical and scientific studies, they are rarely possible in social policy research. In 2008, the state of Oregon drew names by lottery for its Medicaid program for low-income, uninsured adults, generating just such an opportunity. This ongoing analysis represents a collaborative effort between researchers and the state of Oregon to learn about the costs and benefits of expanding public health insurance. For an overview of the study and its findings, see the following brief prepared by J-PAL North America.
Oregon's health insurance lottery allowed researchers to study the effect of the first one to two years of Medicaid coverage on health care utilization, financial hardship, health, and labor market outcomes. In the first one to two years, Medicaid increased health care utilization, reduced financial strain, and reduced depression, but produced no statistically significant effects on physical health or labor market outcomes.
Medicaid coverage resulted in significantly more outpatient visits, hospitalizations, prescription medications, and emergency department visits. Coverage significantly lowered medical debt, and virtually eliminated the likelihood of having a catastrophic medical expenditure. Medicaid substantially reduced the prevalence of depression, but had no statistically significant effects on blood pressure, cholesterol, or cardiovascular risk. Medicaid coverage also had no statistically significant effect on employment status or earnings. More information about these results can be found here.
Data and Protocols
Data from the study has been made publicly available here. Analysis plans and survey instruments can be found here.
The Oregon Health Insurance Experiment is registered with the American Economic Review registry for randomized controlled trials at: https://www.socialscienceregistry.org. | <urn:uuid:ce0ce24f-e02f-48ff-b4bb-fd765ee58524> | CC-MAIN-2016-36 | http://www.nber.org/oregon/index.html | s3://commoncrawl/crawl-data/CC-MAIN-2016-36/segments/1471982974985.86/warc/CC-MAIN-20160823200934-00250-ip-10-153-172-175.ec2.internal.warc.gz | en | 0.939279 | 378 | 2.640625 | 3 |
Christmas is over, right? Or so many of us think.
But before the Christmas season ran from Thanksgiving to December 25th, as it does today, the first few days of January were a major part of the Christmas celebration. The “Twelve Days of Christmas” officially end on January 6th, or Epiphany, the day on which the Magi’s visitation to the Christ child is recognized.
The Magi, it is reported, were men from a country lying east of Israel. Well-learned, these men likely had a background in astronomy, astrology, or other scholarly areas. According to the biblical account of Jesus’ birth, they followed a star in the sky to Jerusalem, and eventually Bethlehem, where they found the young child Jesus and presented him with costly gifts.
For many, such an account sounds like a grand fairy story: wealthy men following a fantastical sign to find an impoverished baby and shower him with gifts. But is there any evidence for this account? Or to be more specific, is there evidence of a special star that these wise men could have followed?
Astronomer and chairman of the New York-based American Museum-Hayden Planetarium, Dr. Franklyn Branley, addressed this question in a 1966 lecture. According to Branley, there are several theories about the Star of Bethlehem that don’t have a lot of evidence to back them up. He believes that the Star of Bethlehem was:
- Not a Meteor. According to Dr. Branley, the meteor theory is unlikely because meteors are short-lived and burn up quickly. Had the Star of Bethlehem been a meteor, it would have disappeared from view before the Magi had time to pack up and follow it.
- Not a Comet. As Dr. Branley explains, comets move in predictable patterns in the same manner as planets. As a result, scientists can go back thousands of years and see when a particular comet would have appeared in the sky. No major comets were visible around the time which historical sources recognize as the likely year of Christ’s birth.
- Not a Nova. As with comets, novas – or new stars – can be traced throughout history. Although Johannes Kepler believed the Star of Bethlehem was a nova, past records of novas don’t align with the years near Christ’s birth.
So what was the Star of Bethlehem?
The possibility of a miracle is always there, Dr. Branley suggests, but there is another pool of decent scientific or astronomical evidence to explain the Star of Bethlehem phenomenon. Relying on both historical and archaeological records, Branley believes it likely that “Jesus was born sometime between 8 B.C. and 4 B.C. – probably in the year 6 B.C.” Based on these dates, Branley unearths the following details:
“The tables of motions and positions of planets show that there were three planets in the evening skies in the fall and winter of 7 B.C. continuing into the spring of 6 B.C., and that these planets moved closer together as the months went by.The planets were Mars, Jupiter and Saturn. Saturn was in the constellation of Pisces, the fishes. Jupiter was a bit below and to the north. Mars was much lower and toward the south.”
“As the winter of 7 B.C. and the early months of 6 B.C. passed, the three planets moved closer and closer together, and in the late winter and early spring they formed a small triangle in the constellation Pisces. However, the triangle could not be easily seen because the planets were low in the western sky, and they set beneath the horizon before full darkness came.But the Magi were astrologers and knew about the positions and motions of planets. They knew that the three planets were in a constellation where centuries earlier, according to Jewish rabbis, planets had appeared three years previous to the birth of Moses, the prophet who was to return the Israelites out of Egypt to the eastern borders of the Promised Land. Pisces was therefore considered the national constellation of the Jews as well as a tribal symbol. It may have been a sign to the Magi that an event of great importance was occurring in the land of the Jews, and the three planets, close together in Pisces, may have been the Star of Bethlehem that the Wise Men followed to the manger.”
As mentioned above, it’s often easy to dismiss ancient writings and accounts as farfetched or fantasy-filled, far below today’s society built on cold, hard, scientific facts.
But Branley’s theory about the Star of Bethlehem has interesting scientific and historical backing. Is it possible that there really was a magnificent star which led a few learned men so many years ago to worship a Bethlehem baby destined for greatness?
Courtesy of Intellectual Takeout
Annie is a senior writer for Intellectual Takeout. In her role, she assists with website content production and social media messaging.
Annie received a B.A. in Biblical Studies from the University of Northwestern-St. Paul. She also brings 20+ years of experience as a music educator and a volunteer teacher – particularly with inner city children – to the table in her research and writing.
In her spare time Annie enjoys the outdoors, gardening, reading, and events with family and friends.</em | <urn:uuid:316a5ce4-cbd6-46a3-bdab-b655e0ffead8> | CC-MAIN-2020-05 | https://dcdirtylaundry.com/was-there-a-star-of-bethlehem-an-astronomer-presents-the-evidence/ | s3://commoncrawl/crawl-data/CC-MAIN-2020-05/segments/1579251672440.80/warc/CC-MAIN-20200125101544-20200125130544-00125.warc.gz | en | 0.971455 | 1,116 | 3.28125 | 3 |
Team work in the workplace has long been valued. Less well understood is why working in teams is so much more effective than tackling tasks as individuals.
The answer lies in human origins, and our evolution as social animals, according to Steven Sloman and Philip Fernbach, cognitive scientists and authors of The Knowledge Illusion: Why We Never Think Alone. Our brains developed into large and sophisticated organs to keep up with the size and complexity of our social groups, according to one influential theory, they write. Our big brains gave us command over language, which allows large groups to organize around abstract goals and ideas, and they also give us the ability to share our intentions.
When humans interact, they know they’re sharing the same experience, and that means they can share common ground. Once we know what knowledge we share, we can agree to work toward a common purpose. “A basic human talent is to share intentions with others so that we accomplish things collaboratively,” Sloman and Fernbach write.
Since we evolved to think and act together, we fall naturally into teams in which knowledge and skills are pooled. No individual can know as much a group, and that’s particularly true as we solve more and more complicated problems.
Consider brain surgery: A team might consist of of pre- and post-op nurses, neurosurgeons, residents, plastic surgeons, anesthesiologists, operating-room technicians, and rehabilitation specialists. All of them have special training and insight, and while some of their knowledge might overlap, none of them knows everything necessary to perform the operation.
When assembling teams, managers should think about what the different members contribute. Teams where all the members share the same skills or background won’t cover the same breadth as one in which members bring a range of abilities and experiences. There’s a growing body of research that shows that diversity strengthens teams, whether they’re juries or corporate boards. Homogenous teams may have less friction and feel like they’re working productively, but as a study of problem-solving among members of fraternity and sororities shows, they’re are less likely to arrive at the right answer than groups where members can challenge assumptions and shared beliefs.
To solve a thorny problem, putting together a team where all the members share the same knowledge might feel like the right solution. But the smarter team is one that brings multiple skills and perspectives, and whose collective knowledge is greater than that of any one member. | <urn:uuid:7e2eaa42-2548-486b-9932-4661a875f231> | CC-MAIN-2022-49 | https://qz.com/962406/to-get-the-best-results-from-your-employees-assemble-them-like-a-team-of-surgeons | s3://commoncrawl/crawl-data/CC-MAIN-2022-49/segments/1669446710764.12/warc/CC-MAIN-20221130124353-20221130154353-00855.warc.gz | en | 0.961853 | 511 | 2.984375 | 3 |
Orthodontics for Children
Although there is no exact age for children to begin orthodontic treatment, the American Association of Orthodontics recommends a consultation with an orthodontist around age seven.
By this age, most children have a mix of baby teeth and adult teeth, which allows the orthodontist to diagnose and correct tooth and jaw problems sooner, and avoid the potential need for surgery in more severe cases.
Early treatment allows the orthodontist to:
— Regulate the width of the upper and lower arches to create more space for crowded teeth
— Correct and guide the growth of your child’s jaws and guide the permanent teeth while they emerge
— Avoid the need for permanent tooth extraction later in life
— Correct thumb-sucking habits and improve minor speech problems | <urn:uuid:6eec6dd6-67e5-46d7-bfba-2d59dda41c7f> | CC-MAIN-2018-34 | https://www.flanderspediatric.com/for-children | s3://commoncrawl/crawl-data/CC-MAIN-2018-34/segments/1534221213903.82/warc/CC-MAIN-20180818232623-20180819012623-00316.warc.gz | en | 0.88579 | 169 | 3.21875 | 3 |
12 Australian Identity
An identity is who or what a person or thing is. Your identity defines who you are. It is a self-representation of your interests, relationships, social activity and much more. Our sense of identity is impacted by various factors, including our experiences, relationships, and our environment. The journey to find identity can often be a struggle, since we ask ourselves, ‘who am I?’ vs. ‘who do others want me to be?’
The point in our lives where we define our own identity is completely subjective, meaning that it is our personal view that influences our decisions. The issue of identity has consumed humans for many generations and will remain a key turning point for many to come.
What gives us our Identity?
can be defined as anything, depending on what you wish others to perceive and also how others wish to perceive you. Listed below are some examples of ‘identities’:
- Career identity : Lawyer, nurse, environmentalist, politician
- Family identity : Father, mother, older sister, nephew, cousin
- Skills identity : Athletic, intelligent, leader, listener
- Cultural identity : History, tradition, religion, gender, ethics, language
- Social identity : Peer group, clique, gang, club, mob, social class
- Ethnic and National identity: appearance, country of origin, national values
Note that people do not just possess one concrete identity. We are neither just a doctor nor an entrepreneur, but also someone who loves music and likes to dine out. In different situations, we may alter our identity accordingly to the environment and the people. For example, you may be lively with your primary school friends, yet more reserved and serious with your high school friends. This is usually due to our innate desire to fit in; sacrificing or amending our identity to do so.
Dorothea Mackellar - My Country
Poem Analysis - Man from Snowy River
Personal Identity: Lion – Film Study
Reviews and Journals
Australian Tourism Advertisement
20 Superbowl “Crocodile Dundee” Chris Hemsworth.
“I Still Call Australia Home”
1999 QANTAS advertisement
Australia Day Lamb Advertisement
Tourism and Chris Hemsworth | <urn:uuid:7d72164f-1737-4c9d-a5f6-953feedf954c> | CC-MAIN-2023-40 | https://arc.servite.wa.edu.au/identity | s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233510697.51/warc/CC-MAIN-20230930145921-20230930175921-00219.warc.gz | en | 0.91525 | 479 | 3.328125 | 3 |
- 1 What do pear trees attract?
- 2 Do pear trees attract bees?
- 3 What is a pear tree a symbol of?
- 4 Are pear trees good for wildlife?
- 5 Can I plant just one pear tree?
- 6 What should I plant between fruit trees?
- 7 Do I need 2 pear trees to produce fruit?
- 8 How do I attract bees to my fruit trees?
- 9 Why do bees like pear trees?
- 10 What is the spiritual meaning of a pear?
- 11 What does the pear tree symbolize in their eyes?
- 12 What does the Bible say about pears?
- 13 Do deer eat pear trees?
- 14 What is the life of a pear tree?
- 15 What trees attract wildlife?
What do pear trees attract?
Pollination Needs They will also need plants that encourage pollinating insects like bees. A few pear tree varieties – like 20th Century and Bartlett – are self-pollinating, but they are more prolific when nearby plants attract butterflies and bees.
Do pear trees attract bees?
Many types of trees including plums, apples, crabapples, peaches, and pears are good food sources for bees. Many fruiting varieties need bees to produce fruit. Most of these will flower in the spring.
What is a pear tree a symbol of?
In many cultures spanning thousands of years, we can find references to the fruit of the Pear tree as a symbol of divine sustenance, abundance and longevity. The shape of the pear has represented the female form in the art world for centuries, creating a strong symbol of fruitfulness and femininity.
Are pear trees good for wildlife?
Value to wildlife The fruit of pear trees is eaten by birds, such as thrush and blackbird, and the flowers are a popular food source for bees. Caterpillars live in the foliage which is a fantastic habitat, providing shelter and sustenance during their transition into moths and butterflies.
Can I plant just one pear tree?
Longtime fruit grower Stella Otto says pears are more tolerant of growing in heavier soils and generally require less care than apples. Starting with just one tree won’t work. For a good harvest, pears require two different varieties for cross-pollination.
What should I plant between fruit trees?
The best companion plants for fruit trees are flowering plants such as comfrey, lavender, marigolds, violets, and bee balm, along with nitrogen fixers such as legumes. Some plants such as garlic and onion can also repel pests.
Do I need 2 pear trees to produce fruit?
When growing pears, note that two cultivars are generally needed for successful pollination and fruit set. Most pear trees are not self-pollinating. Be aware that pears can take from a few years or more to begin flowering and bear fruit. But once they start producing, pear trees are prolific and long-lasting!
How do I attract bees to my fruit trees?
Attract Bees with Fruit Trees and Garden Plants
- Use organic-approved pesticides.
- Grow bee-friendly plants.
- Grow colorful flowers.
- Shrink your lawn.
- Offer water.
- Add a bee box.
- Plant a patch of wildflowers.
Why do bees like pear trees?
Although birds and other insects can pollinate, the honeybee is crucial. A single honeybee may visit as many as 5,000 flowers in one day. Fruit trees such as sweet cherry, pears, plums and apples are cross-pollinating so they need another tree for pollination.
What is the spiritual meaning of a pear?
The pear tree is a symbol of comfort. In some Christian contexts, the pear symbolizes the Virgin and Child, likely because of its sweetness. In the novel Their Eyes Were Watching God by Zora Neale Hurston, the pear tree symbolizes inner peace. The pear is a symbol of affection in many cultures.
What does the pear tree symbolize in their eyes?
Throughout Their Eyes Were Watching God, Hurston employs the symbolism of a pear tree – its mysteries and wonders – as a representation of Janie’s questions, hopes, and aspirations. The tree embodies the roots of her memories, the branches of her vision, and the blossoming of her dreams.
What does the Bible say about pears?
In Christianity, the pear tree frequently appears in connection with Jesus Christ and alludes to His love for mankind. It epitomizes the Christian promise of salvation and eternal life. Similarly, the ancient Chinese believed that the pear tree was a symbol of immortality.
Do deer eat pear trees?
Deer will eat virtually all fruits, but for a management program on small properties, these three stand out as good choices for most parts of the country: pears, apples and persimmons. Mature bucks seem especially fond of pears.
What is the life of a pear tree?
So as far as the average lifespan of pear trees go, again depending on variety and climate, anywhere from 15 to 20 years is possible, given adequate growing conditions.
What trees attract wildlife?
Trees and shrubs for wildlife
- Silver birch (Betula pendula) Silver birch hosts more than 300 insect species and is the best tree for moth larvae.
- Hawthorn and thorn trees (Crataegus)
- Crab apple (Malus)
- Rowan (Sorbus aucuparia and varieties)
- Hazel (Corylus)
- Cotoneaster cornubia.
- Holly (Ilex)
- Buddleja (butterfly bush) | <urn:uuid:4c01bce2-832c-465c-ad4e-860a772c4e2f> | CC-MAIN-2022-27 | https://www.avarietyoffruits.com/pear/readers-ask-what-does-a-pear-tree-attracts.html | s3://commoncrawl/crawl-data/CC-MAIN-2022-27/segments/1656103877410.46/warc/CC-MAIN-20220630183616-20220630213616-00262.warc.gz | en | 0.932661 | 1,190 | 2.9375 | 3 |
Despite being 10,000 miles from their native land of Australia, a group of wallabies has made Lambay Island home for the last 25 years.
In the 1980s, Dublin Zoo had a sudden and uncontrollable rise in wallaby reproduction. As the kangaroo-like creatures filled their area to capacity, zoo officials were grasping at straws as to where to relocate the growing family of wallabies. Armed with a plan to move them to the wild, the zoo took a group to Lambay Island just off the coast of Ireland, and a little less than an hour from Dublin.
Since their big move the wallaby population has thrived on the small island, and has grown in size since first introduced. Given their breeding habits, it is likely that the island will host a sizable population in the near future. | <urn:uuid:4fc4b9cf-b1eb-4b5f-89a0-a4f4f6312a75> | CC-MAIN-2015-11 | http://www.atlasobscura.com/places/lambay-island | s3://commoncrawl/crawl-data/CC-MAIN-2015-11/segments/1424936462313.6/warc/CC-MAIN-20150226074102-00153-ip-10-28-5-156.ec2.internal.warc.gz | en | 0.982103 | 167 | 2.9375 | 3 |
|2017 Venezuelan protests
|Part of 2014–17 Venezuelan protests
Top to bottom, left to right:
A flag-wielding protester facing the National Guard. Julio Borges speaking on 1 April following the 2017 Venezuelan constitutional crisis. Millions gather during the Mother of All Marches on Francisco Fajardo Freeway.
||31 March 2017-present
|Parties to the civil conflict
National Assembly (majority)
Democratic Unity Roundtable
(VP, PF, UNT, AD, COPEI etc.)
(Student opposition organization)
Chamos de la Resistencia
(Protest defense groups)
Mother of All Marches
6 million (Nationally)
Hundreds of thousands (Daily)
The 2017 Venezuelan protests are a series of protests occurring throughout Venezuela. Protests began in January 2017 after the arrest of multiple opposition leaders and the cancellation of dialogue between the opposition and Nicolás Maduro's government.
As the tensions continued, the 2017 Venezuelan constitutional crisis began in late March when the pro-Maduro Supreme Tribunal of Justice (TSJ) dissolved the opposition-led National Assembly, with the intensity of protests increasing greatly throughout Venezuela following the decision. Into April, the protests grew "into the most combative since a wave of unrest in 2014" resulting from the crisis with hundreds of thousands of Venezuelans protesting daily through the month and into May.
2017 Venezuelan protests: Background
Late-2015 video of Venezuelans eating from garbage.
Following the death of President Hugo Chávez, Venezuela faced a severe socioeconomic crisis during the presidency of his successor, Nicolás Maduro, as a result of Chávez's policies and Maduro's continuation of them. Due to the country's high levels of urban violence, inflation, and chronic shortages of basic goods attributed to economic policies such as strict price controls, civil insurrection in Venezuela culminated in the 2014–17 protests.
Protests occurred over the years, with demonstrations occurring in various intensities depending on the crises Venezuelans were facing at the time and the perceived threat of being repressed by authorities.
The discontent with the Bolivarian government saw the opposition being elected to hold the majority in the National Assembly for the first time since 1999 following the 2015 parliamentary election. As a result of that election, the lame duck National Assembly consisting of Bolivarian officials filled the TSJ with allies.
Into early 2016, the TSJ alleged that voting irregularities occurred in the 2015 parliamentary elections and stripped four lawmakers of their seats, preventing an opposition supermajority in the National Assembly which would be able to challenge President Maduro. The TSJ court then began to approve of multiple actions performed by Maduro and granted him more powers.
After facing years of crisis, the Venezuelan opposition pursued a recall referendum against President Maduro, presenting a petition to the National Electoral Council (CNE) on 2 May 2016. By August 2016, the momentum to recall President Maduro appeared to be progressing, with the CNE setting a date for the second phase of collecting signatures, though it made the schedule strenuous, stretching the process into 2017 which made it impossible for the opposition to activate new presidential elections.
On 21 October 2016, the CNE suspended the referendum only days before preliminary signature-gatherings were to be held.
The CNE blamed alleged voter fraud as the reason for the cancellation of the referendum. International observers criticized the move, stating that CNE's decision made Maduro look as if he were seeking to rule as a dictator.
Days after the recall movement was cancelled, 1.2 million Venezuelans protested throughout the country against the move, demanding President Maduro to leave office, with Caracas protests remaining calm while protests in other states resulted in clashes between demonstrators and authorities, leaving one policeman dead, 120 injured and 147 arrested. That day the opposition gave President Maduro a deadline of 3 November 2016 to hold elections, with opposition leader Henrique Capriles stating, "Today we are giving a deadline to the government. I tell the coward who is in Miraflores ... that on 3 November the Venezuelan people are coming to Caracas because we are going to Miraflores".
Days later on 1 November 2016, then National Assembly President and opposition leader Henry Ramos Allup announced the cancellation of the 3 November march to the Miraflores presidential palace, with Vatican-led dialogue between the opposition and the government beginning.
By 7 December 2016, dialogue halted between the two and two months later on 13 January 2017 after talks stalled, the Vatican officially pulled out of the dialogue.
2017 Venezuelan protests: Timeline
Protests were originally much smaller in the early months of 2017 due to the fear of repression. The first large protest to occur in 2017 was on 23 January 2017, with several thousand Venezuelans participating. Following that day of protest, opposition leader Henrique Capriles stated that only surprise protests would occur for the meantime.
The following day, the first surprise demonstration occurs with only hundreds of Venezuelans attending, blocking the Francisco Fajardo highway in both directions holding a sign saying "Elections now", with Venezuelan authorities not being able to respond until an hour later when the protest was peacefully broken up. There were no other surprise protests to follow.
2017 Venezuelan protests: Constitutional crisis
Students protesting against rulings outside of the TSJ on 31 March 2017.
On 29 March 2017, the 2017 Venezuelan constitutional crisis begins, with immunity being taken away from opposition parliamentarians by the Supreme Tribunal of Justice of Venezuela (TSJ), with the TSJ assuming legislative powers of the opposition-controlled National Assembly. Days later, the Supreme Court reversed its decision on 1 April, though the opposition argued that the juridic action was still a "coup". Protests following the constitutional crisis grew "into the most combative since a wave of unrest in 2014". Weeks later on 14 April 2017, the opposition announced the "Grand March and Great Taking in All States", later known as the "Mother of All Marches", to take place on 19 April to "overflow" Caracas.
2017 Venezuelan protests: Mother of All Marches
, one of the meeting points of the Mother of All Marches.
On 19 April 2017, the "mother of all protests", as it was called by organizers, occurred. The day began with demonstrators gathering around the country at about 10:30 a.m., with Caracas having 26 different routes for the main march to head to the office of the Ombudsman to demonstrate. As the march progressed through Caracas, the National Guard began to block routes and fire tear gas at marchers at 11:50 a.m., with the demonstrators refusing to leave despite the use of force. At about 12:30 p.m., demonstrations by both opposition and pro-government Venezuelans fill Caracas' avenues. Shortly after 12:45 p.m., protesters on the Francisco Fajardo Freeway near Bello Monte begin to flee the area after enduring over an hour of tear gas from authorities, with many leaping into the Guaire River, which is used for sewage drainage, to avoid the gas. Near 2:10 p.m., a 17-year-old boy was shot in the head and killed at a protest.
At about 4:35 p.m., pro-government paramilitaries called colectivos shot and killed Paola Ramirez, a 23-year-old woman who was protesting. Later in the evening, a National Guardsman was killed south of Caracas, the first authority killed in the year's protests, with the day's deaths raising the death toll of the 2017 protests to at least 8 people. By 9:00 p.m., the Penal Forum stated that 521 Venezuelans had been arrested throughout the day, bringing the number of total arrests since the beginning of the year to over 1,000. Several media outlets stated "hundreds of thousands" participated while Central University mathematics professor Ricardo Rios estimated at least 1.2 million protested, which would make it the largest protest in Venezuela's history. According to pollster Meganálisis, 2.5 million Venezuelans protested in Caracas alone, while 6 million protested throughout the country.
2017 Venezuelan protests: OAS withdrawal
The Bolivarian government began efforts to withdraw from the Organization of American States, a two-year process, on 26 April 2017, after multiple member states called for a special session to discuss Venezuela's crisis.
Following the death of a student the same day, the son of Ombudsman Tarek Saab, Yibram Saab, uploaded a video on YouTube stating that he had protested that night and that "That could've been me!", condemning what he called "the brutal repression by the country's security forces", and pleading to his father saying "Dad, in this moment you have the power to end the injustice that has sunk this country. I ask you as your son and in the name of Venezuela, to whom you serve, that you reflect on the situation and do what you have to do".
2017 Venezuelan protests: Constituent assembly proposal
A statue of Hugo Chávez
destroyed in Zulia on 5 May.
On 1 May 2017, hundreds of thousands of Venezuelans protested, attempting to march to various government buildings to have their demands met. Police responded to the peaceful marches violently, firing tear gas, with one National Assembly member, Jose Olivares, being struck in the head with a tear gas canister, which led to heavy bleeding. President Maduro announced later that day plans to replace the National Assembly with a communal national assembly and called for the drafting of a new constitution under a handpicked constituent assembly, the third in modern times.
The move by President Maduro would also allow him to stay in power during the interregnum, essentially nullifying the 2018 presidential elections, as the constitutional process would take at least two years.
According to Reuters, "Maduro's call ... to rewrite the constitution has energized the protest movement".
Hundreds of thousands of people marched on 3 May, denouncing President Maduro's proposed rewrite of the constitution. The clashes between protesters and authorities left more than 300 injured and one dead; in one incident, National Guard VN-4 armoured personnel carriers rammed protesters who were rushing a group of guardsmen. A video went viral of President Maduro dancing on state television while National Guardsmen were seen using tear gas on protesters nearby. Reuters again noted that "images of a military vehicle running over a demonstrator ... caused further outrage", with protests continuing.
Opposition officials, on 5 May, draped a large banner down the side of the National Assembly's administrative building high above central Caracas reading "Dictator Maduro". Citizens of La Villa del Rosario burned and tore down a statue of late President Hugo Chávez, an act compared to the destruction of Saddam Hussein's statue in Iraq as well as other instances of statue toppling during times of popular unrest.
Millions of Venezuelans marching on 20 May during the We Are Millions march.
President Maduro announced a plan of "a military constituency to deepen the Bolivarian military revolution within the very heart of the Bolivarian National Armed Forces" on 8 May, calling for the military to help draft a new constitution with the goal to "strengthen the union" between the military and civilians. On 13 May 2017, President Maduro declared a "State of Emergency and Economic Emergency throughout the national territory" in the Official Gazette N° 6,298, creating the possibility of granting Maduro more decree powers and the power to temporarily suspend some constitutional rights.
On the 50th day of consecutive protests, millions of Venezuelans protested in Caracas on 20 May during the "We Are Millions" march, demanding an end to violent repression and immediate elections. The day resulted in over 120 injured in Caracas alone, while one man was killed in Valera, Trujillo by colectivo members despite nearby police presence.
2017 Venezuelan protests: Barinas riots
Eric Farnsworth, vice president of Council of the Americas
It is pretty symbolic that the citizens are venting their frustrations on the author of the Bolivarian revolution
Residents of Barinas – the hometown of President Maduro's predecessor, late President Hugo Chávez – began the day by demonstrating against Maduro's proposed constitutional changes. Following the death of Yorman Alí Bervecia and Jhon Alberto Quintero on 22 May, who were allegedly killed by the National Guard during the protests, citizens of Barinas began to riot. Individuals began to attack state institutions and buildings of the ruling PSUV party, including the local CNE office, the Barinas state PSUV headquarters and the La Concordia police station, where uniforms and firearms were stolen. Residents later turned their attention to the birthplace home of the late President Hugo Chávez, burning his childhood residence. Five statues of Chávez were also destroyed in the area's rioting. Among the chaos in "the cradle of Chavez's revolution", former chavistas were seen gathered and burning government related paraphernalia, denouncing President Maduro as "a tyrant" while chanting that his days were numbered as the leader of Venezuela. As the day concluded, over 50 stores were looted in Barinas, while additional deaths were recorded, with the death toll rising up to six killed as well as reports of hundreds being injured. Opposition leaders condemned the violence as the Barinas riots overshadowed their official demonstrations surrounding the healthcare of Venezuela that day.
2017 Venezuelan protests: Defections
Attorney General Luisa Ortega Díaz
with President Maduro on 1 April 2017
As the protests intensified, Bolivarian officials and military officers began to defect from President Maduro. In late-May, Paul Enrique Machado Briceño, a first lieutenant of the National Guard, deserted from the military and cut up his official card, later being arrested for his act. On 6 June, Major General Alexis Ramírez López, who had previously served as the Presidential Honor Guard director and army commander under Hugo Chávez, resigned from the Defense Council of the Nation due to his disagreement with President Maduro's constitutional proposal.
Attorney General Luisa Ortega Díaz also continued to stray from the Bolivarian government, making a statement on 8 June asking Venezuelans to reject the Constitutional Assembly, stating, "What is at stake here is the country, and the integrity of all Venezuelans". Following the prosecution of Attorney General Ortega by the TSJ, Major General Alexis López shared support to Ortega, saying that the "freedom of thought is over" in Venezuela and that a similar event to the Rwandan Civil War could occur.
2017 Venezuelan protests: Helicopter incident
||We would never give up, and what couldn't be done with votes, we would do with weapons, we would liberate the fatherland with weapons.
|- Nicolas Maduro,
On 27 June 2017, President Maduro states that if his government fails, he and his supporters would use forces to reestablish the Bolivarian government. That afternoon, a video was released showing men with assault rifles flanking Oscar Pérez, a film actor and investigator of CICPC, Venezuela's investigative agency, stating that "We are nationalists, patriots and institutionalists. This fight is not with the rest of the state forces, it is against the tyranny of this government". Hours after the video was released, Pérez is seen piloting a CICPC helicopter over the Supreme Court with a banner on the side reading "350 Liberty", a reference to Article 350 of the constitution which states that "The people of Venezuela ... shall disown any regime, legislation or authority that violates democratic values, principles and guarantees or encroaches upon human rights". While the helicopter was near the Supreme Court, gunfire was heard in the area. President Maduro stated that a military rebellion had occurred while opposition officials said that the actions were staged so Maduro could justify a crackdown on those who oppose his government and the constitutional assembly. National Guardsmen then stormed the National Assembly, assaulting the largely opposition legislative body.
2017 Venezuelan protests: Protest violence
2017 Venezuelan protests: Deaths
2017 Venezuelan protests: April
Paola Ramírez's covered body after she was killed during the Mother of All Marches
In the first month of protests, April 2017, 33 Venezuelans died as a result of incidents surrounding the protests. A large proportion of the deaths occurred on 20 April 2017, with 16 deaths being attributed to looting occurring in Caracas that evening consisting of thirteen electrocution deaths and three firearm deaths. Venezuelan authorities were the cause of 7 other deaths that month; five firearm deaths, one tear gas canister wound and one asphyxiation from tear gas, while pro-government paramilitary groups known as colectivos, which cooperate with government security forces to repress protesters, were responsible for another 6 deaths, all the result of firearms. Deaths perpetrated by unknown individuals accounted for 4 Venezuelans killed in April; three gunshot wounds and one head injury.
2017 Venezuelan protests: May
The body of Miguel Castillo Bracho
In the month of May, a total of 47 Venezuelans died following violence occurring near protests. Unknown perpetrators were the cause of death for 24 Venezuelans; twenty gunshot wounds, one head injury, two electrocutions and one unknown cause of death. Security forces were responsible for 16 deaths; all sixteen deaths attributed to firearms, while colectivos killed 2 individuals; all two resulting from firearms. Accidental and incidental deaths claimed 4 lives; two from an automobile accident with a barricade, two from being struck by a vehicle. Citizens of Barinas shot dead 1 member of the National Guard during the riots in the area in late-May.
2017 Venezuelan protests: June
Man kneeling in an altar dedicated to Neomar Lander on 8 June, who was hit directly by a tear gas canister.
In June, a total of 25 Venezuelans were killed during the protests. Fifteen deaths were attributed to unknown individuals, three deaths were caused by colectivos with all being gunshot wounds, three were caused by civilians, two were attributed to accidents, two were caused Venezuelan authorities with both being gunshot wounds. The causes of death were seventeen gunshot wound incidents, five incidents where individuals were struck by a vehicle, one death by tear gas asphyxiation, one death by blunt trauma and one lynching.
2017 Venezuelan protests: Government
Amnesty International maintains that the Bolivarian government has a "premeditated policy" to commit violent and lethal acts against protesters, stating that there is "a planned strategy by the government of President Maduro to use violence and illegitimate force against the Venezuelan population to neutralize any criticism".
2017 Venezuelan protests: Torture and abuses
Venezuela's intelligence agency, SEBIN, was ordered by President Maduro on 16 April to take legal actions against individuals who state that they have been tortured by authorities.
President Nicolás Maduro
I order SEBIN to sue those spokesmen of the opposition who are accusing of barbarities and improper acts that are never discussed in this republic.
Human rights groups have stated that Venezuelan authorities have used force to gain confessions. Foro Penal stated that "most of the detainees are beaten once they are arrested, while they are being transferred to a temporary detention site where they are to be brought before a judge", giving one instance with "a group of 40 people arrested for alleged looting, 37 reported that they were beaten before their hair was forcefully shaved off their heads". In other examples of abuses, "15 reported that they were forced to eat pasta with grass and excrement. The regime’s officials forced dust from tear gas canisters up their noses to pry open their mouths. They then shoved the pasta with excrement in their mouths and made them swallow it".
According to the Justice and Peace Commission of the Venezuelan Episcopal Conference, many other cases of abuses have been recorded. In one instance, a woman was arrested in Altos Mirandinos by the National Guard where she was beaten and then urinated on by three National Guardsmen who threatened to rape her.
||Human Rights Watch has reviewed extensive evidence implicating the Venezuelan security forces ... in a wide range of serious abuses since protesters took to the streets ... Security forces have used excessive force and condoned attacks by armed pro-government groups against massive anti-government protests, leading to dozens of deaths and hundreds of injuries. Security forces have also engaged in arbitrary arrests and physical abuse against detainees that in some cases would amount to torture.
|- Human Rights Watch
In a 15 June statement, Human Rights Watch stated that high levels officials of the government, such as Major General José Antonio Benavides Torres, the head of the Bolivarian National Guard; Chief General Vladimir Padrino López, the defense minister and the strategic operational commander of the Armed Forces; Major General Nestor Reverol, the interior minister, General Carlos Alfredo Pérez Ampueda, director of the Bolivarian National Police; Major General Gustavo González López, the national intelligence director, and Captain Siria Venero de Guerrero, the military attorney general, are responsible for the human rights violations and abuses performed by Venezuelan security forces during the protests. Venezuelan officials have praised authorities for their actions and denied any wrongdoing.
2017 Venezuelan protests: Use of firearms
| National Guardsmen firing live ammunition at violent protesters on 19 June on YouTube
David Vallenilla being shot dead by Venezuelan authorities
The majority of individuals killed during protests died from gunshot wounds, with many resulting from the repression by Venezuelan authorities and assisting pro-government colectivos. During protests on 5 June, members of CONAS, Venezuela's elite anti-kidnapping task-force, fired live ammunition at protesters in eastern Caracas as they gathered near the CCCT shopping mall.
2017 Venezuelan protests: Use of chemical agents
In 2017, Amnesty International once again criticized the Bolivarian government's usage of chemical agents, expressing concern of a "red gas" used to suppress protesters in Chacao on 8 April 2017, demanding "clarification of the components of the red tear gas used by state security forces against the opposition demonstrations". Experts stated that all tear gas used by authorities should originally be colorless, noting that the color may be added to provoke or "color" protesters so they can easily be identified and arrested.
On 10 April 2017, Venezuelan police fired tear gas at protesters from helicopters flying overhead, resulting with demonstrators fleeing the scene in order to avoid being hit by the high-velocity canisters.
Mónica Krauter, a chemist and teacher of the Simón Bolívar University who has studied over a thousand tear gas canisters since 2014, has stated that security forces have fired expired tear gas which, according to her, "breaks down into cyanide oxide, phosgenes and nitrogens that are extremely dangerous".
2017 Venezuelan protests: Protesters
2017 Venezuelan protests: Chamos de la Resistencia
Escuderos bearing shields at a protest
Organized groups, known as Chamos de la Resistencia, perform confrontational acts against Venezuelan authorities. The Chamos state that they defend other protesters from approaching violent authorites while the Maduro government characterizes them as "right-wing, drug-crazed terrorists". Former Venezuelan authorities are members of the Chamos de la Resistencia, teaching them riot formations and other government methods. The groups deny attacks on government buildings.
Some Chamos groups are organized in this fashion:
- Escuderos, or those who wield shields to protect from bullets and tear gas canisters
- Devolvederos, "returners" of tear gas, those who own gas masks
- Molotov cocktail armed members, to prevent the approachment of armored vehicles
- Radio observers, communicate government positions and escape plans
2017 Venezuelan protests: Law enforcement
2017 Venezuelan protests: Plan Zamora
Unidentified Venezuelan general
Sadly, this is the beginning of a war, gentlemen ... They will continue until reaching the point where an intervention is justified. Let’s not fool ourselves. Sadly, it fell to our generation to live with this conflict, and we have to assume it to the degree that is being demanded by our country.
Over 2,000 security checkpoints were ordered by President Maduro on 15 April, which would be established throughout Venezuela prior to the 19 April "mega march", with nearly 200,000 Venezuelan authorities said to be participating. Finally on 18 April, President Maduro "green-lighted" Plan Zamora, a plan compared to the heavily criticized Plan Ávila, and was described by officials as "a joint strategic plan to respond to possible adverse events or foreign intervention that endangers the country's security". Antonio Benavides, commander of the Bolivarian National Guard, stated that the plan involved "the incorporation of the people to exercise the transition from normal social activity to the state of internal or external commotion", granting Bolivarian civilians the power to act as shock troops. The plan also granted the Bolivarian state the power to arrest protesters under martial law and have civilians face military tribunals, which was heavily criticized by human rights groups. Civilians accused of attacking military authorities would be charged with "rebellion" and could be summarily tried in military courts.
2017 Venezuelan protests: Use of snipers
Venezuelan tricolor crosses commemorating those killed during protests.
In late-April, days after the Mother of All Marches, generals of the National Bolivarian Armed Forces of Venezuela gathered in Barquisimeto at discussion chaired by Lara Division General José Rafael Torrealba Pérez; with Brigadier General Hernán Enrique Homez Machado (National Guard), Brigadier General Carlos Enrique Quijada Rojas (Air Force), Brigadier General Dilio Rafael Rodríguez Díaz (Army), Brigadier General Joel Vicente Canelón (Army) and Brigadier General Iván Darío Lara Lander (Army) attending.
At the meeting, Torrealba suggests the use of snipers against protesters, explaining that sniper candidates must be chosen out of loyalty, telling the generals "to make preparations with those individuals that can serve as snipers, beginning with psychological and aptitude tests". He further explained the risk of civil war, stating that President Maduro "has already signed a range of operations and as I said ... we could be at the beginning of a subversive urban war". Despite the objection by an attending general, Torrealba insisted that the snipers would scare protesters off the street, saying "it will only be us that pulls through because ... once people start to see dead bodies, and dead bodies begin to appear, then everyone will begin to stay at home ... You will remember my words, the armed forces are the ones that have to solve this problem".
On 22 May, it was reported that snipers supposedly belonging to the National Guard were firing from the Center for Education and Development of Petróleos de Venezuela rooftops in the El Hatillo Municipality.
2017 Venezuelan protests: Civilian groups
2017 Venezuelan protests: Bolivarian Militia and colectivos
On 1 February 2017, President Maduro announced that the Bolivarian Militia would be directed towards an anti-protest objective, saying that his supporters "will multiply throughout the territory, special forces of rapid action, special troops of the militias ... to make our homeland impregnable".
Two days before the Mother of All Marches, President Maduro on 17 April ordered the expansion of the Bolivarian Militia to involve 500,000 loyal Venezuelans, stating that each would be armed with a rifle and demanded the prevention of another event similar to the 2002 Venezuelan coup d'état attempt.
Diosdado Cabello, a high-level PSUV official loyal to the Bolivarian government, stated that 60,000 motorized colectivos and the Bolivarian Militia would be spread throughout Caracas on 19 April "until necessary" to deter the opposition's "megamarch", calling their actions "terrorism".
2017 Venezuelan protests: Ban on imports
The Venezuelan government on 27 May began to block the import of first aid kits, gas masks, gauze, eye drops, and bullet-proof vests, among other products, stating that the goods were to be used by terrorists.
2017 Venezuelan protests: Attacks on journalists
In the early days of the protests on 12 April, the Committee to Protect Journalists (CPJ) issued an advisory to journalists, stating:
||Local and international journalists covering the protests have been attacked, beaten, arrested and sprayed with tear gas, and have had their equipment confiscated and stolen. ... Journalists covering the story told the CPJ that the authorities have been firing tear gas into the crowds at close range. ... Local and international media have found it increasingly difficult to operate in Venezuela due to government obstruction. Police and armed pro-government gangs have detained, harassed and attacked journalists. Assaults have taken place in broad daylight, and pro-government gangs have stolen media equipment.
The CPJ offered advice on how to avoid aggression, how to react to tear gas and how to contact the organization to report any attacks on journalists.
A female journalist is arrested by the Venezuelan National Guard
During the Mother of All Marches, an El Nacional reporter was robbed by a Bolivarian National Police officer. The following day, more than 50 government sympathizers attacked three El Nacional journalists on 20 April, near La India, beating them with sticks while also throwing rocks and bottles at them. Another journalist captured the attack on film.
On 6 May during a women's march, reporters were attacked by state authorities throughout the country. In San Carlos, Cojedes, Alexander Olvera was kicked by a National Guardsman while covering a protest. A reporter for El Pitazo, Yessica Sumoza, was robbed of her equipment in Caracas, while in Aragua, local police struck Gaby Aguilar in the face with a stone. Alexander Medina of Radio Fe y Alegría, meanwhile, was surrounded by authorities in San Fernando, Apure who threatened to lynch the reporter.
During protests on 8 May, there were 19 reports of attacks on journalists, with 5 instances involving protesters attempting to rob reporters, while the other 15 reports involved Venezuelan authorities and colectivos.
On 10 May, 27-year-old Miguel Castillo Bracho, a journalist who had graduated the previous week, died after being shot in the chest with a tear gas canister by a National Guardsman while already being detained. On 18 May, four journalists were attacked by the National Guard and had their equipment stolen, including Eugenio García of Spain, Herminia Rodríguez of Globovision, Andry Rincón of Vivoplaynet and Kevin Villamizar of El Nacional.
During the 20 May protests, a graphic journalist of La Patilla was injured in Chacaíto after being shot in the leg with a tear gas canister.
2017 Venezuelan protests: Censorship
Sign criticizing Venezuelan media coverage.
President Maduro ordered cable providers to take CNN en Español off the air on 14 February 2017, days after CNN aired an investigation into the alleged fraudulent issuing of Venezuelan passports and visas. The news story revealed a confidential intelligence document that linked Venezuelan Vice President Tareck El Aissami to 173 Venezuelan passports and IDs issued to individuals from the Middle East, including people connected to the terrorist group Hezbollah.
During the Mother of All Marches on 19 April, TN's satellite signal was censored from DirecTV after showing live coverage of the protests. El Tiempo of Colombia was also censored in the country during the day's protests. That night, the National Commission of Telecommunications removed the Spanish channel Antena 3 from cable carriers, following rumors that they were going to cover the political crisis in Venezuela.
2017 Venezuelan protests: False reports
Rachel Maddow stated in a segment of her show captioned "Unrest In Venezuela Over Trump Donations" that "today, Venezuelans are enraged anew by this brand-new FEC filing from the White House" which showed that the Venezuelan government-owned Citgo funded $500,000 towards the inauguration of Donald Trump. She suggested that Venezuelans were protesting over their government's payment toward the inauguration, despite the fact that Venezuelans were, in reality, protesting due to the socioeconomic crisis facing the country and the dictatorial nature of the Maduro government. Fox News' Tucker Carlson rebuked Maddow's comments, stating that "It's a disaster in Venezuela ... So given all of this, who did MSNBC blame for the turmoil there? If you guessed Donald Trump, give yourself a million worthless Venezuelan bolívars as a prize." PanAm Post criticized Maddow's comments in an article, "The Rachel Maddow Show's Fake News on Venezuela", after Maddow featured some of their work in the segment.
2017 Venezuelan protests: Hacking
Venezuelans require their government-issued Carnet de la Patria ("Homeland" identity) cards to receive CLAP
On 6 May 2017, it was reported that two individuals on Twitter, @yosoyjustin and @ERHDP calling themselves TeamHDPP, breached several Venezuelan government agencies and Internet portals, hacking information from Carnet de la Patria holders. Hacker @yosoyjsutin stated that the hackings were "for all the Venezuelans fallen during the last days of protests in Venezuela. Their deaths will not be in vain". Details hacked included "identities, telephone numbers, email accounts, Twitter and addresses among other personal descriptions" of Bolivarian government officials and authorities, including those of National Bolivarian Police, CICPC, SEBIN, CONATEL and the Chancellery. The Carnet de la Patria accounts of President Nicolás Maduro, his wife (First Lady Cilia Flores), the Minister of Popular Power for Communication and Information Ernesto Villegas, Diosdado Cabello, Chancellor Delcy Rodríguez, Admiral Carmen Teresa Meléndez Rivas and other officials were also cancelled. The hackers added, "We have more than 450 PDF files and more than a thousand page conversations of them".
2017 Venezuelan protests: International reactions
Venezuelans and activists harassed government officials and their families who enjoyed luxurious lifestyles compared to Venezuelan citizens. The top income of a Venezuelan official would be approximately $700 per year. Despite this, families of Bolivarian officials live abroad and even attend foreign universities.
The daughter of Caracas mayor and Bolivarian official Jorge Rodríguez, Lucia Rodriguez, who is also the niece of foreign minister Delcy Rodríguez, resides in Australia attending SAE Institute. Human rights activists have criticized her lifestyle in Australia, with activists verbally attacking Rodriguez as she was at Bondi Beach sipping cocktails, requiring her personal body guard to intervene. The former banking minister under Chávez, Eugenio Vasquez Orellana, was also harassed while eating at a Venezuelan bakery in Doral, Florida. On 11 May, Venezuelans in Spain surrounded a cultural center in Spain preventing Venezuelan ambassador Mario Isea from leaving, with Isea calling the action a "kidnapping".
President Maduro compared the verbal confrontations with Bolivarian sympathizers abroad to the Nazi persecution of the Jews, stating "We are the Jews of the 21st century". The Confederation of Israelite Associations of Venezuela denounced Maduro's comparison to the Holocaust, stating "That episode in the history of humanity, which cost 6 million Jews their lives, among them 1.5 million children, is unique and incomparable" and that his comparison "offends the memory of the Victims and all who are direct mourners of this dark episode of humanity".
2017 Venezuelan protests: See also
||Wikimedia Commons has media related to Demonstrations and protests in Venezuela in 2017.
2017 Venezuelan protests: Protests
- 2014–17 Venezuelan protests
2017 Venezuelan protests: Timelines
- Timeline of the 2014 Venezuelan protests
- Timeline of the 2015 Venezuelan protests
- Timeline of the 2016 Venezuelan protests
2017 Venezuelan protests: References
- Weddle, Cody; Wyss, Jim (11 July 2017). "Slingshots vs. shotguns: Venezuela’s ‘youth resistance’ takes on the government". The Miami Herald. Retrieved 15 July 2017.
- LUGO-GALICIA, HERNÁN; NUÑEZA, AYATOLA (20 April 2017). "El país grito: "Maduro, no te queremos"". El Nacional (in Spanish). Retrieved 20 April 2017.
- Rojas, Nestor (20 April 2017). "Students killed as Venezuela protests turn violent". Deutsche Presse-Agentur.
- "El corresponsal de SEMANA en Caracas relata cómo la madre de todas las marchas que convocó la oposición venezolana, terminó como se esperaba con represión con violencia. Análisis del duro panorama en el vecino país.". Semana. 20 April 2017. Retrieved 21 April 2017.
- "Noticias de América - Día de violencia en las marchas a favor y en contra de Maduro". Radio France Internationale (in Spanish). 20 April 2017. Retrieved 21 April 2017.
- López, Virginia (9 May 2017). "Does toppling of Chávez statue mean Venezuela has reached a breaking point?". The Guardian. Retrieved 20 May 2017.
- Casey, Nicholas; Patricia Torres (19 April 2017). "At Least 3 Die in Venezuela Protests Against Nicolás Maduro". The New York Times. Retrieved 20 April 2017.
- "15.000 heridos durante 74 días de protestas en contra de Nicolás Maduro". El Nacional (in Spanish). 13 June 2017. Retrieved 21 June 2017.
- "Foro Penal: Detenciones durante las protestas ascienden a 4.072". La Patilla (in Spanish). 19 July 2017. Retrieved 20 July 2017.
- "Venezuela accused of ‘self-coup’ after Supreme Court shuts down National Assembly". Buenos Aires Herald. 31 March 2017. Retrieved 1 April 2017.
- "Venezuela's Descent Into Dictatorship". The New York Times. 31 March 2017. Retrieved 1 April 2017.
- "Venezuela clashes 'self-inflicted coup': OAS". Sky News Australia. 1 April 2017. Retrieved 1 April 2017.
- Goodman, Joshua (9 April 2017). "Venezuela's Maduro blasts foe for chemical attack comments". ABC News. Associated Press. Retrieved 10 April 2017.
- Dreier, Hannah (4 May 2017). "AP Explains: Venezuela's 'anti-capitalist' constitution". Yahoo News. Associated Press. Retrieved 4 May 2017.
- Kevin Voigt (6 March 2013). "Chavez leaves Venezuelan economy more equal, less stable". CNN. Retrieved 15 May 2017.
- Corrales, Javier (7 March 2013). "The House That Chavez Built". Foreign Policy. Retrieved 6 February 2015.
- Siegel, Robert (25 December 2014). "For Venezuela, Drop In Global Oil Prices Could Be Catastrophic". NPR. Retrieved 4 January 2015.
- Scharfenberg, Ewald (1 February 2015). "Volver a ser pobre en Venezuela". El Pais. Retrieved 3 February 2015.
- "Inflation rate (consumer prices)". CIA World Factbook. Retrieved 26 February 2014.
- "Venezuela's economy: Medieval policies". The Economist. Retrieved 23 February 2014.
- "Venezuela's Maduro says 2013 annual inflation was 56.2 pct". Reuters. 30 December 2013. Retrieved 19 January 2014.
- "Venezuela Inflation Hits 16-Year High as Shortages Rise". Bloomberg. 7 November 2013. Retrieved 16 February 2014.
- "En 2014 se registraron 9.286 protestas, cifra inédita en Venezuela". La Patilla. 19 January 2015. Retrieved 25 January 2015.
- Martín, Karina (1 September 2016). "Despite Government Obstacles, Over a Million Venezuelans March on Caracas". PanAm Post. Retrieved 2 September 2016.
- "Thousands March Against Socialist President in Venezuela". International New York Times. 24 January 2015. Retrieved 8 August 2015.
- "Conflictividad Social en Venezuela en Octubre 2016". Venezuelan Observatory of Social Conflict. Retrieved 19 November 2016.
- Casey, Nicholas; Torres, Patricia (30 March 2017). "Venezuela Muzzles Legislature, Moving Closer to One-Man Rule". The New York Times. Retrieved 31 March 2017.
- "Venezuela’s Lame-Duck Congress Names New Supreme Court Justices". Bloomberg. 23 December 2015. Retrieved 31 March 2017.
- "Venezuela starts validating recall referendum signatures". BBC. 21 June 2016. Retrieved 8 August 2016.
- Cawthorne, Andrew (1 August 2016). "Venezuela election board okays opposition recall push first phase". Reuters. Retrieved 8 August 2016.
- "Venezuela Suspends Recall Campaign Against President Maduro". Fox News. 20 October 2016. Retrieved 21 October 2016.
- Mogollon, Mery; Kraul, Chris (21 October 2016). "Anger grows as Venezuela blocks effort to recall president". Los Angeles Times. Retrieved 23 October 2016.
- Corrales, Javier. "Venezuela’s Odd Transition to Dictatorship". Americas Quarterly. Retrieved 10 December 2016.
- Brodzinsky, Sibylla (21 October 2016). "Venezuelans warn of 'dictatorship' after officials block bid to recall Maduro". The Guardian. London, UK. Retrieved 10 December 2016.
- "Almagro: Maduro se transforma en dictador por negarles a venezolanos derecho a decidir su futuro". CNN en Español. 24 August 2016. Retrieved 10 December 2016.
- "Con multitudinarias marchas, oposición venezolana presionó a Maduro para que reactive referendo". Ámbito Financiero. 26 October 2016. Retrieved 27 October 2016.
- Rosati, Andrew (1 November 2016). "Venezuela Opposition Cancels Protest, Delays Political Trial". Bloomberg. Retrieved 2 November 2016.
- "Venezuela's opposition walks away from Vatican-backed talks". Deutsche Welle. 7 December 2016. Retrieved 9 December 2016.
- "Latin American Herald Tribune - After Venezuela Government Fails to Honor Commitments, Vatican Pulls Out of Dialogue It Sponsored". Latin American Herald Tribune. 19 January 2017. Retrieved 20 January 2017.
- Barbarani, Sofia (23 January 2017). "Thousands march against Maduro government in Venezuela as crisis deepens". The Washington Post. Retrieved 26 January 2017.
- Camacho, Carlos (24 January 2017). "Latin American Herald Tribune - Venezuela Opposition Warns of "Surprise Tactics" Against Maduro Regime". Latin American Herald Tribune. Retrieved 26 January 2017.
- "Opinion: Coup in Venezuela". DW.COM.
- "Venezuela Supreme Court takes over legislative powers from National Assembly". DW.COM.
- "AN acordó agenda de protestas en sesión de este sábado". El Nacional. Retrieved 4 April 2017.
- "Oposición invita a ejercer la mayor presión "desbordando Venezuela" contra la dictadura este #19Abr". La Patilla (in Spanish). 14 April 2017. Retrieved 18 April 2017.
- "Unidad marcha este #19Abr hacia la Defensoría y establece agenda para días próximos (+Puntos)". La Patilla (in Spanish). 15 April 2017. Retrieved 18 April 2017.
- "Venezuela Erupts In 'Mother Of All Protests' As Anti-Maduro Sentiment Seethes". NPR. 19 April 2017. Retrieved 20 April 2017.
- "The Latest: US official expresses concern over Venezuela". ABC News. 19 April 2017. Retrieved 19 April 2017.
- "Manifestantes se lanzan al río Guaire para huir de los gases lacrimógenos". El Nacional (in Spanish). 19 April 2017. Retrieved 20 April 2017.
- "Venezuela: opositores saltan al río Guaire para escapar de la represión". El Comercio (in Spanish). 19 April 2017. Retrieved 20 April 2017.
- "Venezuela crisis: Three killed at anti-government protests". BBC News. 20 April 2017. Retrieved 20 April 2017.
- "Foro Penal reporta más de 1000 arrestos tras protestas desde el 4-A | En la Agenda | 2001.com.ve". Diario 2001. 19 April 2017. Retrieved 20 April 2017.
- Dwyer, Colin (19 April 2017). "Venezuela Erupts in 'Mother of All Protests' As Anti-Maduro Sentiment Seethes". NPR. Retrieved 20 April 2017.
- "Venezuelans March as Maduro Comes Under Increasing Scrutiny". Bloomberg L.P. 19 April 2017. Retrieved 20 April 2017.
- "Venezuela goes through with threat to leave the OAS". ABC News. 26 April 2017. Retrieved 27 April 2017.
- "Venezuela crisis: Son criticises rights ombudsman father in video". BBC News. 27 April 2017. Retrieved 27 April 2017.
- Miroff, Nick (27 April 2017). "Analysis: A top Venezuelan official’s son makes video plea for his dad to 'end the injustice'". The Washington Post. Retrieved 15 May 2017.
- "Venezuela crisis: Son of top Chavista official publically urges him to help stop bloodshed". Fox News. 27 April 2017. Retrieved 27 April 2017.
- "Venezuela's embattled socialist president calls for citizens congress, new constitution". USA Today. Associated Press. 1 May 2017. Retrieved 15 May 2017.
- "¿Qué busca Nicolás Maduro con el nuevo autogolpe que quiere imponer en Venezuela?" [What is Maduro seeking with the new self-coup that he tries to impose in Venezuela?] (in Spanish). La Nación. 2 May 2017. Retrieved 15 May 2017.
- "Venezuela protests rage, jailed Lopez supporters stage vigil". Reuters. 5 May 2017. Retrieved 15 May 2017.
- Brooks, Nathan (4 May 2017). "Armored car hits crowd as Venezuela riots leave 300 injured". The Florida Times-Union. Bloomberg. Retrieved 15 May 2017.
- ""Maduro dictador": el pancartazo de los diputados en la AN". El Nacional (in Spanish). 5 May 2017. Retrieved 6 May 2017.
- "Manifestantes derriban estatua de Hugo Chávez". Yahoo News (in Spanish). 5 May 2017. Retrieved 9 May 2017.
- "Otras caídas de estatuas y símbolos que representaron el final de una era". Infobae (in Spanish). 6 May 2017. Retrieved 9 May 2017.
- "Maduro activará una "constituyente militar" para fortalecer la "gloriosa" Fuerza Armada". La Patilla (in Spanish). 8 May 2017. Retrieved 15 May 2017.
- "Maduro podrá restringir garantías y dictar medidas de orden social, según Gaceta Oficial extraordinaria". La Patilla (in Spanish). 16 May 2017. Retrieved 17 May 2017.
- "El gentío que abarrotó la autopista Francisco Fajardo (FOTOS)". La Patilla (in Spanish). 20 May 2017. Retrieved 20 May 2017.
- "Al menos 120 heridos en Caracas durante protesta de este sábado #20May". La Patilla (in Spanish). 21 May 2017. Retrieved 21 May 2017.
- "Asesinaron a joven en Valera". El Nacional (in Spanish). 21 May 2017. Retrieved 21 May 2017.
- Sanchez, Fabiola; Dreier, Hannah (22 May 2017). "Hugo Chavez's childhood home burned by protesters in Venezuela, lawmaker says". Associated Press. Retrieved 23 May 2017.
- Camacho, Yonny (22 May 2017). "Centenares de heridos tras caos y saqueos en Barinas". El Nacional (in Spanish). Retrieved 22 May 2017.
- "Incendian la casa natal de Hugo Chávez luego de la muerte de dos estudiantes en Barinas". Diario Las Americas (in Spanish). 22 May 2017. Retrieved 23 May 2017.
- "Ex chavistas se declaran en desobediencia civil en Barinas". El Nacional (in Spanish). 22 May 2017. Retrieved 23 May 2017.
- "Son tres los asesinados durante protestas en Barinas, según el MP". La Patilla (in Spanish). 22 May 2017. Retrieved 23 May 2017.
- "Manifestantes se dirigen hacia la Francisco Fajardo #22May". La Patilla (in Spanish). 22 May 2017. Retrieved 22 May 2017.
- "Asciende a cinco los manifestantes asesinados este lunes en Barinas". El Nacional (in Spanish). 23 May 2017. Retrieved 23 May 2017.
- "Could Dissent in Venezuela Military, Judiciary Crack Maduro's Criminal Regime?". InsightCrime. Retrieved 13 June 2017.
- "Denuncian detención de militar que destruyó su carnet de la patria". El Nacional (in Spanish). 19 May 2017. Retrieved 13 June 2017.
- Partlow, Joshua; Krygier, Rachelle (14 June 2017). "Venezuela’s slide into chaos is splintering the Chávez movement". The Washington Post. Retrieved 16 June 2017.
- "Mayor general renunció a su cargo en el Consejo de Defensa de la Nación". El Nacional (in Spanish). 12 June 2017. Retrieved 13 June 2017.
- "MG Alexis López muestra su apoyo a la Fiscal General: En Venezuela se acabó la libertad de pensamiento". La Patilla (in Spanish). 21 June 2017. Retrieved 22 June 2017.
- Krygier, Rachelle; Partlow, Joshua (27 June 2017). "Helicopter used for protest flight against Maduro, heightening Venezuela tensions". The Washington Post. Retrieved 28 June 2017.
- Rincón, Arminda (25 October 2015). "Funcionario del Cicpc se convirtió en protagonista de una película". Diario Panorama. Retrieved 28 June 2017.
- "Militar roba helicóptero y lanza granadas contra sede de TSJ de Venezuela". El Heraldo (in Spanish). 27 June 2017. Retrieved 28 June 2017.
- "Maduro Says Helicopter Fired on Venezuela's Supreme Court". NBC 6 South Florida. 27 June 2017. Retrieved 28 June 2017.
- "FOTOS, INFOGRAFÍA Y MAPA | 67 muertos en protestas en Venezuela hasta el #23May". Runrunes. 23 May 2017. Retrieved 24 May 2017.
- "Asciende a siete la cifra de asesinados durante manifestaciones en Barinas en dos días (Ministerio Público)". La Patilla (in Spanish). 23 May 2017. Retrieved 24 May 2017.
- González, Alice (18 May 2017). "Cronología: 48 muertos en protestas en Venezuela hasta el 19 de mayo". El Nacional (in Spanish). Retrieved 21 May 2017.
- "Gobierno ordenó querellas judiciales contra quienes acusan a organismos policiales de torturas". La Patilla (in Spanish). 16 April 2017. Retrieved 15 May 2017.
- Martín, Karina (16 May 2017). "Venezuelan Regime Steps up Torture against Protesters, Forces Them to Eat Excrement". PanAm Post. Retrieved 18 May 2017.
- "Efectivos militares orinaron a joven detenida en protestas". La Región. 20 May 2017. Retrieved 20 May 2017.
- "Venezuela: Senior Officials’ Responsibility for Abuses". Human Rights Watch. 15 June 2017. Retrieved 17 June 2017.
- "Venezuela's New Government Approach to Crowd Control: Robbery". Latin American Herald Tribune. 5 June 2017. Retrieved 6 June 2017.
- "Amnistía Internacional instó a aclarar componentes del gas rojo". El Nacional (in Spanish). 8 April 2017. Retrieved 9 April 2017.
- Salazar, Abraham (9 April 2017). "Expertos explican el humo rojo y cómo defenderse de las bombas lacrimógenas". Efecto Cocuyo (in Spanish). Retrieved 15 May 2017.
- "Lanzan bombas lacrimógenas desde helicópteros en Chacaíto" (in Spanish). El Nacional. 11 April 2017. Retrieved 15 May 2017.
- "Bombas lacrimógenas que usa el gobierno están vencidas y emanan cianuro (+ recomendaciones)". La Patilla (in Spanish). 8 April 2017. Retrieved 24 April 2017.
- Maria Delgado, Antonio; Osorio, Sonia (20 May 2017). "In secret recording, Venezuelan general pushes for snipers to control demonstrators". Miami Herald. Retrieved 20 May 2017.
- "Maduro dejará en las calles de Venezuela 2.026 puntos de control hasta el #19Abr". La Patilla (in Spanish). 15 April 2017. Retrieved 18 April 2017.
- "¿Por qué el Plan Zamora recuerda al Plan Ávila ordenado en abril del 2002?". Efecto Cocuyo (in Spanish). 19 April 2017. Retrieved 18 May 2017.
- García Marco, Daniel (10 May 2017). "Qué es el Plan Zamora y por qué más de 250 detenidos en Venezuela responden ante un tribunal militar". BBC Mundo. Retrieved 18 May 2017.
- Iriarte, D. (19 April 2017). "Qué es el Plan Zamora, el operativo antigolpista decretado por Nicolás Maduro. Noticias de Mundo". El Confidencial (in Spanish). Retrieved 18 May 2017.
- "El Gobierno haría juicios militares a detenidos por protestas en Venezuela". CNN Español (in Spanish). 9 May 2017. Retrieved 18 May 2017.
- "Denuncian presencia de francotiradores en el CIED (fotos y videos)". La Patilla (in Spanish). 22 May 2017. Retrieved 22 May 2017.
- "Maduro anunció despliegue de "fuerzas civiles antidisturbios" en todo el territorio nacional". La Patilla (in Spanish). 1 February 2017. Retrieved 3 February 2017.
- "En un país sin medicinas, ni comida… Maduro aprueba recursos para "garantizar un fusil para cada miliciano"". La Patilla (in Spanish). 17 April 2017. Retrieved 15 May 2017.
- "Diosdado Cabello: La oposición no va a entrar a Caracas este #19Abr". La Patilla (in Spanish). 17 April 2017. Retrieved 18 April 2017.
- "Venezuela bans imports of gas masks, bulletproof vests -courier services". Reuters. 27 May 2017. Retrieved 1 June 2017.
- "Medicines, Supplies Grounded in U.S. After Venezuela Tags Them ‘War Material’". NBC News. 2 June 2017. Retrieved 20 July 2017.
- "CPJ Safety Advisory: Covering Protests in Venezuela". Committee to Protect Journalists. Retrieved 9 May 2017.
- "Oficialistas golpearon con botellas y palos a periodistas de El Nacional". El Nacional (in Spanish). 20 April 2017. Retrieved 23 April 2017.
- "Robos, golpes y hasta intento de linchamiento denunció el SNTP contra la prensa este #6May". La Patilla (in Spanish). 6 May 2017. Retrieved 15 May 2017.
- "Sntp denuncia que al menos 19 reporteros fueron agredidos este #8May". La Patilla (in Spanish). 9 May 2017. Retrieved 15 May 2017.
- "Más atrocidades GNB: Venezolano recibe un bombazo en el pecho en la autopista Prados del Este (VIDEO)". La Patilla (in Spanish). 10 May 2017. Retrieved 15 May 2017.
- "EN FOTOS: La brutal represión que dejó la "revolución" este #10May". La Patilla (in Spanish). 10 May 2017. Retrieved 15 May 2017.
- Jorge M., María Emilia (10 May 2017). "Asesinan a manifestante en Las Mercedes durante protestas del 10 de mayo". El Estímulo (in Spanish). Retrieved 11 May 2017.
- Davies, Gareth (11 May 2017). "Horrifying moment a protester is fatally shot in the chest". Daily Mail. Retrieved 15 May 2017.
- "Al menos 3 periodistas heridos y uno robado deja la brutal represión de la “gloriosa” GNB este #18May". La Patilla (in Spanish). 18 May 2017. Retrieved 20 May 2017.
- "Reportera gráfica de La Patilla resultó herida con bomba lacrimógena #20May (Foto)". La Patilla (in Spanish). 20 May 2017. Retrieved 20 May 2017.
- CNN, Steve Almasy. "CNN en Español kicked off air in Venezuela". CNN. Retrieved 15 May 2017.
- Investigations, Scott Zamost, Drew Griffin, Kay Guerrero and Rafael Romo. "Whistleblower reveals passport fraud". CNN. Retrieved 6 March 2017.
- "Comunicado del Grupo Clarín: TN, censurado en Venezuela". La Patilla (in Spanish). 21 April 2017. Retrieved 22 April 2017.
- "Conatel saca también la señal de Antena 3 de cableras venezolanas". El Impulso (in Spanish). 20 April 2017. Retrieved 23 April 2017.
- "Tucker Rips MSNBC, Maddow for Blaming 'Disaster' in Venezuela on Trump". FOX News Insider. 22 April 2017. Retrieved 15 May 2017.
- Radwin, Max (21 April 2017). "The Rachel Maddow Show's Fake News on Venezuela". PanAm Post. Retrieved 23 April 2017.
- "Hackers develan información gubernamental y aseguran haber anulado afiliaciones al carnet de la patria". La Patilla (in Spanish). 6 May 2017. Retrieved 15 May 2017.
- Ritchie, Emily; Gibbs, Stephen (18 May 2017). "Why activists want Venezuelan student deported". The Australian. Retrieved 18 May 2017.
- "Venezuelan protesters block embassy center in Madrid". Reuters. 11 May 2017. Retrieved 18 May 2017.
- "Venezuela leader: Officials treated like Jews under Nazis". Washington Post. 17 May 2017. Retrieved 18 May 2017.
- "Israelitas de Venezuela repudia mención del Holocausto para equipararlo con incidentes recientes (COMUNICADO)". La Patilla. 17 May 2017. Retrieved 18 May 2017.
2017 Venezuelan protests: Notes
- Most up to date number of dead noted in table
2017 Venezuelan protests: Information in other languages
Source of information: Wikipedia, the free encyclopedia. We're not responsible for the content of this article and your use of this information. Disclaimer
2017 Venezuelan protests: Goods
Using this page, you can quickly and easily search for the "2017 Venezuelan protests
" related products in the best online stores. For your convenience the search term is already added to the search box. You can either make a search right now or modify the query somehow (for example, "2017 Venezuelan protests 2017").
You can also change the category of required goods. The "Sale" category is selected right now, so the search will be done in the web stores offering 500 daily sales and special offers, 5 000 000 products related products and services. Thus, in just one click, you can check the current prices, offers, discounts, available goods, etc. Also make sure to check the today's sales in the selected online stores listed below.
US Delivery, Shipping to the United States
The delivery of goods is carried out internationally and across the United States. The goods are shipped to all US cities and towns.
Of course, any things related with "2017 Venezuelan protests" in Alabama can be received in such cities as Birmingham, Montgomery, Mobile, Huntsville, Tuscaloosa, Hoover, Dothan, Decatur, Auburn, Madison, Florence, Gadsden, Vestavia Hills, Prattville, Phenix City, Alabaster, Bessemer, Enterprise, Opelika, Homewood, Northport, Anniston, Prichard, Athens. It is also available for the people living in Daphne, Pelham, Oxford, Albertville, Selma, Mountain Brook, Trussville, Troy, Center Point, Helena, Hueytown, Talladega, Fairhope, Ozark, Alexander City, Cullman, Scottsboro, Millbrook, Foley, Hartselle, Fort Payne, Gardendale, Jasper, Saraland, Muscle Shoals, Eufaula, and other cities.
It goes without saying that the goods by your query "2017 Venezuelan protests" in Alaska can be received in such cities as Anchorage, Fairbanks, Juneau, Sitka, Ketchikan, Wasilla, Kenai, Kodiak, Bethel, Palmer, Homer, Unalaska, Barrow, Soldotna, Valdez, Nome, Kotzebue, Seward, Wrangell, Dillingham, Cordova, North Pole, Houston, Craig, Hooper Bay, Akutan and smaller towns.
And today any products related with "2017 Venezuelan protests" in Arizona can be shipped to Phoenix, Tucson, Mesa, Chandler, Glendale, Scottsdale, Gilbert, Tempe, Peoria, Surprise, Yuma, Avondale, Flagstaff, Goodyear, Lake Havasu City, Buckeye, Casa Grande, Sierra Vista, Maricopa, Oro Valley, Prescott, Bullhead City, Prescott Valley. The shipping is also available in Apache Junction, Marana, El Mirage, Kingman, Queen Creek, Florence, San Luis, Sahuarita, Fountain Hills, Nogales, Douglas, Eloy, Payson, Somerton, Paradise Valley, Coolidge, Cottonwood, Camp Verde, Chino Valley, Show Low, Sedona, and other cities and towns.
Undoubtedly, any products related with "2017 Venezuelan protests" in Arkansas can be shipped to Little Rock, Fort Smith, Fayetteville, Springdale, Jonesboro, North Little Rock, Conway, Rogers, Pine Bluff, Bentonville, Hot Springs, Benton, Texarkana, Sherwood, Jacksonville, Russellville, Bella Vista, West Memphis, Paragould, Cabot. And also in Searcy, Van Buren, El Dorado, Maumelle, Blytheville, Forrest City, Siloam Springs, Bryant, Harrison, Hot Springs Village, Mountain Home, Marion, Helena-West Helena, Camden, Magnolia, Arkadelphia, Malvern, Batesville, Hope...
And of course, the goods by request "2017 Venezuelan protests" in California can be delivered to the following cities: Los Angeles, San Diego, San Jose, San Francisco, Fresno, Sacramento, Long Beach, Oakland, Bakersfield, Anaheim, Santa Ana, Riverside, Stockton, Chula Vista, Fremont, Irvine, San Bernardino, Modesto, Oxnard, Fontana, Moreno Valley, Glendale, Huntington Beach, Santa Clarita, Garden Grove. Delivery is also carried out in Santa Rosa, Oceanside, Rancho Cucamonga, Ontario, Lancaster, Elk Grove, Palmdale, Corona, Salinas, Pomona, Torrance, Hayward, Escondido, Sunnyvale, Pasadena, Fullerton, Orange, Thousand Oaks, Visalia, Simi Valley, Concord, Roseville, Santa Clara, Vallejo, Victorville. Delivery is also carried out in El Monte, Berkeley, Downey, Costa Mesa, Inglewood, Ventura, West Covina, Norwalk, Carlsbad, Fairfield, Richmond, Murrieta, Burbank, Antioch, Daly City, Temecula, Santa Maria, El Cajon, Rialto, San Mateo, Compton, Clovis, Jurupa Valley, South Gate, Vista, Mission Viejo. And other cities and towns, such as Vacaville, Carson, Hesperia, Redding, Santa Monica, Westminster, Santa Barbara, Chico, Whittier, Newport Beach, San Leandro, Hawthorne, San Marcos, Citrus Heights, Alhambra, Tracy, Livermore, Buena Park, Lakewood, Merced, Hemet, Chino, Menifee, Lake Forest, Napa. The shipping is also available in Redwood City, Bellflower, Indio, Tustin, Baldwin Park, Chino Hills, Mountain View, Alameda, Upland, Folsom, San Ramon, Pleasanton, Lynwood, Union City, Apple Valley, Redlands, Turlock, Perris, Manteca, Milpitas, Redondo Beach, Davis, Camarillo, Yuba City. As well as in Rancho Cordova, Palo Alto, Yorba Linda, Walnut Creek, South San Francisco, San Clemente, Pittsburg, Laguna Niguel, Pico Rivera, Montebello, Lodi, Madera, Monterey Park, La Habra, Santa Cruz, Encinitas, Tulare, Gardena, National City, Cupertino. And other cities and towns, such as Huntington Park, Petaluma, San Rafael, La Mesa, Rocklin, Arcadia, Diamond Bar, Woodland, Fountain Valley, Porterville, Paramount, Hanford, Rosemead, Eastvale, Santee, Highland, Delano, Colton, Novato, Lake Elsinore, Brentwood, Yucaipa, Cathedral City, Watsonville, Placentia and smaller towns.
Normally, the goods named "2017 Venezuelan protests" in Colorado can be purchased if you live in Denver, Colorado Springs, Aurora, Fort Collins, Lakewood, Thornton, Arvada, Westminster, Pueblo, Centennial, Boulder, Greeley, Longmont, Loveland, Broomfield, Grand Junction, Castle Rock, Commerce City, Parker, Littleton, Northglenn, Brighton, Englewood. The delivery is also available in Wheat Ridge, Fountain, Lafayette, Windsor, Erie, Evans, Golden, Louisville, Montrose, Durango, Cañon City, Greenwood Village, Sterling, Lone Tree, Johnstown, Superior, Fruita, Steamboat Springs, Federal Heights, Firestone, Fort Morgan, Frederick, Castle Pines.
It goes without saying that the goods related with "2017 Venezuelan protests" in Connecticut can be delivered to the following cities: Bridgeport, New Haven, Hartford, Stamford, Waterbury, Norwalk, Danbury, New Britain, Bristol, Meriden, Milford, West Haven, Middletown, Norwich, Shelton, Torrington, New London, Ansonia, Derby, Groton...
Today the goods named "2017 Venezuelan protests" in Delaware can be sent to Wilmington, Dover, Newark, Middletown, Smyrna, Milford, Seaford, Georgetown, Elsmere, New Castle, Millsboro, Laurel, Harrington, Camden, Clayton, Lewes, Milton, Selbyville, Bridgeville, Townsend, and other cities.
As you know, the found goods by query "2017 Venezuelan protests" in Florida can be delivered to Jacksonville, Miami, Tampa, Orlando, St. Petersburg, Hialeah, Tallahassee, Fort Lauderdale, Port St. Lucie, Cape Coral, Pembroke Pines, Hollywood, Miramar, Gainesville, Coral Springs, Miami Gardens, Clearwater, Palm Bay, Pompano Beach, West Palm Beach, Lakeland, Davie, Miami Beach, Boca Raton. Delivery is also carried out in Deltona, Plantation, Sunrise, Palm Coast, Largo, Deerfield Beach, Melbourne, Boynton Beach, Lauderhill, Fort Myers, Weston, Kissimmee, Homestead, Delray Beach, Tamarac, Daytona Beach, Wellington, North Miami, Jupiter, North Port, Coconut Creek, Port Orange, Sanford, Margate, Ocala, Sarasota, Pensacola, and so on.
And the products by request "2017 Venezuelan protests" in Georgia can be purchased if you live in Atlanta, Columbus, Augusta, Macon, Savannah, Athens, Sandy Springs, Roswell, Johns Creek, Albany, Warner Robins, Alpharetta, Marietta, Valdosta, Smyrna, Dunwoody, Rome, East Point, Milton, Gainesville, Hinesville, Peachtree City, Newnan, Dalton, Douglasville, Kennesaw, LaGrange, Statesboro, Lawrenceville, Duluth, Stockbridge, Woodstock, Carrollton, Canton, Griffin, McDonough, Acworth, Pooler, Union City, and so on.
Today the goods by your query "2017 Venezuelan protests" in Hawaii can be purchased if you live in Honolulu, East Honolulu, Pearl City, Hilo, Kailua, Waipahu, Kaneohe, Mililani Town, Kahului, Ewa Gentry, Mililani Mauka, Kihei, Makakilo, Wahiawa, Schofield Barracks, Wailuku, Kapolei, Ewa Beach, Royal Kunia, Halawa, Waimalu, Waianae, Nanakuli, Kailua, Lahaina, Waipio, Hawaiian Paradise Park, Kapaa, etc.
Undoubtedly, any products related with "2017 Venezuelan protests" in Idaho can be shipped to Boise, Meridian, Nampa, Idaho Falls, Pocatello, Caldwell, Coeur d'Alene, Twin Falls, Lewiston, Post Falls, Rexburg, Moscow, Eagle, Kuna, Ammon, Chubbuck, Hayden, Mountain Home, Blackfoot, Garden City, Jerome, Burley, etc.
And today the goods related with "2017 Venezuelan protests" in Illinois can be shipped to such cities as Chicago, Aurora, Rockford, Joliet, Naperville, Springfield, Peoria, Elgin, Waukegan, Champaign, Bloomington, Decatur, Evanston, Des Plaines, Berwyn, Wheaton, Belleville, Elmhurst, DeKalb, Moline, Urbana, Crystal Lake, Quincy, Rock Island, Park Ridge, Calumet City, Pekin, Danville, St. Charles, North Chicago, Galesburg, Chicago Heights, Granite City, Highland Park, Burbank, O'Fallon, Oak Forest, Alton, Kankakee, West Chicago, East St. Louis, McHenry, Batavia, Carbondale, Freeport, Belvidere, Collinsville, Harvey, Lockport, Woodstock and smaller towns.
No need to say, the goods by request "2017 Venezuelan protests" in Indiana can be shipped to Indianapolis, Fort Wayne, Evansville, South Bend, Carmel, Fishers, Bloomington, Hammond, Gary, Lafayette, Muncie, Terre Haute, Kokomo, Noblesville, Anderson, Greenwood, Elkhart, Mishawaka, Lawrence, Jeffersonville, Columbus, Portage, New Albany, Richmond, Westfield, Valparaiso, Goshen, Michigan City, West Lafayette, Marion, East Chicago, Hobart, Crown Point, Franklin, La Porte, Greenfield, and so on.
Normally, any things related with "2017 Venezuelan protests" in Iowa can be delivered to Des Moines, Cedar Rapids, Davenport, Sioux City, Iowa City, Waterloo, Council Bluffs, Ames, West Des Moines, Dubuque, Ankeny, Urbandale, Cedar Falls, Marion, Bettendorf, Marshalltown, Mason City, Clinton, Burlington, Ottumwa, Fort Dodge, Muscatine, Coralville, Johnston, North Liberty, Altoona, Newton, Indianola.
Naturally, the goods by request "2017 Venezuelan protests" in Kansas can be received in such cities as Wichita, Overland Park, Kansas City, Olathe, Topeka, Lawrence, Shawnee, Manhattan, Lenexa, Salina, Hutchinson, Leavenworth, Leawood, Dodge City, Garden City, Junction City, Emporia, Derby, Prairie Village, Hays, Liberal, Gardner, Pittsburg, Newton, Great Bend, McPherson, El Dorado, Ottawa, Winfield, Arkansas City, Andover, Lansing, Merriam, Haysville, Atchison, Parsons, and other cities and towns.
As always, the products related to the term "2017 Venezuelan protests" in Kentucky can be delivered to the following cities: Louisville, Lexington, Bowling Green, Owensboro, Covington, Hopkinsville, Richmond, Florence, Georgetown, Henderson, Elizabethtown, Nicholasville, Jeffersontown, Frankfort, Paducah, Independence, Radcliff, Ashland, Madisonville, Winchester, Erlanger, Murray, St. Matthews, Fort Thomas, Danville, Newport, Shively, Shelbyville, Glasgow, Berea, Bardstown, Shepherdsville, Somerset, Lyndon, Lawrenceburg, Middlesboro, Mayfield, and other cities and towns.
No doubt, the found goods by query "2017 Venezuelan protests" in Louisiana can be received in New Orleans, Baton Rouge, Shreveport, Metairie, Lafayette, Lake Charles, Kenner, Bossier City, Monroe, Alexandria, Houma, Marrero, New Iberia, Laplace, Slidell, Prairieville, Central, Terrytown, Ruston, Sulphur, Harvey, Hammond, Bayou Cane, Shenandoah, Natchitoches, Gretna, Chalmette, Opelousas, Estelle, Zachary...
It goes without saying that any things related with "2017 Venezuelan protests" in Maine can be sent to Portland, Lewiston, Bangor, South Portland, Auburn, Biddeford, Sanford, Saco, Augusta, Westbrook, Waterville, Presque Isle, Brewer, Bath, Caribou, Ellsworth, Old Town, Rockland, Belfast, Gardiner, Calais, Hallowell, Eastport, and other cities.
As you know, any products related with "2017 Venezuelan protests" in Maryland can be purchased if you live in Baltimore, Frederick, Rockville, Gaithersburg, Bowie, Hagerstown, Annapolis, College Park, Salisbury, Laurel, Greenbelt, Cumberland, Westminster, Hyattsville, Takoma Park, Easton, Elkton, Aberdeen, Havre de Grace, Cambridge, New Carrollton, Bel Air.
As always, any products related with "2017 Venezuelan protests" in Massachusetts can be delivered to the following cities: Boston, Worcester, Springfield, Lowell, Cambridge, New Bedford, Brockton, Quincy, Lynn, Fall River, Newton, Lawrence, Somerville, Framingham, Haverhill, Waltham, Malden, Brookline, Plymouth, Medford, Taunton, Chicopee, Weymouth, Revere, Peabody, Methuen, Barnstable, Pittsfield, Attleboro, Arlington, Everett, Salem, Westfield, Leominster, Fitchburg, Billerica, Holyoke, Beverly, Marlborough, Woburn, Amherst, Braintree, Shrewsbury, Chelsea, Dartmouth, Chelmsford, Andover, Natick, Randolph, Watertown...
Naturally, the goods related with "2017 Venezuelan protests" in Michigan can be purchased if you live in Detroit, Grand Rapids, Warren, Sterling Heights, Lansing, Ann Arbor, Flint, Dearborn, Livonia, Clinton, Canton, Westland, Troy, Farmington Hills, Macomb Township, Kalamazoo, Shelby, Wyoming, Southfield, Waterford, Rochester Hills, West Bloomfield, Taylor, Saint Clair Shores, Pontiac, Dearborn Heights, Royal Oak, Novi, Ypsilanti, Battle Creek, Saginaw, Kentwood, East Lansing, Redford, Roseville, Georgetown, Portage, Chesterfield Township, Midland, Bloomfield Charter Township, Oakland County, Saginaw, Commerce, Meridian, Muskegon, Lincoln Park, Grand Blanc, Holland, Orion, Bay City, Independence Charter Township and smaller towns.
Of course, the products by request "2017 Venezuelan protests" in Minnesota can be received in such cities as Minneapolis, Saint Paul, Rochester, Bloomington, Duluth, Brooklyn Park, Plymouth, Maple Grove, Woodbury, St. Cloud, Eagan, Eden Prairie, Coon Rapids, Blaine, Burnsville, Lakeville, Minnetonka, Apple Valley, Edina, St. Louis Park, Moorhead, Mankato, Maplewood, Shakopee, Richfield, Cottage Grove, Roseville, Inver Grove Heights, Andover, Brooklyn Center, Savage, Oakdale, Fridley, Winona, Shoreview, Ramsey, Owatonna, Chanhassen, Prior Lake, White Bear Lake, Chaska, Austin, Elk River, Champlin, Faribault, Rosemount, Crystal, Farmington, Hastings, New Brighton, and other cities.
Usually, the products by request "2017 Venezuelan protests" in Mississippi can be received in such cities as Jackson, Gulfport, Southaven, Hattiesburg, Biloxi, Meridian, Tupelo, Greenville, Olive Branch, Horn Lake, Clinton, Pearl, Ridgeland, Starkville, Columbus, Vicksburg, Pascagoula, Clarksdale, Oxford, Laurel, Gautier, Ocean Springs, Madison, Brandon, Greenwood, Cleveland, Natchez, Long Beach, Corinth, Hernando, Moss Point, McComb, Canton, Carriere, Grenada, Brookhaven, Indianola, Yazoo City, West Point, Picayune, Petal.
And the goods by request "2017 Venezuelan protests" in Missouri can be bought in Kansas City, St. Louis, Springfield, Independence, Columbia, Lee’s Summit, O’Fallon, St. Joseph, St. Charles, Blue Springs, St. Peters, Florissant, Joplin, Chesterfield, Jefferson City, Cape Girardeau, Oakville, Wildwood, University City, Ballwin, Raytown, Liberty, Wentzville, Mehlville, Kirkwood, Maryland Heights, Hazelwood, Gladstone, Grandview, Belton, Webster Groves, Sedalia, Ferguson, Arnold, Affton.
And of course, the goods named "2017 Venezuelan protests" in Montana can be delivered to the following cities: Billings, Missoula, Great Falls, Bozeman, Butte, Helena, Kalispell, Havre, Anaconda, Miles City, Belgrade, Livingston, Laurel, Whitefish, Lewistown, Sidney, and other cities.
No need to say, any things related with "2017 Venezuelan protests" in Nebraska can be received in such cities as Omaha, Lincoln, Bellevue, Grand Island, Kearney, Fremont, Hastings, Norfolk, North Platte, Papillion, Columbus, La Vista, Scottsbluff, South Sioux City, Beatrice, Lexington, and other cities and towns.
And of course, the goods related with "2017 Venezuelan protests" in Nevada can be received in such cities as Las Vegas, Henderson, Reno, North Las Vegas, Sparks, Carson City, Fernley, Elko, Mesquite, Boulder City, Fallon, Winnemucca, West Wendover, Ely, Yerington, Carlin, Lovelock, Wells, Caliente, and other cities.
No doubt, any products related with "2017 Venezuelan protests" in New Hampshire can be received in such cities as Manchester, Nashua, Concord, Derry, Dover, Rochester, Salem, Merrimack, Hudson, Londonderry, Keene, Bedford, Portsmouth, Goffstown, Laconia, Hampton, Milford, Durham, Exeter, Windham, Hooksett, Claremont, Lebanon, Pelham, Somersworth, Hanover, Amherst, Raymond, Conway, Berlin...
As usual, the goods by request "2017 Venezuelan protests" in New Jersey can be shipped to such cities as Newark, Jersey City, Paterson, Elizabeth, Edison, Woodbridge, Lakewood, Toms River, Hamilton, Trenton, Clifton, Camden, Brick, Cherry Hill, Passaic, Middletown, Union City, Old Bridge, Gloucester Township, East Orange, Bayonne, Franklin, North Bergen, Vineland, Union, Piscataway, New Brunswick, Jackson, Wayne, Irvington, Parsippany-Troy Hills, Howell, Perth Amboy, Hoboken, Plainfield, West New York, Washington Township, East Brunswick, Bloomfield, West Orange, Evesham, Bridgewater, South Brunswick, Egg Harbor, Manchester, Hackensack, Sayreville, Mount Laurel, Berkeley, North Brunswick.
Usually, the goods by request "2017 Venezuelan protests" in New Mexico can be received in such cities as Albuquerque, Las Cruces, Rio Rancho, Santa Fe, Roswell, Farmington, South Valley, Clovis, Hobbs, Alamogordo, Carlsbad, Gallup, Deming, Los Lunas, Chaparral, Sunland Park, Las Vegas, Portales, Los Alamos, North Valley, Artesia, Lovington, Silver City, Española, etc.
And of course, the goods named "2017 Venezuelan protests" in New York can be purchased if you live in New York, Buffalo, Rochester, Yonkers, Syracuse, Albany, New Rochelle, Mount Vernon, Schenectady, Utica, White Plains, Troy, Niagara Falls, Binghamton, Rome, Long Beach, Poughkeepsie, North Tonawanda, Jamestown, Ithaca, Elmira, Newburgh, Middletown, Auburn, Watertown, Glen Cove, Saratoga Springs, Kingston, Peekskill, Lockport, Plattsburgh, Cortland, Amsterdam, Oswego, Lackawanna, Cohoes, Rye, Gloversville, Beacon, Batavia, Tonawanda, Glens Falls, Olean, Oneonta, Geneva, Dunkirk, Fulton, Oneida, Corning, Ogdensburg, Canandaigua, Watervliet and smaller towns.
And the products related to the term "2017 Venezuelan protests" in North Carolina can be shipped to Charlotte, Raleigh, Greensboro, Durham, Winston-Salem, Fayetteville, Cary, Wilmington, High Point, Greenville, Asheville, Concord, Gastonia, Jacksonville, Chapel Hill, Rocky Mount, Huntersville, Burlington, Wilson, Kannapolis, Apex, Hickory, Wake Forest, Indian Trail, Mooresville, Goldsboro, Monroe, Salisbury, Holly Springs, Matthews, New Bern, Sanford, Cornelius, Garner, Thomasville, Statesville, Asheboro, Mint Hill, Fuquay-Varina, Morrisville, Kernersville, Lumberton, Kinston, Carrboro, Havelock, Shelby, Clemmons, Lexington, Clayton, Boone.
Of course, the products related to the term "2017 Venezuelan protests" in North Dakota can be delivered to Fargo, Bismarck, Grand Forks, Minot, West Fargo, Williston, Dickinson, Mandan, Jamestown, Wahpeton, Devils Lake, Watford City, Valley City, Grafton, Lincoln, Beulah, Rugby, Stanley, Horace, Casselton, New Town, Hazen, Bottineau, Lisbon, Carrington...
As always, the products related to the term "2017 Venezuelan protests" in Ohio can be received in such cities as Columbus, Cleveland, Cincinnati, Toledo, Akron, Dayton, Parma, Canton, Youngstown, Lorain, Hamilton, Springfield, Kettering, Elyria, Lakewood, Cuyahoga Falls, Euclid, Middletown, Mansfield, Newark, Mentor, Cleveland Heights, Beavercreek, Strongsville, Fairfield, Dublin, Warren, Findlay, Lancaster, Lima, Huber Heights, Marion, Westerville, Reynoldsburg, Grove City, Stow, Delaware, Brunswick, Upper Arlington, Gahanna, Westlake, North Olmsted, Fairborn, Massillon, Mason, North Royalton, Bowling Green, North Ridgeville, Kent, Garfield Heights...
Today any products related with "2017 Venezuelan protests" in Oklahoma can be delivered to Oklahoma City, Tulsa, Norman, Broken Arrow, Lawton, Edmond, Moore, Midwest City, Enid, Stillwater, Muskogee, Bartlesville, Owasso, Shawnee, Yukon, Ardmore, Ponca City, Bixby, Duncan, Del City, Jenks, Sapulpa, Mustang, Sand Springs, Bethany, Altus, Claremore, El Reno, McAlester, Ada, Durant, Tahlequah, Chickasha, Miami, Glenpool, Elk City, Woodward, Okmulgee, Choctaw, Weatherford, Guymon, Guthrie, Warr Acres and smaller towns.
No doubt, any products related with "2017 Venezuelan protests" in Oregon can be delivered to the following cities: Portland, Salem, Eugene, Gresham, Hillsboro, Beaverton, Bend, Medford, Springfield, Corvallis, Albany, Tigard, Lake Oswego, Keizer, Grants Pass, Oregon City, McMinnville, Redmond, Tualatin, West Linn, Woodburn, Forest Grove, Newberg, Wilsonville, Roseburg, Klamath Falls, Ashland, Milwaukie, Sherwood, Happy Valley, Central Point, Canby, Hermiston, Pendleton, Troutdale, Lebanon, Coos Bay, The Dalles, Dallas, St. Helens, La Grande, Cornelius, Gladstone, Ontario, Sandy, Newport, Monmouth...
As you know, the products by request "2017 Venezuelan protests" in Pennsylvania can be delivered to the following cities: Philadelphia, Pittsburgh, Allentown, Erie, Reading, Scranton, Bethlehem, Lancaster, Harrisburg, Altoona, York, Wilkes-Barre, Chester, Williamsport, Easton, Lebanon, Hazleton, New Castle, Johnstown, McKeesport, Hermitage, Greensburg, Pottsville, Sharon, Butler, Washington, Meadville, New Kensington, Coatesville, St. Marys, Lower Burrell, Oil City, Nanticoke, Uniontown, and other cities.
As always, the goods named "2017 Venezuelan protests" in Rhode Island can be shipped to such cities as Providence, Warwick, Cranston, Pawtucket, East Providence, Woonsocket, Coventry, Cumberland, North Providence, South Kingstown, West Warwick, Johnston, North Kingstown, Newport, Bristol, Westerly, Smithfield, Lincoln, Central Falls, Portsmouth, Barrington, Middletown, Burrillville, Narragansett, Tiverton, East Greenwich, North Smithfield, Warren, Scituate, and other cities and towns.
As usual, any products related with "2017 Venezuelan protests" in South Carolina can be delivered to Columbia, Charleston, North Charleston, Mount Pleasant, Rock Hill, Greenville, Summerville, Sumter, Hilton Head Island, Spartanburg, Florence, Goose Creek, Aiken, Myrtle Beach, Anderson, Greer, Mauldin, Greenwood, North Augusta, Easley, Simpsonville, Hanahan, Lexington, Conway, West Columbia, North Myrtle Beach, Clemson, Orangeburg, Cayce, Bluffton, Beaufort, Gaffney, Irmo, Fort Mill, Port Royal, Forest Acres, Newberry...
Naturally, the goods related with "2017 Venezuelan protests" in South Dakota can be sent to Sioux Falls, Rapid City, Aberdeen, Brookings, Watertown, Mitchell, Yankton, Pierre, Huron, Spearfish, Vermillion and smaller towns.
Undoubtedly, any products related with "2017 Venezuelan protests" in Tennessee can be delivered to the following cities: Memphis, Nashville, Knoxville, Chattanooga, Clarksville, Murfreesboro, Franklin, Jackson, Johnson City, Bartlett, Hendersonville, Kingsport, Collierville, Smyrna, Cleveland, Brentwood, Germantown, Columbia, Spring Hill, La Vergne, Gallatin, Cookeville, Mount Juliet, Lebanon, Morristown, Oak Ridge, Maryville, Bristol, Farragut, Shelbyville, East Ridge, Tullahoma, and so on.
As usual, the goods by your query "2017 Venezuelan protests" in Texas can be received in Houston, San Antonio, Dallas, Austin, Fort Worth, El Paso, Arlington, Corpus Christi, Plano, Laredo, Lubbock, Garland, Irving, Amarillo, Grand Prairie, Brownsville, McKinney, Frisco, Pasadena, Mesquite, Killeen, McAllen, Carrollton, Midland, Waco, Denton, Abilene, Odessa, Beaumont, Round Rock, The Woodlands, Richardson, Pearland, College Station, Wichita Falls, Lewisville, Tyler, San Angelo, League City, Allen, Sugar Land, Edinburg, Mission, Longview, Bryan, Pharr, Baytown, Missouri City, Temple, Flower Mound, New Braunfels, North Richland Hills, Conroe, Victoria, Cedar Park, Harlingen, Atascocita, Mansfield, Georgetown, San Marcos, Rowlett, Pflugerville, Port Arthur, Spring, Euless, DeSoto, Grapevine, Galveston and smaller towns.
Undoubtedly, the found goods by query "2017 Venezuelan protests" in Utah can be received in Salt Lake City, West Valley City, Provo, West Jordan, Orem, Sandy, Ogden, St. George, Layton, Taylorsville, South Jordan, Logan, Lehi, Murray, Bountiful, Draper, Riverton, Roy, Spanish Fork, Pleasant Grove, Cottonwood Heights, Tooele, Springville, Cedar City, Midvale. The delivery is also available in Kaysville, Holladay, American Fork, Clearfield, Syracuse, South Salt Lake, Herriman, Eagle Mountain, Clinton, Washington, Payson, Farmington, Brigham City, Saratoga Springs, North Ogden, South Ogden, North Salt Lake, Highland, Centerville, Hurricane, Heber City, West Haven, Lindon, and other cities and towns.
Undoubtedly, any things related with "2017 Venezuelan protests" in Vermont can be shipped to such cities as Burlington, South Burlington, Rutland, Barre, Montpelier, Winooski, St. Albans, Newport, Vergennes, and other cities.
As usual, the products related to the term "2017 Venezuelan protests" in Virginia can be delivered to Virginia Beach, Norfolk, Chesapeake, Richmond, Newport News, Alexandria, Hampton, Roanoke, Portsmouth, Suffolk, Lynchburg, Harrisonburg, Charlottesville, Danville, Manassas, Petersburg, Fredericksburg, Winchester, Salem, Staunton, Fairfax, Hopewell, Waynesboro, Colonial Heights, Radford, Bristol, Manassas Park, Williamsburg, Falls Church, Martinsville, Poquoson, and other cities.
And today the goods named "2017 Venezuelan protests" in Washington can be shipped to such cities as Seattle, Spokane, Tacoma, Vancouver, Bellevue, Kent, Everett, Renton, Federal Way, Yakima, Spokane Valley, Kirkland, Bellingham, Kennewick, Auburn, Pasco, Marysville, Lakewood, Redmond, Shoreline, Richland, Sammamish, Burien, Olympia, Lacey. And also in Edmonds, Puyallup, Bremerton, Lynnwood, Bothell, Longview, Issaquah, Wenatchee, Mount Vernon, University Place, Walla Walla, Pullman, Des Moines, Lake Stevens, SeaTac, Maple Valley, Mercer Island, Bainbridge Island, Oak Harbor, Kenmore, Moses Lake, Camas, Mukilteo, Mountlake Terrace, Tukwila.
It goes without saying that the goods related with "2017 Venezuelan protests" in West Virginia can be delivered to Charleston, Huntington, Morgantown, Parkersburg, Wheeling, Weirton, Fairmont, Martinsburg, Beckley, Clarksburg, South Charleston, St. Albans, Vienna, Bluefield, and other cities and towns.
Of course, any products related with "2017 Venezuelan protests" in Wisconsin can be shipped to such cities as Milwaukee, Madison, Green Bay, Kenosha, Racine, Appleton, Waukesha, Oshkosh, Eau Claire, Janesville, West Allis, La Crosse, Sheboygan, Wauwatosa, Fond du Lac, New Berlin, Wausau. And, of course, Brookfield, Beloit, Greenfield, Franklin, Oak Creek, Manitowoc, West Bend, Sun Prairie, Superior, Stevens Point, Neenah, Fitchburg, Muskego, Watertown, De Pere, Mequon, South Milwaukee, Marshfield, and other cities.
No doubt, the found goods by query "2017 Venezuelan protests" in Wyoming can be received in such cities as Cheyenne, Casper, Laramie, Gillette, Rock Springs, Sheridan, Green River, Evanston, Riverton, Jackson, Cody, Rawlins, Lander, Torrington, Powell, Douglas, Worland, and other cities.
Canada Delivery, Shipping to Canada
No doubt, the goods related with "2017 Venezuelan protests" in Canada can be shipped to such cities as Toronto, Montreal, Calgary, Ottawa, Edmonton, Mississauga, Winnipeg, Vancouver, Brampton, Hamilton, Quebec City, Surrey, Laval, Halifax, London, Markham, Vaughan, Gatineau, Longueuil, Burnaby, Saskatoon, Kitchener, Windsor, Regina, Richmond, Richmond Hill.
As well as in Oakville, Burlington, Greater Sudbury, Sherbrooke, Oshawa, Saguenay, Lévis, Barrie, Abbotsford, St. Catharines, Trois-Rivières, Cambridge, Coquitlam, Kingston, Whitby, Guelph, Kelowna, Saanich, Ajax, Thunder Bay, Terrebonne, St. John's, Langley, Chatham-Kent, Delta.
You can also buy these goods in Waterloo, Cape Breton, Brantford, Strathcona County, Saint-Jean-sur-Richelieu, Red Deer, Pickering, Kamloops, Clarington, North Vancouver, Milton, Nanaimo, Lethbridge, Niagara Falls, Repentigny, Victoria, Newmarket, Brossard, Peterborough, Chilliwack, Maple Ridge, Sault Ste. Marie, Kawartha Lakes, Sarnia, Prince George.
It is also available for the people living in Drummondville, Saint John, Moncton, Saint-Jérôme, New Westminster, Wood Buffalo, Granby, Norfolk County, St. Albert, Medicine Hat, Caledon, Halton Hills, Port Coquitlam, Fredericton, Grande Prairie, North Bay, Blainville, Saint-Hyacinthe, Aurora, Welland, Shawinigan, Dollard-des-Ormeaux, Belleville, North Vancouver, and other cities and towns.
Basically, the goods by your query "2017 Venezuelan protests" can be shipped to any place in Canada, including Ontario, Quebec, British Columbia, Alberta, Manitoba, Saskatchewan, Nova Scotia, New Brunswick, Newfoundland and Labrador, and Prince Edward Island.
UK Delivery, Shipping to the United Kingdom
As usual, any products related with "2017 Venezuelan protests" in the United Kingdom can be sent to London, Birmingham, Leeds, Glasgow, Sheffield, Bradford, Edinburgh, Liverpool, Manchester, Bristol, Wakefield, Cardiff, Coventry, Nottingham, Leicester, Sunderland, Belfast, Newcastle upon Tyne, Brighton, Hull, Plymouth, Stoke-on-Trent.
The shipping is also available in Wolverhampton, Derby, Swansea, Southampton, Salford, Aberdeen, Westminster, Portsmouth, York, Peterborough, Dundee, Lancaster, Oxford, Newport, Preston, St Albans, Norwich, Chester, Cambridge, Salisbury, Exeter, Gloucester. The delivery is also available in Lisburn, Chichester, Winchester, Londonderry, Carlisle, Worcester, Bath, Durham, Lincoln, Hereford, Armagh, Inverness, Stirling, Canterbury, Lichfield, Newry, Ripon, Bangor, Truro, Ely, Wells, St. Davids.
Generally, the goods by request "2017 Venezuelan protests" can be shipped to any place in the UK, including England, Scotland, Wales, and Northern Ireland.
Ireland Delivery, Shipping to Ireland
And today the goods by your query "2017 Venezuelan protests" in Ireland can be delivered to Dublin, Cork, Limerick, Galway, Waterford, Drogheda, Dundalk, Swords, Bray, Navan, Ennis, Kilkenny, Tralee, Carlow, Newbridge, Naas, Athlone, Portlaoise, Mullingar, Wexford, Balbriggan, Letterkenny, Celbridge, Sligo. The shipping is also available in Clonmel, Greystones, Malahide, Leixlip, Carrigaline, Tullamore, Killarney, Arklow, Maynooth, Cobh, Castlebar, Midleton, Mallow, Ashbourne, Ballina, Laytown-Bettystown-Mornington, Enniscorthy, Wicklow, Tramore, Cavan.
In fact, the products by request "2017 Venezuelan protests" can be shipped to any place in Ireland, including Leinster, Ulster, Munster, and Connacht.
Australia Delivery, Shipping to Australia
Usually, the products by request "2017 Venezuelan protests" in Australia can be delivered to the following cities: Sydney, Melbourne, Brisbane, Perth, Adelaide, Gold Coast, Tweed Heads, Newcastle, Maitland, Canberra, Queanbeyan, Sunshine Coast, Wollongong, Hobart, Geelong, Townsville, Cairns, Darwin, Toowoomba, Ballarat, Bendigo, Albury, Wodonga, Launceston, Mackay.
The shipping is also available in Rockhampton, Bunbury, Bundaberg, Coffs Harbour, Wagga Wagga, Hervey Bay, Mildura, Wentworth, Shepparton, Mooroopna, Gladstone, Tannum Sands, Port Macquarie, Tamworth, Traralgon, Morwell, Orange, Geraldton, Bowral, Mittagong, Dubbo, Busselton, Bathurst, Nowra, Bomaderry, Warrnambool, Albany, Warragul, Drouin, Kalgoorlie, Boulder, Devonport, and so on.
In other words, the goods related with "2017 Venezuelan protests" can be shipped to any place in Australia, including New South Wales, Victoria, Queensland, Western Australia, South Australia, Tasmania, Australian Capital Territory, and Northern Territory.
New Zealand Delivery, Shipping to New Zealand
Of course, the goods by request "2017 Venezuelan protests" in New Zealand can be received in Auckland, Wellington, Christchurch, Hamilton, Tauranga, Napier-Hastings, Dunedin, Lower Hutt, Palmerston North, Nelson, Rotorua, New Plymouth, Whangarei, Invercargill, Whanganui, Gisborne, Porirua, Invercargill, Nelson, Upper Hutt, Gisborne, Blenheim, Pukekohe, Timaru, Taupo.
In fact, the goods named "2017 Venezuelan protests" can be shipped to any place in New Zealand, including North Island, South Island, Waiheke Island, and smaller islands.
And todaythe products related to the termcan be shipped to such cities asAs well as in, and so on.
In other words,
Abkhazia: Gagra, Gudauta, Lake Ritsa, New Athos, Ochamchire, Pitsunda, Sukhumi, Tsandryphsh, etc.
Afghanistan: Herat, Jalalabad, Kabul, Kandahar, Kunduz, Mazar-i-Sharif, Taloqan, etc.
Albania: Berat, Butrint, Dhërmi, Durrës, Gjirokastër, Himarë, Korçë, Pogradec, Qeparo, Sarandë, Shkodër, Tirana, Velipojë, Vlorë, etc.
Algeria: Algiers, Oran, etc.
American Virgin Islands: Charlotte Amalie, etc.
Andorra: Andorra la Vella, Arinsal, El Pas de la Casa, Encamp, Grandvalira, Ordino, Pal, Soldeu, Vallnord, etc.
Angola: Benguela, Luanda, etc.
Anguilla: The Valley, West End, etc.
Antigua and Barbuda: Saint John’s, etc.
Argentina: Buenos Aires, Colón, Córdoba, El Calafate, La Plata, Los Glaciares, Mar del Plata, Mendoza, Pinamar, Puerto Iguazú, Puerto Madryn, Rosario, Salta, San Carlos de Bariloche, San Martín de los Andes, San Miguel de Tucumán, San Rafael, Tandil, Tierra del Fuego, Ushuaia, Villa Carlos Paz, Villa Gesell, Villa La Angostura, Villa de Merlo, etc.
Armenia: Dilijan, Etchmiadzin, Goris, Gyumri, Jermuk, Sevan, Stepanavan, Tsaghkadzor, Vagharshapat, Vanadzor, Yeghegnadzor, Yerevan, etc.
Aruba: Oranjestad, etc.
Australia: Adelaide, Brisbane, Byron Bay, Cairns, Canberra, Darwin, Gold Coast, Great Barrier Reef, Hobart, Melbourne, Perth, Sydney, Tasmania, etc.
Austria: Abtenau, Alpbach, Austrian Alps, Bad Gastein, Bad Hofgastein, Bad Kleinkirchheim, Dürnstein, Flachau, Fugen, Graz, Innsbruck, Ischgl, Kaprun, Kitzbühel, Klagenfurt, Kufstein, Lech, Leogang, Lienz, Linz, Maria Alm, Mayrhofen, Neustift im Stubaital, Obergurgl, Saalbach-Hinterglemm, Saalfelden, Salzburg, Schladming, Seefeld, Serfaus, St. Anton, St. Johann im Pongau, Sölden, Tux, Tyrol, Vienna, Villach, Wachau, Wagrain, Zell am See, etc.
Azerbaijan: Baku, Ganja, Lankaran, Quba, Qusar, Shahdag, Sheki, Stepanakert, etc.
Bahamas: Andros, Eleuthera, Exuma, Freeport, Grand Bahama, Nassau, New Providence, Paradise Island, etc.
Bahrain: Manama, etc.
Bangladesh: Chittagong, Cox's Bazar, Dhaka, Khulna, Narayanganj, Rajshahi, Sylhet, etc.
Barbados: Bridgetown, etc.
Belarus: Babruysk, Białowieża Forest, Brest Belarus, Gomel, Grodno, Lahoysk, Maladzyechna, Minsk, Mogilev, Nesvizh, Pinsk, Silichi, Vitebsk, etc.
Belgium: Antwerp, Ardennes, Blankenberge, Bouillon, Bruges, Brussels, Charleroi, De Haan, De Panne, Durbuy, Flanders, Ghent, Hasselt, Kortrijk, Leuven, Liège, Namur, Nieuwpoort, Ostend, Spa, Ypres, Zeebrugge, etc.
Belize: Ambergris Caye, Belize City, Caye Caulker, Placencia, San Pedro, etc.
Benin: Cotonou, etc.
Bermuda: Hamilton, etc.
Bhutan: Paro, Thimphu, etc.
Bolivia: Cochabamba, El Alto, La Paz, Oruro, Quillacollo, Santa Cruz de la Sierra, Sucre, Uyuni, etc.
Bosnia and Herzegovina: Banja Luka, Bihać, Jahorina, Medjugorje, Mostar, Neum, Sarajevo, Travnik, Trebinje, etc.
Botswana: Gaborone, Maun, etc.
Brazil: Amazon River, Amazonia, Angra dos Reis, Arraial do Cabo, Atlantic Forest, Balneário Camboriú, Belo Horizonte, Belém, Bombinhas, Brasília, Búzios, Cabo Frio, Camaçari, Campinas, Campos do Jordão, Caraguatatuba, Copacabana, Costa do Sauípe, Curitiba, Duque de Caxias, Fernando de Noronha, Florianópolis, Fortaleza, Foz do Iguaçu, Goiânia, Gramado, Guarujá, Guarulhos, Iguazu Falls, Ilha Grande, Ilhabela, Ilhéus, Ipanema, Itacaré, Maceió, Manaus, Morro de São Paulo, Natal, Niterói, Osasco, Ouro Preto, Paraty, Petrópolis, Porto Alegre, Porto Seguro, Praia do Forte, Recife, Ribeirão Preto, Rio de Janeiro, Salvador, Santos, São Gonçalo, São José dos Campos, São Luís, São Paulo, São Sebastião, Trancoso, Ubatuba, Vila do Abraão, etc.
British Virgin Islands: Tortola, etc.
Brunei: Bandar Seri Begawan, etc.
Bulgaria: Albena, Apriltsi, Arbanasi, Balchik, Bansko, Blagoevgrad, Borovets, Burgas, Byala, Chepelare, Chernomorets, Dobrinishte, Gabrovo, Golden Sands, Hisarya, Kavarna, Kazanlak, Kiten, Koprivshtitsa, Kranevo, Lovech, Lozenets, Nesebar, Obzor, Pamporovo, Pazardzhik, Pirin, Pleven, Plovdiv, Pomorie, Primorsko, Ravda, Razlog, Rila, Ruse, Saints Constantine and Helena, Samokov, Sandanski, Sapareva Banya, Shumen, Smolyan, Sofia, Sozopol, Stara Zagora, Sunny Beach, Sveti Vlas, Tryavna, Tsarevo, Varna, Veliko Tarnovo, Velingrad, etc.
Burkina Faso: Bobo-Dioulasso, Ouagadougou, etc.
Burundi: Bujumbura, etc.
Cambodia: Angkor, Battambang, Kampot, Kep, Phnom Penh, Siem Reap, Sihanoukville, etc.
Cameroon: Bafoussam, Bamenda, Douala, Garoua, Kribi, Limbe, Maroua, Yaoundé, etc.
Canada: Alberta, Banff, Brampton, British Columbia, Burnaby, Calgary, Charlottetown, Edmonton, Fort McMurray, Gatineau, Halifax, Hamilton, Jasper, Kamloops, Kelowna, Kingston, Kitchener, Laval, London, Longueuil, Manitoba, Markham, Mississauga, Moncton, Mont-Tremblant, Montreal, Nanaimo, New Brunswick, Niagara Falls, Niagara on the Lake, Nova Scotia, Ontario, Ottawa, Prince Edward Island, Quebec, Regina, Richmond, Saskatchewan, Saskatoon, Surrey, Toronto, Vancouver, Vaughan, Victoria, Whistler, Whitehorse, Windsor, Winnipeg, Yukon, etc.
Cape Verde: Boa Vista Cape Verde, Sal, etc.
Caribbean Netherlands:, etc.
Cayman Islands: George Town, Grand Cayman, West Bay, etc.
Chad: N'Djamena, etc.
Chile: Antofagasta, Arica, Atacama, Coquimbo, Easter Island, Hanga Roa, Iquique, La Serena, Patagonia, Pucón, Puerto Montt, Puerto Natales, Puerto Varas, Punta Arenas, San Pedro de Atacama, Santiago, Torres del Paine, Valdivia, Valparaíso, Villarrica, Viña del Mar, etc.
China: Anshun, Baishan, Baoding, Baoshan, Baotou, Beijing, Binzhou, Changchun, Changsha, Changzhi, Chengdu, Chongqing, Dali, Dalian, Datong, Dengfeng, Diqing, Dongguan, Emeishan, Foshan, Great Wall of China, Guangdong, Guangzhou, Guilin, Guiyang, Hainan, Hangzhou, Harbin, Honghe, Huashan, Huizhou, Jiangmen, Jiangxi, Jiaxing, Jilin, Jinan, Jincheng, Jingdezhen, Jinzhong, Jiujiang, Jiuzhaigou, Kunming, Langfang, Lanzhou, Laoshan, Leshan, Lhasa, Lianyungang, Lijiang, Linfen, Linyi, Luoyang, Lushan, Lüliang, Mianyang, Nanchang, Nanchong, Nanjing, Nantong, Ngawa, Ningbo, Qiandongnan, Qingdao, Qingyuan, Qinhuangdao, Qufu, Qujing, Rizhao, Sanya, Shanghai, Shangri-La, Shantou, Shanxi, Shaoguan, Shaolin, Shaoxing, Shenyang, Shenzhen, Shigatse, Shijiazhuang, Sichuan, Suzhou, Tai'an, Taiyuan, Taizhou Jiangsu, Tangshan, Tianjin, Tibet, Weifang, Weihai, Wuhan, Wulingyuan, Wutai, Wuxi, Xi'an, Xiamen, Xinzhou, Xishuangbanna, Ya'an, Yanbian, Yangtze, Yangzhou, Yantai, Yellow River, Yibin, Yinchuan, Yiwu, Yuncheng, Yunnan, Zhangjiajie, Zhanjiang, Zhejiang, Zhengzhou, Zhongshan, Zhongwei, Zhoushan, Zhuhai, Zunyi, etc.
Colombia: Barranquilla, Bogotá, Bucaramanga, Cali, Cartagena, Medellín, Pereira, San Andrés, Santa Marta, Villa de Leyva, Villavicencio, etc.
Comoros: Moroni, etc.
Costa Rica: Alajuela, Jacó, La Fortuna, Manuel Antonio, Monteverde, Puerto Viejo de Talamanca, Puntarenas, Quepos, San José, Santa Teresa, Tamarindo, Tortuguero, etc.
Croatia: Baška Voda, Baška, Bibinje, Biograd na Moru, Bol, Brač, Brela, Cavtat, Cres, Dalmatia, Fažana, Hvar, Istria, Ičići, Korčula, Krk, Lopud, Lovran, Lošinj, Makarska, Mali Lošinj, Malinska, Medulin, Mlini, Nin, Novi Vinodolski, Novigrad, Omiš, Opatija, Orebić, Pag, Podstrana, Poreč, Pula, Rab, Rabac, Rijeka, Rovinj, Split, Stari Grad, Sukošan, Supetar, Trogir, Tučepi, Umag, Vrsar, Zadar, Zagreb, Čiovo, Šibenik, etc.
Cuba: Baracoa, Camagüey, Cayo Coco, Cayo Largo, Cayo Santa María, Cienfuegos, Guantánamo, Havana, Holguín, Pinar del Río, Remedios Cuba, Sancti Spíritus, Santa Clara Cuba, Santiago de Cuba, Trinidad, Varadero, Viñales, etc.
Curaçao: Sint Michiel, Westpunt, Willemstad, etc.
Cyprus: Ayia Napa, Coral Bay Cyprus, Famagusta, Kouklia, Kyrenia, Larnaca, Limassol, Nicosia, Paphos, Paralimni, Peyia, Pissouri, Polis, Protaras, etc.
Czech Republic: Bohemia, Brno, Děčín, Frymburk, Frýdek-Místek, Harrachov, Hradec Králové, Jihlava, Karlovy Vary, Kladno, Krkonoše, Kutná Hora, Liberec, Marienbad, Mikulov, Mladá Boleslav, Mělník, Olomouc, Ostrava, Pardubice, Plzeň, Poděbrady, Prague, Teplice, Třeboň, Zlín, Znojmo, Ústí nad Labem, České Budějovice, Český Krumlov, Špindlerův Mlýn, etc.
Democratic Republic of the Congo: Kinshasa, etc.
Denmark: Aalborg, Aarhus, Billund, Copenhagen, Ebeltoft, Esbjerg, Frederikshavn, Greenland, Helsingør, Herning, Hirtshals, Hjørring, Holstebro, Jutland, Odense, Silkeborg, Skagen, Skive, Sønderborg, Vejle, Viborg, etc.
Djibouti: Djibouti City, etc.
Dominican Republic: Boca Chica, Bávaro, Cabarete, La Romana, Las Terrenas, Puerto Plata, Punta Cana, Santiago de los Caballeros, Santo Domingo, Sosúa, etc.
East Timor: Dili, etc.
Ecuador: Baños, Cuenca, Galápagos Islands, Guayaquil, Manta, Otavalo, Puerto Ayora, Puerto López, Quito, Salinas, etc.
Egypt: Abu Simbel, Al Qusair, Alexandria, Aswan, Cairo, Dahab, El Alamein, El Gouna, El Hadaba, Faiyum, Giza, Hurghada, Luxor, Marsa Alam, Mersa Matruh, Naama Bay, Nabq Bay, Nile, Nuweiba, Port Said, Red Sea, Safaga, Sahl Hasheesh, Scharm asch-Schaich, Sharks Bay, Sinai, Suez, Taba, Valley of the Kings, etc.
El Salvador: La Libertad, San Salvador, etc.
Equatorial Guinea: Malabo, etc.
Eritrea: Asmara, etc.
Estonia: Haapsalu, Kuressaare, Narva, Pärnu, Saaremaa, Tallinn, Tartu, etc.
Ethiopia: Addis Ababa, Bahir Dar, Gondar, etc.
Falkland Islands: Stanley, etc.
Faroe Islands: Sørvágur, Tórshavn, etc.
Fiji: Nadi, Suva, Viti Levu Island, etc.
Finland: Espoo, Helsinki, Imatra, Joensuu, Jyväskylä, Jämsä, Kotka, Kuopio, Kuusamo, Lahti, Lapland, Lappeenranta, Levi, Mariehamn, Mikkeli, Moomin World, Naantali, Nilsiä, Oulu, Pori, Porvoo, Pyhätunturi, Rovaniemi, Rukatunturi, Saariselkä, Saimaa, Tampere, Turku, Vaasa, Vantaa, Vuokatti, Åland Islands, etc.
France: Aix-en-Provence, Ajaccio, Alsace, Annecy, Antibes, Aquitaine, Arles, Avignon, Avoriaz, Bayonne, Beaune, Besançon, Biarritz, Bonifacio, Bordeaux, Briançon, Brittany, Burgundy, Cabourg, Cagnes-sur-Mer, Calais, Calvi, Canet-en-Roussillon, Cannes, Carcassonne, Cassis, Cavalaire-sur-Mer, Chambéry, Chamonix, Colmar, Corsica, Courchevel, Deauville, Dijon, Dunkirk, French Alps, French Riviera, Fréjus, Grenoble, Grimaud, Honfleur, Hyères, La Ciotat, La Plagne, La Rochelle, Le Grau-du-Roi, Le Havre, Le Lavandou, Les Arcs, Les Gets, Les Issambres, Les Menuires, Lille, Limoges, Lourdes, Lyon, Mandelieu-la-Napoule, Marseille, Megève, Menton, Montpellier, Morzine, Méribel, Nantes, Narbonne, Nice, Nord-Pas-de-Calais, Normandy, Nîmes, Paradiski, Paris, Pas-de-Calais, Perpignan, Portes du Soleil, Porto-Vecchio, Provence, Périgueux, Reims, Rhône-Alpes, Rouen, Saint-Gervais-les-Bains, Saint-Malo, Saint-Martin-de-Belleville, Saint-Raphaël, Saint-Rémy-de-Provence, Saint-Tropez, Sainte-Maxime, Saintes-Maries-de-la-Mer, Strasbourg, The Three Valleys, Tignes, Toulon, Toulouse, Trouville-sur-Mer, Val Thorens, Val-d'Isère, Versailles, Étretat, Île-de-France, etc.
French Guiana: Cayenne, Kourou, etc.
French Polynesia: Bora Bora, Mo'orea, Papeete, Tahiti, etc.
Gabon: Libreville, etc.
Gambia: Banjul, Serekunda, etc.
Georgia: Bakuriani, Batumi, Borjomi, Gori, Gudauri, Kobuleti, Kutaisi, Mestia, Mtskheta, Poti, Sighnaghi, Stepantsminda, Tbilisi, Telavi, Zugdidi, etc.
Germany: Aachen, Augsburg, Bad Birnbach, Bad Driburg, Bad Ems, Bad Füssing, Bad Godesberg, Bad Harzburg, Bad Homburg, Bad Kissingen, Bad Kreuznach, Bad Mergentheim, Bad Neuenahr-Ahrweiler, Bad Reichenhall, Bad Salzuflen, Bad Schandau, Baden-Baden, Baden-Württemberg, Bamberg, Bavaria, Berchtesgaden, Bergen auf Rügen, Berlin, Bernkastel-Kues, Bielefeld, Binz, Bochum, Bonn, Bottrop, Brandenburg, Braunlage, Braunschweig, Bremen, Bremerhaven, Brilon, Chemnitz, Cochem, Cologne, Cuxhaven, Dortmund, Dresden, Duisburg, Düsseldorf, Eisenach, Erfurt, Erlangen, Essen, Europa-Park, Flensburg, Frankfurt, Freiburg, Friedrichshafen, Fürth, Füssen, Garmisch-Partenkirchen, Gelsenkirchen, Glowe, Goslar, Görlitz, Göttingen, Hamburg, Hanover, Heidelberg, Heiligendamm, Heligoland, Hesse, Ingolstadt, Inzell, Karlsruhe, Kiel, Koblenz, Krefeld, Lake Constance, Leipzig, Lindau, Lower Saxony, Lübeck, Magdeburg, Mainz, Mannheim, Marburg, Mecklenburg-Vorpommern, Medebach, Monschau, Munich, Mönchengladbach, Mülheim an der Ruhr, Münster, Neuschwanstein Castle, Neuss, Norddeich, Norden, Norderney, North Rhine-Westphalia, Nuremberg, Oberhausen, Oberstdorf, Oldenburg, Olsberg, Osnabrück, Paderborn, Potsdam, Putbus, Quedlinburg, Rathen, Regensburg, Rhineland-Palatinate, Rostock, Rothenburg ob der Tauber, Ruhpolding, Rust, Rügen, Saarbrücken, Saarland, Sassnitz, Saxony, Saxony-Anhalt, Schleswig-Holstein, Schmallenberg, Schwerin, Schönau am Königsee, Sindelfingen, Solingen, Speyer, Stralsund, Stuttgart, Sylt, Thuringia, Travemünde, Trier, Ulm, Warnemünde, Weimar, Wernigerode, Westerland, Wiesbaden, Winterberg, Wolfsburg, Wuppertal, Würzburg, Xanten, Zingst, etc.
Ghana: Accra, Kumasi, etc.
Greece: Acharavi, Aegina, Afantou, Afytos, Agios Gordios, Andros, Arkadia, Athens, Cephalonia, Chania, Chaniotis, Chios, Corfu, Corinth, Crete, Cyclades, Dassia, Delphi, Dodecanese, Faliraki, Halkidiki, Heraklion, Hersonissos, Hydra, Ialysos, Ionian Islands, Kalamata, Kalavryta, Kalymnos, Kardamaina, Karpathos, Kassandra, Kastoria, Katerini, Kavos, Kefalos, Kokkari, Kos, Kriopigi, Laganas, Lefkada, Lemnos, Lesbos, Lindos, Loutraki, Marathokampos, Meteora, Mithymna, Monemvasia, Mount Athos, Mykonos, Mytilene, Nafplio, Naxos, Neos Marmaras, Paleokastritsa, Parga, Patmos, Patras, Pefkochori, Pefkos, Peloponnese, Polychrono, Poros, Pythagoreio, Rethymno, Rhodes, Samos, Samothrace, Santorini, Sidari, Sithonia, Sparta, Spetses, Sporades, Syros, Thasos, Thessaloniki, Tingaki, Zakynthos, etc.
Guadeloupe: Saint-François, etc.
Guam: Tamuning, Tumon, etc.
Guatemala: Antigua Guatemala, etc.
Guinea: Conakry, etc.
Guinea-Bissau: Bissau, etc.
Guyana: Georgetown, etc.
Haiti: Cap-Haitien, Port-au-Prince, etc.
Honduras: Roatán, Tegucigalpa, etc.
Hong Kong: Causeway Bay, Hong Kong Island, Kowloon, Mong Kok, New Territories, Repulse Bay, Tsim Sha Tsui, Wan Chai, etc.
Hungary: Balatonfüred, Budapest, Eger, Gyula, Hajdúszoboszló, Hévíz, Keszthely, Lake Balaton, Pécs, Siófok, Szeged, Székesfehérvár, Zalakaros, etc.
Iceland: Akureyri, Blue Lagoon, Borgarnes, Egilsstaðir, Garðabær, Hafnarfjörður, Hveragerði, Höfn, Keflavík, Kópavogur, Reykjavik, Selfoss, Vík í Mýrdal, Ísafjörður, etc.
India: Agra, Ahmedabad, Ajmer, Allahabad, Amritsar, Andhra Pradesh, Assam, Aurangabad, Ayodhya, Bangalore, Bhopal, Bikaner, Chandigarh, Chennai, Chhattisgarh, Darjeeling, Dehradun, Delhi, Dharamshala, Fatehpur Sikri, Gangtok, Goa, Gujarat, Gurgaon, Guwahati, Gwalior, Haridwar, Himachal Pradesh, Howrah, Hyderabad, Indore, Jabalpur, Jaipur, Jaisalmer, Jalandhar, Jammu and Kashmir, Jammu, Jodhpur, Kanpur, Karnataka, Katra, Kerala, Khajuraho, Kochi, Kolhapur, Kolkata, Ladakh, Leh, Lucknow, Ludhiana, Madhya Pradesh, Madikeri, Madurai, Maharashtra, Manali, Mangalore, Manipur, Mathura, Mount Abu, Mumbai, Munnar, Mussoorie, Mysore, Nagpur, Nainital, Nashik, Navi Mumbai, New Delhi, Noida, Ooty, Pachmarhi, Pahalgam, Palakkad, Pune, Punjab, Pushkar, Raipur, Rajasthan, Ramnagar, Rishikesh, Sawai Madhopur, Shimla, Sikkim, Siliguri, Srinagar, Tamil Nadu, Thane, Thiruvananthapuram, Tirupati, Udaipur, Ujjain, Uttar Pradesh, Uttarakhand, Varanasi, Varkala, Vijayawada, Visakhapatnam, West Bengal, etc.
Indonesia: Bali, Balikpapan, Bandung, Batu, Bintan, Bogor, Borobudur, Denpasar, Jakarta, Java, Jimbaran, Kalimantan, Kuta, Lombok, Makassar, Malang, Mataram, Medan, Nusa Dua, Padang, Palembang, Pekanbaru, Sanur, Semarang, Seminyak, Sumatra, Surabaya, Surakarta, Ubud, Yogyakarta, etc.
Iran: Isfahan, Mashhad, Shiraz, Tehran, etc.
Iraq: Baghdad, Basra, Duhok, Erbil, Karbala, Sulaymaniyah, etc.
Ireland: Achill Island, Bray, Bundoran, Carlow, Clifden, Connemara, Cork, Dingle, Donegal, Doolin, Drogheda, Dublin, Dundalk, Ennis, Galway, Glendalough, Kenmare, Kilkenny, Killarney, Letterkenny, Limerick, Navan, Shannon, Swords, Tralee, Waterford, Westport, etc.
Isle of Man: Douglas, etc.
Israel: Acre, Amirim, Arad, Ashdod, Ashkelon, Bat Yam, Beersheba, Caesarea, Dead Sea, Eilat, Ein Bokek, Galilee, Golan Heights, Gush Dan, Haifa, Hermon, Herzliya, Jaffa, Jerusalem, Katzrin, Metula, Mitzpe Ramon, Nahariya, Nazareth, Netanya, Petah Tikva, Ramat Gan, Ramot, Rishon LeZion, Rosh Pinna, Safed, Sea of Galilee, Tel Aviv, Tiberias, Zikhron Ya'akov, etc.
Italy: Abano Terme, Abruzzo, Agrigento, Alassio, Alberobello, Alghero, Amalfi Coast, Aosta Valley, Apulia, Arezzo, Arona, Arzachena, Asciano, Ascoli Piceno, Assisi, Asti, Bardolino, Bari, Basilicata, Baveno, Bellagio, Bellaria-Igea Marina, Benevento, Bergamo, Bologna, Bolzano, Bordighera, Bormio, Bracciano, Brescia, Breuil-Cervinia, Brindisi, Cagliari, Calabria, Campania, Canazei, Caorle, Capri, Carrara, Castelnuovo Berardenga, Castiglion Fiorentino, Castiglione d'Orcia, Castiglione del Lago, Castiglione della Pescaia, Catania, Cefalù, Cervia, Cesenatico, Chianciano Terme, Chieti, Chioggia, Cinque Terre, Città della Pieve, Civitavecchia, Cortina d'Ampezzo, Cortona, Costa Smeralda, Courmayeur, Desenzano del Garda, Dolomites, Elba, Emilia-Romagna, Ercolano, Fabriano, Fasano, Fassa Valley, Ferrara, Finale Ligure, Fiumicino, Florence, Forte dei Marmi, Gaeta, Gallipoli, Genoa, Golfo Aranci, Greve in Chianti, Grosseto, Gubbio, Herculaneum, Imperia, Ischia, Italian Alps, Jesolo, L'Aquila, La Spezia, Lake Como, Lake Garda, Lake Maggiore, Lampedusa, Lazio, Lazise, Lecco, Lerici, Lido di Jesolo, Lignano Sabbiadoro, Liguria, Livigno, Livorno, Lombardy, Lucca, Madonna di Campiglio, Malcesine, Manarola, Mantua, Maratea, Massa, Matera, Menaggio, Merano, Messina, Mestre, Milan, Milazzo, Monopoli, Montalcino, Montecatini Terme, Montepulciano, Monterosso al Mare, Monza, Naples, Nardò, Novara, Olbia, Ortisei, Ostuni, Otranto, Padua, Palermo, Parma, Perugia, Pescara, Peschici, Peschiera del Garda, Piacenza, Piedmont, Pienza, Pisa, Pistoia, Pitigliano, Polignano a Mare, Pompeii, Pordenone, Porto Cervo, Porto Cesareo, Portoferraio, Portofino, Positano, Prato, Ragusa, Rapallo, Rapolano Terme, Ravenna, Riccione, Rimini, Riomaggiore, Riva del Garda, Rome, Salerno, San Casciano dei Bagni, San Gimignano, Sanremo, Sardinia, Savona, Sestriere, Sicily, Siena, Sinalunga, Siracusa, Sirmione, Sorrento, Sottomarina, Sperlonga, Stresa, Sëlva, Taormina, Taranto, Terracina, Tivoli, Torrita di Siena, Trani, Trapani, Trentino-Alto Adige, Trento, Treviso, Trieste, Tropea, Turin, Tuscany, Umbria, Urbino, Val Gardena, Veneto, Venice, Ventimiglia, Verbania, Vernazza, Verona, Vesuvius, Viareggio, Vicenza, Vieste, Viterbo, etc.
Ivory Coast: Abidjan, Assinie-Mafia, Bouaké, San-Pédro, Yamoussoukro, etc.
Jamaica: Kingston, Montego Bay, Negril, Ocho Rios, Port Antonio, Runaway Bay, etc.
Japan: Atami, Chiba, Fujisawa, Fukuoka, Furano, Hakodate, Hakone, Hakuba, Hamamatsu, Hiroshima, Hokkaido, Ishigaki, Itō, Kagoshima, Kanagawa, Kanazawa, Karuizawa, Kawasaki, Kitakyushu, Kobe, Kutchan, Kyoto, Lake Suwa, Matsumoto, Miyakojima, Nagasaki, Nagoya, Naha, Nanjō, Nikkō, Okinawa, Onna, Osaka, Sapporo, Sendai, Shizuoka, Takayama, Tokyo, Yokohama, etc.
Jordan: Amman, Aqaba, Irbid, Jerash, Madaba, Petra, Sweimeh, Wadi Musa, Wadi Rum, Zarqa, etc.
Kazakhstan: Aktau, Aktobe, Almaty, Astana, Atyrau, Burabay, Karagandy, Kokshetau, Kostanay, Lake Balkhash, Oskemen, Pavlodar, Semey, Shymbulak, Shymkent, Taraz, etc.
Kenya: Kisumu, Lake Victoria, Masai Mara, Mombasa, Nairobi, Ukunda, etc.
Kiribati: South Tarawa, etc.
Kongo: Brazzaville, Pointe-Noire, etc.
Kosovo: Pristina, Prizren, etc.
Kuwait: Hawally, Kuwait City, Salmiya, etc.
Kyrgyzstan: Bishkek, Bosteri, Cholpon-Ata, Issyk Kul, Karakol, Osh, etc.
Laos: Luang Prabang, Vang Vieng, Vientiane, etc.
Latvia: Cēsis, Daugavpils, Jelgava, Jūrmala, Liepāja, Riga, Rēzekne, Sigulda, Ventspils, etc.
Lebanon: Baalbeck, Beirut, Byblos, Faraya, Jounieh, Mzaar Kfardebian, Tripoli, etc.
Lesotho: Maseru, etc.
Liberia: Monrovia, etc.
Libya: Benghazi, Tripoli, etc.
Liechtenstein: Schaan, Vaduz, etc.
Lithuania: Druskininkai, Kaunas, Klaipėda, Nida, Palanga, Panevėžys, Trakai, Vilnius, Šiauliai, Šventoji, etc.
Luxembourg: Differdange, Dudelange, Echternach, Esch-sur-Alzette, Luxembourg City, Vianden, etc.
Macedonia: Bitola, Mavrovo, Ohrid, Skopje, etc.
Madagascar: Antananarivo, etc.
Malawi: Blantyre, Lilongwe, etc.
Malaysia: Borneo, George Town, Ipoh, Johor Bahru, Johor, Kedah, Kota Bharu, Kota Kinabalu, Kuah, Kuala Lumpur, Kuala Terengganu, Kuantan, Kuching, Langkawi, Malacca, Penang, Putrajaya, Sabah, Sarawak, Selangor, Shah Alam, etc.
Maldives: Kaafu Atoll, Malé, etc.
Mali: Bamako, etc.
Malta: Birżebbuġa, Buġibba, Gozo, Gżira, Mellieħa, Paceville, Pembroke, Qawra, Sliema, St. Julian's, St. Paul's Bay, Valletta, etc.
Martinique: Fort-de-France, Les Trois-Îlets, Sainte-Luce, etc.
Mauritania: Mérida, Nouakchott, Puerto Escondido, Puerto Peñasco, etc.
Mauritius: Port Louis, etc.
Mexico: Acapulco, Akumal, Cabo San Lucas, Cancún, Chetumal, Chichen Itza, Chihuahua, Ciudad Juárez, Cozumel, Cuernavaca, Guadalajara, Guanajuato, Isla Mujeres, Los Cabos, Manzanillo, Mazatlán, Monterrey, Oaxaca, Playa del Carmen, Puebla, Puerto Aventuras, Puerto Morelos, Puerto Vallarta, Querétaro, Riviera Maya, San Cristóbal de las Casas, San Miguel de Allende, San Miguel de Cozumel, Tijuana, Tulum, etc.
Moldova: Bălți, Chișinău, Tiraspol, etc.
Monaco: Monte Carlo, etc.
Mongolia: Darkhan, Erdenet, Ulaanbaatar, etc.
Montenegro: Bar, Bečići, Bijela, Budva, Cetinje, Dobra Voda, Dobrota, Herceg Novi, Igalo, Kolašin, Kotor, Miločer, Nikšić, Perast, Petrovac, Podgorica, Prčanj, Sutomore, Sveti Stefan, Tivat, Ulcinj, Žabljak, etc.
Montserrat: Plymouth, etc.
Morocco: Agadir, Asilah, Casablanca, Chefchaouen, El Jadida, Essaouira, Fez, Marrakesh, Meknes, Merzouga, Mohammedia, Nador, Ouarzazate, Rabat, Tangier, Taroudant, Tinghir, Tétouan, etc.
Mozambique: Maputo, etc.
Myanmar: Mandalay, Naypyidaw, Nyaung Shwe, Yangon, etc.
Namibia: Rundu, Swakopmund, Walvis Bay, Windhoek, etc.
Nepal: Chitwan, Himalayas, Kathmandu, Lukla, Lumbini, Mount Everest, Nagarkot, Namche Bazaar, Patan, Pokhara, Tengboche, etc.
Netherlands: 's-Hertogenbosch, Alkmaar, Amersfoort, Amsterdam, Arnhem, Breda, Delft, Domburg, Dordrecht, Eindhoven, Groningen, Haarlem, Leiden, Maastricht, Nijmegen, Noordwijk, Rotterdam, Texel, The Hague, Utrecht, Valkenburg aan de Geul, Wijk aan Zee, Zandvoort, etc.
New Zealand: Auckland, Christchurch, Dunedin, Gisborne, Hamilton, Hastings, Invercargill, Kaikoura, Lower Hutt, Napier, Nelson, New Plymouth, North Island, Palmerston North, Porirua, Queenstown, Rotorua, South Island, Taupo, Tauranga, Waiheke Island, Wanaka, Wellington, Whangarei, etc.
Nicaragua: Granada, Managua, etc.
Nigeria: Abuja, Benin City, Calabar, Enugu, Ibadan, Ilorin, Jos, Kaduna, Lagos, Owerri, Port Harcourt, Uyo, etc.
North Korea: Pyongyang, etc.
Northern Mariana Islands: Saipan, etc.
Norway: Beitostølen, Bergen, Bodø, Gardermoen, Geilo, Geirangerfjord, Hardangerfjord, Hemsedal, Kirkenes, Kristiansand, Larvik, Lillehammer, Lofoten, Narvik, Nordland, Oslo, Sognefjord, Stavanger, Stryn, Svalbard, Tromsø, Trondheim, Ålesund, etc.
Oman: Muscat, Nizwa, Salalah, Seeb, etc.
Pakistan: Bhurban, Faisalabad, Islamabad, Karachi, Lahore, Peshawar, Rawalpindi, etc.
Palau: Koror, Peleliu, etc.
Palestine: Beit Sahour, Bethlehem, Hebron, Jenin, Jericho, Nablus, Ramallah, etc.
Panama: Bocas del Toro, etc.
Papua New Guinea: Port Moresby, etc.
Paraguay: Asunción, Ciudad Del Este, Encarnación, Panama City, etc.
Peru: Arequipa, Ayacucho, Cajamarca, Chiclayo, Cusco, Huancayo, Huanchaco, Huaraz, Ica, Iquitos, Lima, Machu Picchu, Máncora, Nazca, Ollantaytambo, Paracas, Pisco, Piura, Puerto Maldonado, Puno, Tacna, Tarapoto, Trujillo, Urubamba, etc.
Philippines: Angeles City, Antipolo, Bacolod, Bacoor, Baguio, Batangas, Bohol, Boracay, Cagayan de Oro, Calamba, Caloocan, Cebu, Coron, Dasmariñas, Davao, Dumaguete, El Nido, General Santos, Iloilo City, Kalibo, Lapu-Lapu City, Las Piñas, Luzon, Mactan, Makati, Mandaue, Manila, Marikina, Mindanao, Muntinlupa, Olongapo, Palawan, Panglao, Parañaque, Pasay, Pasig, Puerto Galera, Puerto Princesa, Quezon City, Tagaytay, Tagbilaran, Taguig, Valenzuela, Visayas, Zamboanga, etc.
Poland: Białka Tatrzańska, Białowieża Forest, Białystok, Bielsko-Biała, Bukowina Tatrzańska, Bydgoszcz, Elbląg, Gdańsk, Gdynia, Giżycko, Gorzów Wielkopolski, Katowice, Kielce, Kołobrzeg, Kraków, Krynica Morska, Krynica-Zdrój, Lublin, Malbork, Mikołajki, Mrągowo, Olsztyn, Opole, Oświęcim, Poznań, Rzeszów, Sopot, Szczecin, Słubice, Tarnów, Toruń, Tricity, Warsaw, Wrocław, Zakopane, Zielona Góra, Łódź, Świnoujście, etc.
Portugal: Albufeira, Algarve, Aljezur, Almancil, Armação de Pêra, Azores, Braga, Cabanas de Tavira, Carvoeiro, Cascais, Castro Marim, Coimbra, Estoril, Faro, Figueira da Foz, Funchal, Fátima, Guimarães, Lagoa, Lagos, Lisbon, Loulé, Madeira, Monte Gordo, Nazaré, Olhão, Ponta Delgada, Portimão, Porto, Praia da Luz, Quarteira, Sesimbra, Silves, Sintra, Tavira, Vila Real de Santo António, Vila do Bispo, Vilamoura, Évora, etc.
Puerto Rico: Bayamón, Caguas, Carolina, Ponce, San Juan, Vieques, etc.
Qatar: Doha, etc.
Romania: Bran, Brașov, Bucharest, Cluj-Napoca, Constanța, Poiana Brașov, Sibiu, Sighișoara, Timișoara, Transylvania, etc.
Russia: Abakan, Abrau-Dyurso, Abzakovo, Adler, Altai Republic, Alupka, Alushta, Anadyr, Anapa, Angarsk, Arkhangelsk, Arkhipo Osipovka, Arkhyz, Armavir, Astrakhan, Bakhchysarai, Balaklava, Balakovo, Balashikha, Baltic Sea, Barnaul, Belgorod, Belokurikha, Biysk, Black Sea, Blagoveshchensk, Bolshoy Utrish, Bratsk, Bryansk, Caucasian Mineral Waters, Cheboksary, Chelyabinsk, Cherepovets, Cherkessk, Chita, Chornomorske, Crimea, Curonian Spit, Dagomys, Divnomorskoye, Dombay, Domodedovo, Dzerzhinsk, Dzhankhot, Dzhemete, Dzhubga, Elektrostal, Elista, Engels, Estosadok, Feodosia, Foros, Gaspra, Gatchina, Gelendzhik, Golden Ring, Golubitskaya, Gorky Gorod, Gornaya Karusel, Gorno-Altaysk, Goryachy Klyuch, Grozny, Gurzuf, Irkutsk, Ivanovo, Izhevsk, Kabardinka, Kaliningrad, Kaluga, Kamchatka, Kamensk-Uralsky, Karelia, Kazan, Kemerovo, Kerch, Khabarovsk, Khanty-Mansiysk, Khibiny, Khimki, Khosta, Kirov, Kirovsk, Kislovodsk, Kizhi, Koktebel, Kolomna, Komsomolsk on Amur, Konakovo, Koreiz, Korolev, Kostroma, Krasnaya Polyana, Krasnodar Krai, Krasnodar, Krasnogorsk, Krasnoyarsk, Kudepsta, Kurgan, Kursk, Kyzyl, Lake Baikal, Lake Seliger, Lazarevskoye, Lipetsk, Listvyanka, Loo, Lyubertsy, Magadan, Magnitogorsk, Makhachkala, Massandra, Matsesta, Maykop, Miass, Mineralnye Vody, Moscow, Mount Elbrus, Murmansk, Murom, Mytishchi, Naberezhnye Chelny, Nakhodka, Nalchik, Naryan-Mar, Nebug, Nizhnekamsk, Nizhnevartovsk, Nizhny Novgorod, Nizhny Tagil, Norilsk, Novokuznetsk, Novorossiysk, Novosibirsk, Novyi Svit, Novyy Urengoy, Obninsk, Odintsovo, Olginka, Omsk, Orenburg, Orsk, Oryol, Partenit, Penza, Pereslavl Zalessky, Perm, Pervouralsk, Petergof, Petropavlovsk-Kamchatsky, Petrozavodsk, Plyos, Podolsk, Popovka, Primorsko-Akhtarsk, Pskov, Pulkovo, Pushkin, Pushkino, Pyatigorsk, Repino, Rosa Khutor, Rostov-on-Don, Ryazan, Rybachye, Rybinsk, Saint Petersburg, Sakhalin, Saky, Salekhard, Samara, Saransk, Saratov, Sea of Azov, Sergiyev Posad, Serpukhov, Sestroretsk, Sevastopol, Shakhty, Sheregesh, Sheremetyevo, Siberia, Simeiz, Simferopol, Smolensk, Sochi, Solovetsky Islands, Sortavala, Stary Oskol, Stavropol, Sterlitamak, Sudak, Sukko, Surgut, Suzdal, Svetlogorsk, Syktyvkar, Syzran, Taganrog, Taman, Tambov, Tarusa, Temryuk, Terskol, Tobolsk, Tolyatti, Tomsk, Torzhok, Tuapse, Tula, Tver, Tyumen, Ufa, Uglich, Ukhta, Ulan-Ude, Ulyanovsk, Usinsk, Ussuriysk, Utes, Valaam, Valday, Vardane, Velikiye Luki, Veliky Novgorod, Veliky Ustyug, Vityazevo, Vladikavkaz, Vladimir, Vladivostok, Vnukovo International Airport, Volga, Volgograd, Vologda, Volzhskiy, Vorkuta, Voronezh, Vyborg, Yakhroma, Yakornaya Shchel, Yakutsk, Yalta, Yaroslavl, Yekaterinburg, Yelets, Yenisei, Yessentuki, Yevpatoria, Yeysk, Yoshkar-Ola, Yuzhno-Sakhalinsk, Zavidovo, Zelenogradsk, Zheleznovodsk, Zhukovsky, Zvenigorod, etc.
Rwanda: Butare, Gisenyi, Kibuye, Kigali, etc.
Réunion: Saint-Denis, etc.
Saint Barthélemy: Gustavia, etc.
Saint Kitts and Nevis: Basseterre, etc.
Saint Lucia: Anse La Raye, Castries, Gros Islet, Soufrière, etc.
Saint Martin:, etc.
Saint Vincent and the Grenadines: Kingstown, etc.
Samoa: Apia, etc.
San Marino: City of San Marino, etc.
Saudi Arabia: Abha, Al Khobar, Buraydah, Dammam, Jeddah, Jizan, Jubail, Mecca, Medina, Riyadh, Ta'if, Tabuk, Yanbu, etc.
Senegal: Dakar, etc.
Serbia: Belgrade, Kopaonik, Niš, Novi Sad, Palić, Stara Planina, Subotica, Zlatibor, etc.
Seychelles: La Digue, Mahé, Praslin, etc.
Sierra Leone: Freetown, etc.
Singapore: Changi, Sentosa, etc.
Sint Maarten:, etc.
Slovakia: Bratislava, Jasná, Liptov, Tatranská Lomnica, Vysoké Tatry, Štrbské Pleso, etc.
Slovenia: Bled, Bohinj, Bovec, Kranjska Gora, Ljubljana, Maribor, Piran, Portorož, Rogaška Slatina, etc.
Solomon Islands: Honiara, etc.
Somalia: Mogadishu, etc.
Somaliland: Hargeisa, etc.
South Africa: Ballito, Benoni, Bloemfontein, Boksburg, Cape Town, Drakensberg, Durban, East London, George, Johannesburg, Kempton Park, Kimberley, Knysna, Kruger National Park, Marloth Park, Mossel Bay, Nelspruit, Pietermaritzburg, Plettenberg Bay, Polokwane, Port Elizabeth, Potchefstroom, Pretoria, Rustenburg, Sandton, Stellenbosch, Umhlanga, etc.
South Korea: Busan, Daegu, Daejeon, Gangneung, Gapyeong, Gwangju, Gwangyang, Gyeongju, Incheon, Jejudo, Jeonju, Pyeongchang, Seogwipo, Seoul, Sokcho, Suwon, Ulsan, Yangyang, Yeosu, etc.
Spain: A Coruña, Alcúdia, Algeciras, Alicante, Almería, Altea, Andalusia, Antequera, Aragon, Asturias, Ayamonte, Baiona, Balearic Islands, Barbate, Barcelona, Basque Country, Benalmádena, Benidorm, Benissa, Besalú, Bilbao, Blanes, Buñol, Cadaqués, Cala d'Or, Calella, Calonge, Calp, Calvià, Cambados, Cambrils, Canary Islands, Cangas de Onís, Cantabria, Cartagena, Castilla-La Mancha, Catalonia, Chiclana de la Frontera, Costa Blanca, Costa Brava, Costa Dorada, Costa del Maresme, Costa del Sol, Cádiz, Córdoba, Dénia, El Puerto de Santa María, Empuriabrava, Estepona, Figueres, Formentera, Fuerteventura, Galicia, Gijón, Girona, Gran Canaria, Granada, Ibiza, Jerez de la Frontera, L'Escala, L'Estartit, L'Hospitalet de Llobregat, La Pineda, Lanzarote, Llançà, Lleida, Lloret de Mar, Madrid, Magaluf, Malgrat de Mar, Mallorca, Marbella, Maspalomas, Menorca, Mijas, Mojácar, Moraira, Murcia, Málaga, Navarre, Nerja, O Grove, Ourense, Oviedo, Palma Nova, Palma, Pals, Poio, Pollença, Pontevedra, PortAventura, Portonovo, Ronda, Roquetas de Mar, Roses, Salamanca, Salou, San Sebastian, Sant Antoni de Portmany, Santander, Santiago de Compostela, Santillana del Mar, Sanxenxo, Seville, Sidges, Sierra Nevada, Tarifa, Tarragona, Tenerife, Toledo, Torremolinos, Torrevieja, Torroella de Montgrí, Tossa de Mar, Valencia, Vigo, Vélez-Málaga, Xàbia, Zaragoza, etc.
Sri Lanka: Anuradhapura, Bentota, Beruwala, Colombo, Dambulla, Galle, Hikkaduwa, Jaffna, Kandy, Mirissa, Negombo, Nuwara Eliya, Sigiriya, Tangalle, Trincomalee, Unawatuna, Weligama, etc.
Sudan: Khartoum, Port Sudan, etc.
Suriname: Lelydorp, Nieuw Nickerie, Paramaribo, etc.
Swaziland: Lobamba, Mbabane, etc.
Sweden: Bohuslän, Borgholm, Borlänge, Dalarna, Falkenberg, Falun, Gothenburg, Gotland, Halmstad, Helsingborg, Jönköping, Kalmar, Karlshamn, Karlskrona, Karlstad, Kiruna, Kristianstad, Linköping, Lund, Malmö, Norrköping, Solna, Stockholm, Umeå, Uppsala, Vimmerby, Visby, Västerås, Växjö, Ystad, Ängelholm, Åre, Öland, Örebro, Östersund, etc.
Switzerland: Adelboden, Andermatt, Anzère, Arosa, Ascona, Basel, Bellinzona, Bern, Crans-Montana, Davos, Engelberg, Fribourg, Geneva, Grindelwald, Grächen, Gstaad, Haute-Nendaz, Interlaken, Jungfrau, Klosters, Lake Maggiore, Lausanne, Lauterbrunnen, Leukerbad, Locarno, Lucerne, Lugano, Matterhorn, Montreux, Nendaz, Neuchâtel, Pontresina, Portes du Soleil, Saanen, Saas-Fee, Sierre, Silvaplana, Sion, St. Gallen, St. Moritz, Swiss Alps, Ticino, Valais, Verbier, Vevey, Veysonnaz, Wengen, Zermatt, Zug, Zürich, etc.
Syria: Aleppo, Damascus, Deir ez-Zor, Latakia, Palmyra, Tartus, etc.
Taiwan: Hsinchu, Kaohsiung, Taichung, Tainan, Taipei, etc.
Tajikistan: Dushanbe, Isfara, Khujand, etc.
Tanzania: Dar es Salaam, Mount Kilimanjaro, Serengeti, Zanzibar, etc.
Thailand: Ayutthaya, Bangkok, Chiang Mai, Chiang Rai, Chonburi, Hua Hin, Kanchanaburi, Karon, Khao Sok, Ko Chang, Ko Lanta, Ko Phangan, Ko Samui, Krabi, Pai, Patong, Pattaya, Phi Phi Islands, Phuket, Prachuap Khiri Khan, Ranong, River Kwai, Udon Thani, etc.
Togo: Lomé, etc.
Tonga: Nukuʻalofa, Tunis, etc.
Trinidad and Tobago: Port of Spain, etc.
Tunisia: Djerba, Hammamet, Midoun, Monastir, Port El Kantaoui, Sousse, etc.
Turkey: Adana, Alacati, Alanya, Ankara, Antakya, Antalya, Ayvalık, Beldibi, Belek, Bodrum, Bozcaada, Bursa, Büyükada, Cappadocia, Dalyan, Datça, Denizli, Didim, Edirne, Ephesus, Erzincan, Erzurum, Eskişehir, Fethiye, Gaziantep, Göreme, Göynük, Istanbul, Kalkan, Kayseri, Kaş, Kemer, Konakli, Konya, Kuşadası, Lara, Mahmutlar, Manavgat, Marmaris, Mersin, Olympos, Palandöken, Pamukkale, Prince Islands, Samsun, Sapanca, Sarıkamış, Selçuk, Side, Tarsus, Tekirova, Trabzon, Troy, Turkish Riviera, Uludağ, Van, Çamyuva, Çanakkale, Çeşme, Çıralı, Ölüdeniz, Ürgüp, İskenderun, İzmir, İçmeler, Şanlıurfa, etc.
Turkmenistan: Ashgabat, Avaza, etc.
Turks and Caicos Islands: Cockburn Town, North Caicos, Pine Cay, Providenciales, etc.
Uganda: Kampala, etc.
Ukraine: Berdiansk, Bila Tserkva, Boryspil, Bukovel, Cherkasy, Chernihiv, Chernivtsi, Dnipropetrovsk, Donetsk, Ivano-Frankivsk, Kamianets-Podilskyi, Kharkiv, Kherson, Kiev, Koblevo, Kremenchuk, Kryvyi Rih, Luhansk, Lviv, Mariupol, Melitopol, Mykolaiv, Odessa, Poltava, Rivne, Slavske, Sumy, Truskavets, Uzhgorod, Vinnytsia, Yaremche, Yasinya, Zaporizhia, Zatoka, Zhytomyr, etc.
United Arab Emirates: Abu Dhabi, Ajman, Dubai, Persian Gulf, Ras Al Khaimah, Sharjah, etc.
United Kingdom: Aberdeen, Bath, Belfast, Blackpool, Bournemouth, Bradford, Brighton, Bristol, Cambridge, Canterbury, Cardiff, Channel Tunnel, Cheltenham, Chester, Cornwall, Coventry, Cumbria, Derry, Devon, Dorset, Dover, Eastbourne, Edinburgh, England, English Channel, Exeter, Folkestone, Fort William, Glasgow, Hampshire, Harrogate, Inverness, Isle of Wight, Kent, Lancashire, Leeds, Leicester, Liverpool, Llandudno, London, Manchester, Mansfield, Milton Keynes, Newcastle, Newquay, Northern Ireland, Norwich, Nottingham, Oban, Oxford, Paignton, Plymouth, Portmeirion, Portsmouth, Reading, Sandown, Scarborough, Scotland, Shanklin, Sheffield, Somerset, Southampton, St Albans, Stonehenge, Sussex, Swansea, Torquay, Wales, Whitby, Windsor, York, etc.
United States: Akron, Alabama, Alaska, Albuquerque, Amarillo, Anaheim, Anchorage, Ann Arbor, Arizona, Arkansas, Arlington, Aspen, Atlanta, Aurora, Austin, Bakersfield, Baltimore, Baton Rouge, Beaver Creek, Berkeley, Big Bear Lake, Billings, Biloxi, Birmingham, Boca Raton, Boise, Boston, Breckenridge, Brooklyn, Buffalo, California, Carlsbad, Carmel-by-the-Sea, Chandler, Charlotte, Chesapeake, Cheyenne, Chicago, Chula Vista, Cincinnati, Clearwater, Cleveland, Colorado Springs, Colorado, Columbus Georgia, Columbus, Connecticut, Corpus Christi, Costa Mesa, Cupertino, Dallas, Dana Point, Daytona Beach, Death Valley, Delaware, Delray Beach, Denver, Des Moines, Destin, Detroit, Durham, El Paso, Estes Park, Fargo, Fayetteville, Florida, Fontana, Fort Lauderdale, Fort Myers, Fort Walton Beach, Fort Wayne, Fort Worth, Fremont, Fresno, Galveston, Garland, Georgia, Gilbert, Glendale, Grand Canyon, Grand Rapids, Grand Teton, Great Smoky Mountains, Greensboro, Gulfport, Hawaii, Henderson, Hialeah, Hollywood, Honolulu, Hot Springs, Houston, Huntington Beach, Idaho, Illinois, Indiana, Indianapolis, Iowa, Irving, Jackson Mississippi, Jackson Wyoming, Jacksonville, Jersey City, Juneau, Kansas City, Kansas, Kentucky, Key Largo, Key West, La Jolla, Laguna Beach, Lahaina, Lake Tahoe, Laredo, Las Vegas, Lexington, Lincoln, Little Rock, Long Beach, Los Angeles, Louisiana, Louisville, Lubbock, Madison, Maine, Malibu, Mammoth Lakes, Manhattan, Marathon, Maryland, Massachusetts, Memphis, Menlo Park, Mesa, Mexico City, Miami Beach, Miami, Michigan, Milwaukee, Minneapolis, Minnesota, Mississippi, Missouri, Moab, Modesto, Montana, Monterey, Montgomery, Moreno Valley, Mountain View, Myrtle Beach, Napa, Naples, Nashville, Nebraska, Nevada, New Hampshire, New Jersey, New Mexico, New Orleans, New York City, New York, Newark, Newport Beach, Newport, Norfolk, North Carolina, North Dakota, North Las Vegas, Oakland, Ocean City, Oceanside, Ohio, Oklahoma City, Oklahoma, Omaha, Oregon, Orlando, Oxnard, Palm Coast, Palm Desert, Palm Springs, Palo Alto, Panama City Beach, Park City, Pasadena, Pennsylvania, Pensacola, Philadelphia, Phoenix, Pittsburgh, Plano, Pompano Beach, Portland, Portland, Providence, Raleigh, Redwood City, Reno, Rhode Island, Richmond, Riverside, Rochester, Rocky Mountains, Sacramento, Saint Paul, Salt Lake City, San Antonio, San Bernardino, San Diego, San Francisco, San Jose, San Mateo, Sanibel, Santa Ana, Santa Barbara, Santa Cruz, Santa Fe, Santa Monica, Santa Rosa, Sarasota, Savannah, Scottsdale, Seattle, Shreveport, Silicon Valley, South Carolina, South Dakota, South Lake Tahoe, Spokane, Springfield, Squaw Valley, St. Augustine, St. Louis, St. Petersburg, Steamboat Springs, Stockton, Sunny Isles Beach, Sunnyvale, Tacoma, Tallahassee, Tampa, Telluride, Tennessee, Texas, Thousand Oaks, Toledo, Tucson, Tulsa, Utah, Vail, Vermont, Virginia Beach, Virginia, Waikiki, Washington D.C., Washington, West Palm Beach, West Virginia, Wichita, Winston-Salem, Wisconsin, Wyoming, Yellowstone, Yonkers, Yosemite, Zion, etc.
Uruguay: Montevideo, Punta del Este, etc.
Uzbekistan: Bukhara, Fergana, Khiva, Kokand, Navoiy, Samarkand, Tashkent, Urgench, etc.
Vanuatu: Port Vila, etc.
Venezuela: Caracas, Isla Margarita, Maracaibo, Porlamar, etc.
Vietnam: Cần Thơ, Da Lat, Da Nang, Haiphong, Hanoi, Ho Chi Minh City, Huế, Hạ Long, Hội An, Long Hải, Mỹ Tho, Nha Trang, Ninh Bình, Phan Thiết, Phú Quốc, Qui Nhơn, Rạch Giá, Sa Pa, Vũng Tàu, Đồng Hới, etc.
Yemen: Aden, Sana'a, etc.
Zambia: Livingstone, Lusaka, etc.
Zimbabwe: Bulawayo, Harare, Mutare, Victoria Falls, etc. | <urn:uuid:b9e906a0-b277-4cb2-982e-a566fa59c2a2> | CC-MAIN-2017-30 | http://www.maria-online.com/information/article.php?lg=en&q=2017_Venezuelan_protests | s3://commoncrawl/crawl-data/CC-MAIN-2017-30/segments/1500549423512.93/warc/CC-MAIN-20170720222017-20170721002017-00406.warc.gz | en | 0.754009 | 36,413 | 3.03125 | 3 |
Florence Nightingale and Hospital Reform
Hardcover 992 pp.
Online discount: 25%
Paper 992 pp.
|Paper edition is out of print.|
Florence Nightingale began working on hospital reform even before she founded her famous school of nursing; hospitals were dangerous places for nurses as well as patients, and they urgently needed fundamental reform. She continued to work on safer hospital design, location, and materials to the end of her working life, advising on plans for children’s, general, military, and convalescent hospitals and workhouse infirmaries.
Florence Nightingale and Hospital Reform, the final volume in the Collected Works of Florence Nightingale, includes her influential Notes on Hospitals, with its much-quoted musing on the need of a Hippocratic oath for hospitals—namely, that first they should do the sick no harm. Nightingale’s anonymous articles on hospital design are printed here also, as are later encyclopedia entries on hospitals.
Correspondence with architects, engineers, doctors, philanthropists, local notables, and politicians is included. The results of these letters, some with detailed critiques of hospital plans, can be seen initially in the great British examples of the new “pavilion” design—at St. Thomas’, London (a civil hospital), at the Herbert Hospital (military), and later at many hospitals throughout the UK and internationally. Nightingale’s insistence on keeping good statistics to track rates of mortality and hospital stays, and on using them to compare hospitals, can be seen as good advice for today, given the new versions of “hospital-acquired infections” she combatted.
Contact WLU Press for information about this author.
“This is not only an excellent volume but also a crowning edition for the sixteen-volume series. The volume on hospitals brings together many of Nightingale’s interests and clearly demonstrates her enormous impact on all aspects of hospital management.... The editor is to be congratulated on what can only be described as a magisterial piece of scholarship.”
— Christine Hallett, Director of the UK Centre for the History of Nursing and Midwifery
By the same editor
Women Theorists on Society and Politics, Lynn McDonald, editor
Florence Nightingale at First Hand, Lynn McDonald
Florence Nightingale’s European Travels: Collected Works of Florence Nightingale, Volume 7, Lynn McDonald, editor
Florence Nightingale on Health in India: Collected Works of Florence Nightingale, Volume 9, Gérard Vallée, editor
Florence Nightingale: Extending Nursing: Collected Works of Florence Nightingale, Volume 13, Lynn McDonald, editor
Florence Nightingale: The Crimean War: Collected Works of Florence Nightingale, Volume 14, Lynn McDonald, editor | <urn:uuid:cd3c3425-28fd-45fd-a92c-d1cec86cc624> | CC-MAIN-2014-41 | http://www.wlupress.wlu.ca/press/Catalog/mcdonald-fn16.shtml | s3://commoncrawl/crawl-data/CC-MAIN-2014-41/segments/1412037663218.28/warc/CC-MAIN-20140930004103-00159-ip-10-234-18-248.ec2.internal.warc.gz | en | 0.905041 | 612 | 2.609375 | 3 |
Epistaxis, the medical term for a nosebleed, is a common condition that affects up to 60% of the American population.
The dry climate of the Bay Area can make nose bleeds much more common.
Most nosebleeds are easily treatable, but in rare cases, they can be dangerous or a symptom of another problem, such as a tumor, infection or autoimmune disease. Individuals with frequent epistaxis or nosebleeds associated with other symptoms or areas of bleeding should seek medical attention at a local emergency room, urgent care facility or ENT clinic.
What Causes Nosebleeds?
When the membranes lining the inside of the nose dry out and become irritated, the blood vessels break, causing a nosebleed. These are more common in the winter months, when the air is cold and dry. Other factors that may contribute to nosebleeds include colds and allergies, sinus infections, nose picking, blowing the nose too hard, frequent sneezing, overuse of nasal sprays, foreign objects in the nose, and trauma to the nose.
If nosebleeds are chronic or occur frequently, they may be the result of high blood pressure or other vascular diseases or, in rare cases, a serious medical condition like a tumor.
What Are the Symptoms of Nosebleeds?
The nose is prone to bleeding due to a large number of blood vessels close to the surface, especially in the cartilage of the nasal septum. When these burst, blood may trickle (or in some instances, seep) from the nose. This is most often the result of trauma to the nose, blowing or picking the nose, and dry or cold air.
Other causes include sinus infections, colds and allergies, foreign objects in the nasal cavity, blood clotting disorders, high blood pressure, atherosclerosis and overuse of nasal sprays. Aspirin can exacerbate the condition. A hereditary disorder known as hereditary hemorrhagic telangiectasia is characterized by malformed blood vessels that break easily.
Most nosebleeds originate in the front of the nose and are characterized as anterior nosebleeds. These are easy to control and rarely pose a problem. Posterior nosebleeds are rare, but much more serious. They originate from an artery in the back of the nose, and require immediate hospitalization and treatment. These are most common in the elderly.
If you are experiencing a nosebleed, first and foremost, stay calm! Though your nosebleed may look serious, chances are there is much less blood than appearances would lead you to believe. Sit down and lean forward slightly while pinching your nostrils together using a thumb and index finger. Hold this position for at least five minutes, or until the bleeding has stopped.
Refrain from blowing your nose afterwards. If the bleeding hasn’t stopped after 20 minutes or is the result of an injury to the face, seek medical attention.
Cauterization of Chronic Nosebleed
Patients with chronic epistaxis or persistent nosebleeds—often the result of an engorged vein or artery—may benefit from cauterization. This procedure involves applying heat to slightly burn a blood vessel in the nose, which stops the flow of blood. Nasal cauterization is a quick and painless procedure that may be completed using either a needle heated with electricity or a caustic agent such as silver nitrate.
Call Camino Ear, Nose & Throat Clinic at (408) 227-6300 for more information or to schedule an appointment. | <urn:uuid:105f73c0-490f-490b-852c-1420d18b1afc> | CC-MAIN-2021-21 | https://caminoent.com/nose/chronic-epistaxis/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-21/segments/1620243988850.21/warc/CC-MAIN-20210508061546-20210508091546-00406.warc.gz | en | 0.912321 | 726 | 3.59375 | 4 |
Anyone, even the most brave person, is afraid of something.
Fears make them feel defenseless before their face.
The desire to put up with this state of affairs is the simplest, but ineffective solution. Where it is more difficult to enter with fear into the fight and get out of it as a winner.
But it's worth it.
Look at the fear in the face. It is important to separate the real threat from the far-fetched. So, if you are afraid of heights, do not jump with a parachute or climb on the roof, it's not safe. But if you panic before public introductions, step over your own modesty, and carefully prepare a speech, whether it's a working report or an answer at a seminar. Probably, such a fear of verification will not be so frightening.
Sometimes it is enough to get acquainted with the informationRegarding the subject of your fears, in order to understand that there is no reason for them. For example, you are afraid of spider bites. Read the relevant literature, find out which of them are poisonous, where they live, whether they threaten a person and how to protect themselves from such troubles.
Enable the logic. Analyze your fear, present various variants of events that cause anxiety. Think about your possible behavior in such situations.
Think whether there is a reason for concern. Perhaps, this fear is devoid of grounds, and you yourself will come to understand it. Fear can also be caused by mental disorders, neuroses. If you can not cope on your own, you should seek advice from a psychotherapist. | <urn:uuid:861155a1-fc71-43e7-b935-c38899d74b75> | CC-MAIN-2017-39 | http://learn-myself.com/how-can-easily-defeat-their-fea-18319/ | s3://commoncrawl/crawl-data/CC-MAIN-2017-39/segments/1505818686465.34/warc/CC-MAIN-20170920052220-20170920072220-00457.warc.gz | en | 0.95075 | 327 | 2.5625 | 3 |
Children may say some sounds the wrong way as they learn to talk. They learn some sounds earlier, like p, m, or w. Other sounds take longer to learn, like z, v, or th. Most children can say almost all speech sounds correctly by 4 years old. A child who does not say sounds by the expected ages may have a speech sound disorder. You may hear the terms "articulation disorder" and "phonological disorder" to describe speech sound disorders like this.
It is normal for young children to say the wrong sounds sometimes. For example, your child may make a "w" sound for an "r" and say "wabbit" for "rabbit." She may leave sounds out of words, such as "nana" for "banana." This is okay when she is young. It may be a problem if she keeps making these mistakes as she gets older.
You and your child may also sound different because you have an accent or dialect. This is not a speech sound disorder.
Adults can also have speech sound disorders. Some adults have problems that started when they were children. Others may have speech problems after a stroke or traumatic brain injury. To learn more about adult speech disorders after a stroke or traumatic brain injury, see apraxia of speech in adults and dysarthria. | <urn:uuid:94f9e03c-fd53-4371-98f2-b314b3b4584e> | CC-MAIN-2020-50 | https://www.emeraldcitytherapies.com/speech-sound-disorders.html | s3://commoncrawl/crawl-data/CC-MAIN-2020-50/segments/1606141177566.10/warc/CC-MAIN-20201124195123-20201124225123-00482.warc.gz | en | 0.967646 | 273 | 3.84375 | 4 |
عنوان مقاله [English]
To investigate the parasitic infections of the geese reared in Gilan province (north of Iran) 140 geese of which 40 were under six month of age and the rest older were purchased during 1999,. Twenty one species of gastrointestinal helminthes, one species of lung worm 2 species of Eimeria and 2 species of louse were collected from the examined birds. The prevalence of parasites in different organs were as follows: Alimentary canal) Nematodes Amidostomum.anseris (73.9%), Histrichis tricolor (5.8%),Ascaridia galli (18.5%), Capillaria anatis (35.6%), C. obsignata (70%), Heterakis dispar (19.4%), H. gallinarum (20%), Trichostrongylus tenuis (30%). Trematodes: Apatemon gracilis (43.7%), Echinostoma revolutum (10.7%), Hypoderaeum conoideum (28.2%), Echinopaiyphium recurvatum (12.6%), Catatropis verrucosa (10%). Cestodes: Drepanidotaenia lanceolata (7.8%), Gastrotaenia sp. (175%), Diorchis sp. (9.7%), Sobolevicanthus
(20%), Sloyabinoparaksis (1%), Microsomacanthus passeris (2.9%), Monotestilepis sp. (1.9%), Hymenolepis sp. (4.9%), Protozoa:
Eimeria anatis (8.7%), E. anseris (8.7%). Lungworm) Syngamus
trachea (10%). External parasites: Menopon gallinae (11.7%), Lipeurus caponis (9.7%). All the parasites found in this study are reported for the first time from the geese of Iran, although Catatropis verrucosa, Drepanid.otaenia, Ga.strotaenia, Sobolevicanthus, Slayabinoparaksis, Microsomacanhus and Monotestilepis are reported for the first time from the domestic birds of Iran. Although in the present study, mixed infection with different parasites can cause the subclinical form of parasitic diseases but even single infection with A. anseries with regard to its prevalence (73.9%) and intensity (65.5 worm per infected animal) and lesions produced can cause subclinical and even clinical form of the disease. Generally speaking, parasitic infections of the geese older than six month were more sever than younger one. Regarding the immunity produced by the parasite and longer contact with infected environment, this is a normal trend. Never the lessA. galli, Eimeria anatis and E. anseris were more prevalent in younger birds and S. trachea, M gallinae, L. caponis have been only seen in young birds. Blood parasite was not founed in the examined bird. | <urn:uuid:d1922783-fbcd-445c-bf65-8d21f0725195> | CC-MAIN-2022-27 | https://jvr.ut.ac.ir/article_16671.html | s3://commoncrawl/crawl-data/CC-MAIN-2022-27/segments/1656104669950.91/warc/CC-MAIN-20220706090857-20220706120857-00392.warc.gz | en | 0.830065 | 715 | 2.703125 | 3 |
What is Student Voice?
Student voice is ensuring that the ideas and actions of young people surrounding their learning and education at Southgate school are heard and by liaising with staff changes can be made. They meet regularly throughout the year to discuss issues concerning the whole school, such as behaviour, catering in the canteen and student welfare.
Why have a Student Voice?
- Young people have unique perspectives on learning, teaching, and schooling
- Their insights warrant not only the attention but also the responses of adults
- They should be given opportunities to actively shape their education
Students as education decision-makers
This is achieved through their engagement in making choices about learning, schooling, and the education system in areas ranging from what affects them personally, to what affects an entire student body, to what affects the entire school system.
The structure of Student Voice in Southgate School
Each form elects two representatives for their tutor group who attend regular meetings as a Year Council with their Head of Year.
All students can have their suggestions for improvements and changes to the school. These are then discussed and put forward by their class representatives at their year council meetings. These "year" issues are then discussed and results from these discussions are taken to the school forum representatives.
School forum is the representative voice of the students in the school.
Each year council elects two representatives to stand on the School Forum.
The school forum then consider and debate the ideas and suggestions about the whole school. This is then passed onto staff and the leadership team at staff meetings. After staff have considered the issues raised and discussed these within departments, their feedback is then taken back to students via the school forum and year councils. | <urn:uuid:86159f06-611c-4965-a910-d6366bbca432> | CC-MAIN-2017-43 | http://www.southgate.enfield.sch.uk/382/student-voice | s3://commoncrawl/crawl-data/CC-MAIN-2017-43/segments/1508187825147.83/warc/CC-MAIN-20171022060353-20171022080353-00594.warc.gz | en | 0.972787 | 343 | 2.84375 | 3 |
Join a Delegation - Be Transformed!
One of the ingredients of change is to link information with moral principles. We can all read about coal mining and its impacts on the air, land and water resources of an adjacent community. But without seeing the destruction and meeting those impacted, we're likely just to process what we read and move on.
Eco-Justice Collaborative regularly leads delegations to:
- Montgomery and Macoupin Counties in south-central Illinois to showcase the impacts of longwall mining on some of the most important farmland in the world and the communities whose livelihood depends on this productive farmland.
- Saline, Williamson and Gallitan Counties in southern Illinois to experience the beauty of the area and the landscape that is forever changed by strip mining.
Longwall and strip mining in Illinois are the state's version of mountaintop removal mining. The impacts are just as severe for those who are affected:
- Planned subsidence associated with longwall mining lowers land 4 to 6 feet, causing prime farmland to pond and erode. It also cracks building foundations and walls as the land continues to fall..
- Strip mining destroys forest and farmland, and uses explosives to access coal seams,
- Noise, vibrations and dust from coal mining operations (including truck traffic, coal storage, transport, and blasting); damaged or destroyed property; adverse travel for farmers and residents (rerouted drainage ditches, closed access roads); decreased property values; and overall diminished quality of life are among the impacts realized by those who choose not to move away.
- Toxic wastes created from processing coal (all mining methods) are stored in huge impoundments that threaten communities' drinking water supplies. Some of these are classified by as high hazard, which means loss of property and life could occur if they break.
if you are interested in talking with residents directly affected, and learning about alternatives to coal, use this form to contact us today.
Photos that Tell the Story
Photos provide a snapshot of the destructive practices of strip mining in southern Illinois. Visit our flickr site for more, including photos that show the impacts of longwall mining in central Illinois. | <urn:uuid:ed024ac2-669c-49a7-93dc-ff1ee208336a> | CC-MAIN-2020-10 | http://ecojusticecollaborative.org/join-one-of-our-delegations/ | s3://commoncrawl/crawl-data/CC-MAIN-2020-10/segments/1581875142603.80/warc/CC-MAIN-20200217145609-20200217175609-00148.warc.gz | en | 0.944319 | 440 | 2.875 | 3 |
Posted on: Monday 6th of July 2015
Data sharing can deliver the missing piece of the puzzle
We use language to communicate, but sometimes it gets in the way. For example, we commonly use the general word ‘data’ while overlooking the fact that the value and the harm it creates comes from its specific qualities. And its specific uses.
Each particular dataset provides a single perspective on the people, staff or machines that generate it. Another dataset from another loyalty card, another bank, another utility company or another mobile app could provide a very different view.
This means that even though most organisations are still trying to figure out how to make use of the data that they have, adding more data from another source can still be the missing piece of a particular insight puzzle.
For example, loyalty cards tell supermarkets about our lives, but only our shopping lives. And they describe buying actions rather than intentions or goals. Actions are really useful for lots of purposes, e.g. noticing subtle customer life events, modelling churn or spotting trends in segments and higher level customer groupings. But dealing with intentions and goals helps firms in prediction and also in influencing customers on a much more fundamental level than product cross-selling and up-selling.
Data sharing is not only about personal data
Combining datasets from different sources also helps organisations to be more effective, even when none of the data is personal or when it is not originally sourced from private individuals. Organisations that work together in supply chains or in partnerships of public services all become more ‘joined-up’ if they share data. This increases their speed, efficiency and capabilities. In my work with networks of commercial and government organisations it is common to see opportunities for new data flows that significantly increase efficiencies and customer experience – at the same time.
In resilience planning for example, data sharing helps stakeholders to plan how to balance and prioritise capabilities and objectives. Sharing operational and transaction data enables supply chains to be more easily reconfigured by preplanning even when the reason is not predicable.
There are many useful precedents for data sharing that enable organisations to work more smoothly together or do things that they could not do on their own. For example the Mortgage Market Database enables an anonymous view of the whole mortgage market; Experian and other firms pool data from credit providers to assess credit applications and to help detect fraud; eBenchmarkers “build peer groups of competing brands that share performance data anonymously”; and Javelin’s SHOPSCORE database allows retailers to benchmark store performance.
But our society does not yet know how to share data safely
When it comes to sharing personal data however, there is a danger that we will harm customer trust. I’m talking about ‘trust’ because it is an outcome – there are many many different ways to use even a single dataset and one way to avoid getting bogged down is by talking about outcomes rather than how you get there.
When it comes to sharing truly anonymous data between firms or customer data gathered by firms, there are several questions that we need to answer:
- Who controls the data?
- How can the benefits of using the data be shared?
- How can any damage that sharing this data causes be fixed?
- How can we educate our wider society to be aware of the implications of sharing data?
These are questions that apply across the board to sharing between business, between customers and businesses and among communities of customers and users.
There is a missing ‘Third Party’ in our emerging data ecosystem
Industry regulators are supposed to protect consumer interests. But they have limited resources and tend to operate on a market level, usually only acting against individual firms when they do large scale harm. Similarly, they do not have the staff or the time to help individual customers in any detail. For example, the ICO are developing a trustmark initiative using potential partners and the CMA is looking into how businesses collect and use consumer data and the implications for firms and consumers.
In my research I have noticed a gap in our emerging data ecosystem: a missing ‘Third Party’. This Third Party would help individual consumers to deal with networks of large and small firms; help firms to share and use data in new ways in return for doing so appropriately; aid regulators to bridge the gap between the market and individual consumers, staff and firms; and give privacy and consumer organisations a platform to help more consumers and to engage with more firms.
There is a need to preserve consumer trust as our society learns how to use data responsibly. The mechanism for motivating large as well as small firms to behave responsibly could be by allowing them access to (a) a data sharing ‘club’ and (b) best practice training in how to use the data. Bad behaviour would mean no access and losing to the competition.
By itself the ICO can only police the higher levels of the economy. The data industry must police itself or consumers will (rightly) impede the development of our society’s use of their data.
Personal data lockers and similar organisations provide a much needed person-centred perspective on this gap in the data ecosystem. But there are many other stakeholders and many other perspectives. The potential for much harm is at the interface between two or more organisations, i.e. at the actual point at which data is shared. So a business-to-business perspective is also required.
The information logistics challenge
The idea of a Third Party is partly an information logistics platform, which is a data sharing service that supports provenance, permissions and commercial needs. So that information can be shared between stakeholders in a way that protects the privacy. But a Third Party is also a vehicle for managing the societal problems and opportunities that data sharing brings. Not just data control but value sharing, damage avoidance and fixing … and most important of all educating our wider society about sharing data safely.
My objective is to build this Third Party but it needs critical mass. I am assembling a network of interested parties and my research is starting to come up with answers to the questions above.
Duncan Shaw is currently a Lecturer in Information Systems at Nottingham University Business School. Before that he worked in logistics and management consultancy for the Total Group and for Motorola, where he was responsible for customer satisfaction in Europe, Middle East and Africa. He blogs at www.duncanrshaw.co.uk. | <urn:uuid:c56bb1c6-5a9a-4eda-8249-9431ea60c44e> | CC-MAIN-2019-18 | https://www.ctrl-shift.co.uk/news/general/2015/07/06/guest-blog-tackling-the-data-sharing-challenge/ | s3://commoncrawl/crawl-data/CC-MAIN-2019-18/segments/1555578770163.94/warc/CC-MAIN-20190426113513-20190426135513-00223.warc.gz | en | 0.94201 | 1,311 | 2.546875 | 3 |
US scientists have showed off tiny robots that can tackle tasks much like real-life termites, working collectively to build structures without following orders from a boss.
The mechanical creatures can transport bricks, build staircases or construct a pyramid, scientists from Harvard University said at the American Association for the Advancement of Science annual meeting.
“The key inspiration we took from termites is the idea that you can do something really complicated as a group, without a supervisor, and secondly that you can do it without everybody discussing explicitly what’s going on, but just by modifying the environment,” said principal investigator Radhika Nagpal, professor of computer science at Harvard.
Some direction is needed for the technological termites, known as TERMES, which were built as part of a four-year project.
Rather than obeying direct orders from an overseer, the robots rely on a concept known as stigmergy, which is a kind of implicit communication whereby the machines observe each others’ changes to the environment and act accordingly, researchers said.
That way, they co-operate on building everything from castles to pyramids to staircases.
One robot on the team works in parallel with others, without knowledge of the overall process – who is building what, or where.
But somehow, it works, and a statement by the science team described the project as “an important proof of concept for scalable, distributed artificial intelligence”. | <urn:uuid:e78c7239-8413-462e-9846-4e0dcc85938a> | CC-MAIN-2019-39 | https://sourceable.net/robotic-termites-learn-build-without-boss/ | s3://commoncrawl/crawl-data/CC-MAIN-2019-39/segments/1568514573105.1/warc/CC-MAIN-20190917181046-20190917203046-00545.warc.gz | en | 0.95923 | 299 | 3.71875 | 4 |
In his first assignment for National Geographic, the Magnum photographer Paolo Pellegrin has explored what happens when one of the world’s most critical issues — climate change — is superimposed on one of the world’s most volatile regions.
“Parting the Waters” exposes the conflict over fresh water along the Jordan River, where Israelis, Palestinians and Jordanians face a six-year drought and a severe lack of clean water. It appears in the April issue of National Geographic, along with an article by Don Belt.
The controversy surrounding the Jordan River, which has lost more than 90 percent of its normal flow in the past five decades, resonates in different ways. There are elements of geography, history and religion tied up in the conflict. There are also political, social and economic aspects.
Having spent a lot of time in Israel — he has photographed conflicts there and in Darfur, Bosnia, Sudan and Afghanistan — Mr. Pellegrin had a good understanding of the issues plaguing the country. But the controversy over fresh water wasn’t something he had covered in great depth before.
His first task was to focus on the Palestinian side of the issue. Under Israeli military rule, Palestinians in the West Bank are prohibited from digging deep wells, a problem when rainfall levels are low. It was early in the summer when Mr. Pellegrin traveled to the region. Palestinian farmers and Bedouins — who live with virtually no running water — were dealing with much-reduced flow.
His second trip took him to Jordan, where he visited the Ziqlab Dam in the northern part of the country. Children are seen running with ease past tall gauges that once measured water levels, conveying a vivid sense of the badly diminished resource.
The series contrasts the image of swimsuit-clad Israelis at a water park with a Palestinian woman who has to purchase her water from a tank truck.
Such contrasts are difficult to frame within a single image, but Mr. Pellegrin saw it for himself from a helicopter over the West Bank: dry, sandy Palestinian towns surrounded lush Israeli settlements perched atop hills.
The issues along the Jordan River are specific to the region. They could also be a sign of what is to come elsewhere.
“There’s huge issues of climate change,” Mr. Pellegrin said. “So the resources in general, and water in particular, will be — and already are starting to be — one of the main problems and issues that we will be confronted with.”
Contrasting with the tumultuous tone of much of the project, the final image of “Parting the Waters” shows a young Palestinian girl floating leisurely in the salt of the Dead Sea, her toes poking at the air as circles of water ripple out from under her. The hills in the distance, colored pink and warm, paint a serene picture.
“That was just a moment of beauty and quiet at the end of the day,” Mr. Pellegrin said.
And in spite of the intricacy of the situation, he said, the River Jordan still seems to overflow with history and faith.
“You might be religious or not, but a sense of it is there,” Mr. Pellegrin said. “It’s quiet. It’s about a place — the beauty — but also somehow the sacredness of it.”
A free interactive version of the special issue, “Water: Our Thirsty World” is being offered by National Geographic from March 22 (World Water Day) through April 2. Images from the issue will be on display at the Annenberg Space for Photography in Los Angeles, beginning March 27. | <urn:uuid:f6a100b4-5e17-4029-9f29-a476b35e1666> | CC-MAIN-2013-20 | http://lens.blogs.nytimes.com/2010/03/22/showcase-141/ | s3://commoncrawl/crawl-data/CC-MAIN-2013-20/segments/1368698141028/warc/CC-MAIN-20130516095541-00029-ip-10-60-113-184.ec2.internal.warc.gz | en | 0.958786 | 770 | 2.9375 | 3 |
The Jervis Public Library Association was incorporated in 1894 by an act of the New York state legislature. The Association took its name from prominent American civil engineer John Bloomfield Jervis, who bequeathed funds, property, and his personal collection of books and papers for the purpose of founding a library facility for the citizens of his home town, Rome, NY. Although a downtown site for a new library building was debated, in the end it was decided that the Jervis homestead would make an ideal location for Rome's public library. Melvil Dewey, inventor of the famous Dewey Decimal System for classifying books, helped draft Jervis Library's bylaws.
On July 15, 1895, Jervis Public Library was ready to open its doors. The community was filled with expectation. Gala opening ceremonies were held outside, amidst fine, warm weather. Addresses were given by prominent citizens; a chorus provided musical interludes. The ceremonies inaugurated what would become a major public information center in central New York. Well before the 10:00 a.m. opening the next day, a number of children had arrived to compete in a contest to see who would take out the first book. Thus began the history of Jervis Public Library.
John B. Jervis, leading early American civil engineer and the library's founder, grew up in Rome (then called Fort Stanwix) in the early nineteenth century. He attended local public schools and was interested in higher education, but his family could not afford it. When the construction of the Erie Canal began in 1817, he was hired as an axeman. While working on this job he began an informal education as a civil engineer. By 1819 Jervis was resident engineer in charge of the canal's middle section. In four years he was superintendent of fifty miles of completed canal. In 1827 he became chief engineer on the Delaware and Hudson canal and railway system project.
In both canal and railway engineering, Jervis was a supreme innovator. At a time when railroads were just beginning to appear in America, he drew plans for the "Stourbridge Lion," the first locomotive to run on this continent. He also invented the swiveling, four-wheel "bogie" truck, to keep the engine from jumping the track when rounding curves. Mr. Jervis was chief engineer of the Croton Aqueduct, the supplier of abundant fresh water to New York City and a major engineering feat of its time. He directed completion of the Croton Aqueduct Dam and the Harlem River High Bridge. Retiring to his home in Rome in 1866, he was active in organizing the Rome Iron Mill, of which he was a trustee until his death. John B. Jervis remained dedicated to intellectual pursuits, most prominently engineering and religion. Ten years after his death in 1885, his home became Rome's public library. His personal collection featuring rare early railroad, canal, and aqueduct documents is still housed within Jervis Public Library.
When the library first opened, the collection was 8,500 volumes, plus many pamphlets, state and government publications, and other related materials. An annex was built in 1925 so the library could expand. In 1964, a modern library capable of housing 100,000 volumes was joined to the original Jervis house and annex. Further funds from endowment and the city were used in 1971 to enlarge the library's capacity to 150,000 volumes. In 1988 another addition, with elevator, was built to expand the library's main lobby and make accommodations for accessibility.
The first librarian was Marjorie Elizabeth Beach, a former teacher, and a grandniece of John B. Jervis. In the early days, the library was open seven hours a day, Monday through Saturday, but the time open each day was divided into three intervals. The public areas of the library were furnished with polished oak bookcases and comfortable chairs. All patrons were asked to register their visits in a book provided. Both the card catalog and the adult book shelves were accessed by the librarian only. Children's books, however, were on open shelving.
Members of the first Board of Trustees included Edward Comstock, Dr. W.J.P. Kingsley, W.D. Manro, and Dr. Thomas Macomb Flandreau. Mr. Comstock was the President of the first Board of Trustees. In 1881 and 1882 he had been Mayor of Rome. Dr. Kingsley was the Vice President of the first Board of Trustees. He was a medical doctor who in 1859 founded a hospital for the treatment of malignant growths. In Rome he also served as Mayor (from 1895 to 1899) and President of the Farmer's National Bank, which he helped organize. The first Secretary of the Board of Trustees was W.D. Manro, Superintendent of Schools in Rome. Dr. Thomas Macomb Flandreau, also a medical doctor, was not an officer of the first Board of Trustees, but was perhaps the most scholarly trustee. He spoke French and German fluently and wrote poetry. He also helped to found Rome Hospital.
The second head librarian was Eugenie Stevens, who held this position from 1900 to 1921. She was one of several who helped Librarian Beach catalog the original collection and was promoted to the directorship from her position as Miss Beach's assistant. Miss Stevens experimented for a while with opening the library on Sundays.
In Jervis Library's early years, funds were in short supply, and the library's growth was hampered by an austerity budget. A wave of improvements, however, hit the library during the early 1920's, including the building of the 1925 addition. At the forefront of many of these improvements was the library's energetic third librarian, Clara W. Bragg, who was in charge from 1922 to 1923. She was a dynamic, highly educated woman, who had studied literature and modern languages at Cornell University and had served as reference librarian at Columbia University. Under her direction, Jervis Library opened a branch in East Rome.
From 1924 to 1958, Helen Salzman was the librarian. Coming to this position from several years' experience in other libraries, she had a very professional approach. She was constantly introducing improvements and innovations in areas ranging from instituting children's holiday story hours to devising a better system for reserving books.
When the new addition to the library had been built in 1925, the old part of the library, in the Jervis house, was also remodeled and refurbished. In 1931, Henrietta Huntington Wright died and left to Jervis Library an estate, which, for the time, was considerable, and improved the library's funding. Miss Wright was a descendant of Benjamin Wright, John B. Jervis' supervisor during the construction of the Erie Canal.
Fifth Director William A. Dillon, educated at the University of Pittsburgh and Columbia University, presided from 1958 until mid-1985, and spearheaded the transformation of the library into a major area cultural institution. Under Mr. Dillon, both the 1964 and 1971 additions were built to provide space for up to 150,000 volumes. Over the years the library's circulation rose continually. The depth of the library's collection was such that author Alex Haley (Roots; co-author The Autobiography of Malcolm X) completed various writing projects at Jervis and publicly praised the library. Director Dillon organized the library's collection of John B. Jervis papers and engineering drawings; acquired the Bright and Huntington Historic Papers which were microfilmed and made available to scholars; unearthed John B. Jervis' handwritten autobiography and guided it to publication as The Reminiscences of John B. Jervis: Engineer of the Old Croton, edited by Neal FitzSimons; and in the early 1980's began the library's automation. In 1990, Roman Dr. F. Daniel Larkin, noted scholar and historian, published Jervis' biography, John B. Jervis: An American Engineering Pioneer.
Carole Fraser Fowler, educated at Colby and Douglas Colleges and Rutgers University, became Jervis' sixth Director in 1985 and was Director during the library's Centennial celebration. Her focuses until her retirement in 2005 included improving accessibility via the 1988 addition, and incorporating new technologies in order to access a wider range of information. Automated circulation of materials began in February 1986.
Lisa M. Matte is the library's seventh director. She received her library degree from SUNY Albany in 1997, and joined Jervis Library as a reference librarian that year. In her tenure as librarian, Ms. Matte expanded the library's services to teens, forming a successful teen advisory group and creating the library's YAWeb website for teens. Her programs were recognized by the YALSA division of the American Library Association, and written about in a book about teen services in libraries. After a brief stint as Assistant Director, Ms. Matte became Director in 2005. She oversaw the project to upgrade the library's HVAC system in 2007, and seeks to expand the library's role as an information provider in the community.
While Jervis Library remains committed to providing materials in traditional formats, computer technology and the Internet have revolutionized the library like nothing since the Dewey Decimal System. Computer automation has improved circulation and information services and increased the efficiency of record retention, communications, and office work. At a time when information is rapidly exceeding the bounds of print, access to the Internet is of critical importance to those the library serves. Jervis Library is proud to have earned Library Leader status, awarded by the NYS Education Department and Board of Regents to libraries that provide the highest levels of access to the Internet and electronic resources. Internet access computers are in constant use by children, teens, and adults.
Jervis will continue to strive to meet the changing needs of its patrons by providing an increasing array of other technology-based services beyond the Internet, including word processing for all ages, computer printouts at a nominal fee, a collection of circulating computer software and multimedia titles, and a website through which many of the library’s unique resources may be accessed without the need to visit the library building. The library acknowledges its role in introducing and assisting people with the technology it provides through its professional librarians, who offer periodic computer orientation and Internet training classes, and who assist and guide people in using library computers one-on-one as time permits.
As Jervis Library moves ahead in its second century, it is financially challenged by the increasing demands for electronic and telecommunications services while, at the same time, demand for traditional services shows little decline. Fortunately, thus far, the bulk of the library's hardware and software automation costs has been borne by grants, gifts, donations, and bequests.
In addition to providing information, research resources, education, and creative use of leisure time, the library sponsors many special services, including adult lectures, author visits & book discussion series, and numerous teen and children's programs, activities and events. Jervis’ Youth Advisory Committee, a volunteer group of teens, helps the library respond to the needs of its young patrons.
Through parallel development of both traditional services and technology, Jervis Library continuously seeks to expand its vistas and capabilities to meet the challenges of the next 100 years.
This page updated 1/09. PAC | <urn:uuid:5666e2ab-8ab3-4620-b7ec-9a955d6186ba> | CC-MAIN-2014-49 | http://jervislibrary.org/jpl_history.html | s3://commoncrawl/crawl-data/CC-MAIN-2014-49/segments/1416931008218.28/warc/CC-MAIN-20141125155648-00174-ip-10-235-23-156.ec2.internal.warc.gz | en | 0.978802 | 2,355 | 2.890625 | 3 |
Santa Fe riot
The Santa Fe Internment Camp
|Date||March 12, 1945|
|Location||Near Santa Fe, New Mexico, United States|
|Outcome||4 Japanese internees seriously injured|
The Santa Fe riot was a confrontation at a Japanese internment camp near Santa Fe, New Mexico, during World War II. On March 12, 1945, approximately 275 internees assembled in Camp Santa Fe to watch and protest the removal of three men to another camp. During which, a scuffle broke out between the internees and the Border Patrol agents who were guarding the facility, resulting in the use of tear gas grenades, batons, and the serious injury of four internees.
In February 1942, the Department of Justice acquired 80-acres of land and an old Civilian Conservation Corps camp from the New Mexico State Penitentiary in order to establish a facility for enemy aliens. Unlike the War Relocation camps, which were much larger, the Santa Fe Internment Camp, or Camp Santa Fe, was guarded by Border Patrol agents, rather than soldiers. The original CCC camp could accommodate 450 people, but by March 1942 the facility had been expanded to house 1,400. Housing included wood and tarpaper buildings and 100 "victory huts", however, most of the huts were later replaced by military style wooden barracks.
The first group of internees consisted of 826 Japanese men from California, but they were relocated to other facilities by September 1942. German and Italian internees occupied the camp until February 1943 and in 1945 it was expanded again so as to accommodate 2,100 Japanese. The second group of Japanese included 366 "troublesome" young men from the Tule Lake War Relocation Center who had renounced their U.S. citizenship under the Renunciation Act of 1944, making them enemy aliens from the government's viewpoint and eligible for incarceration at the special enemy alien camps.
Violence at Camp Santa Fe was not unheard of. For example, in the spring of 1942, a small army of locals, equipped with shotguns and hatchets, marched on Camp Santa Fe after hearing news of the Bataan Death March, in which several New Mexican men were killed. However, the camp's commander managed to persuade the would-be attackers to desist, reasoning that it would only lead to harsher treatment of American prisoners of war in Japanese custody.
The internees from Tule Lake were described by author Everett M. Rogers: "They wore white headbands on their shaved heads, blew bugles, and behaved in a militantly Japanese manner." They were organized into two groups, with leaders described as "surly" by the camp's head of security, Abner Schrieber. The first group called themselves the Sokuji Kikoku Hoshi-Dan, meaning "the Organization to Return Immediately to the Homeland to Serve." The second was called the Hikoku Seinen-Dan, "the Organization to Serve Our Mother Country." The young "Tuleans," as they were called, were a lot different than the older residents of the camp that had been there longer. Some "isolated beatings" occurred between these two groups and, according to Rogers, "a strong-arm Suicide Squad threatened the camp's censors with death."
On March 10, the camp guards made a complete search of the 366 men from Tule Lake, confiscating several dozen white shirts adorned with the Rising Sun, which had been banned at the facility. Because the shirts were part of a type of uniform, the internees protested. In response, the camp's commander arranged to have the leaders of the protest, three men, removed to Fort Stanton, which also housed enemy aliens. He also posted additional guards, equipped them with gas masks, submachine guns and shotguns, and told them to stay alert, because he expected trouble.
On the morning of March 12, between 250 and 300 of the internees gathered at the wire fence running in front of the administration center of the camp to watch the three men's departure and protest. At some point, a scuffle broke out and some of the Japanese began throwing rocks at the Border Patrol agents who were guarding the area. According to Abner Schrieber, he asked the crowd of protesters to disperse "four or five times" and had his secretary take notes on what was happening for his official report of the incident. When the demands to disperse were ignored, Schrieber ordered his men to fire tear gas genades into the crowd and disperse it using batons. The ensuing melee was brief, but in that time four men were injured badly enough to where they had to be hospitalized. The four men were Mitsuo Hirashima, Akira Osugi, Gentaro Ono and Isamu Uchida.
|“||In 1945, March 12, the clash between the [Tule Lake] segregation camp bozu [shaved heads] and the military police officers [Border Patrol] reached its climax, and it finally ended with a sorry incident. Early that morning, Langston [phonetic], chief of the renraku [liaison office], escorted by several guards, inspected various buildings excluding the barracks and crafts room. As we were returning from our breakfast, from the mess hall, going to 'downtown area,' we encountered Tsuha and Tachibana, who were surrounded by guards and being escorted with their baggage to the uptown area. Many Tule Lake people were following them. There didn't seem to be any sign of violence, but when the internee group approached the 'uptown area,' they were met with dozens of guards who had been waiting for them. Suddenly, the guards threw tear-gas grenades, but the wind blew [the gas] back towards the guards, so the Tule Lake youths shouted for joy. This was the beginning of the incident. And the guards, carrying nightsticks [batons], chased the bozu group and tried to catch them by attacking them from both sides with other guards stationed near the entrance to the downtown area. The lower-area guards also threw tear-gas grenades, and all the guards started to hit the internees with sticks. Since the bozu group did not have any weapons to defend themselves, they fell down, one after another. Gontaro Ona, Akira Osuji, Isamu Uchida, Motoi Hirashima all suffered head injuries, and much blood was shed. The guards put these four into a truck and sent them to a hospital area, and I saw this kind of cruelty. And this incident took place within a second. (sic)||”|
According to Everett Rogers, the conflict was "shortlived and inconsequential." However, 350 of the internees were separated from the rest and put into a stockade, where they remained for several months, and seventeen others were sent to the internment camp at Fort Stanton. There was no further conflict at the camp, even after another 399 men from the Tule Lake Center were brought in.
Camp Santa Fe remained open after the war ended on September 2, 1945, to be used as a holding a processing center for the relocation of Japanese internees back to where they had come from . It was finally closed in May 1946 or sometime shortly thereafter. Today the site of the camp is occupied by a residential subdivision. At the Rosario Cemetery, located a half mile away from the camp site, there are graves for two of the men who died while interned. Furthermore, in 2002 a large boulder with a plaque telling about the camp was placed near the site as a memorial.
- "Japanese American World War II Evacuation Oral History Project : Part II: Administrators". Retrieved December 3, 2012.
- Rogers, Everett M.; Nancy R. Bartlit (2005). Silent Voices of World War II: When Sons of the Land of Enchantment Met Sons of the Land of the Rising Sun. Sunstone Press. ISBN 9780865344235.
- Burton, Jeffery; Eleanor Roosevelt; Irene J. Cohen (2002). Confinement and Ethnicity. University of Washington Press. ISBN 9780295981567.
- "Fascism, the Musical: Ecology of the Santa Fe Opera, Part 9". Retrieved December 3, 2012.
- Kashima, Tetsuden (2003). Judgment Without Trial: Japanese American Imprisonment During World War II. University of Washington Press. ISBN 9780295984513.
- "MOMENTS IN TIME : Remembering the Santa Fe Japanese Internment Camp : New Mexico PBS : Flickr - Photo Sharing!". Retrieved December 3, 2012. | <urn:uuid:d40e8af6-6dc6-4f95-8120-b63c7c954dfe> | CC-MAIN-2017-17 | https://infogalactic.com/info/Santa_Fe_Riot | s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917120878.96/warc/CC-MAIN-20170423031200-00645-ip-10-145-167-34.ec2.internal.warc.gz | en | 0.972138 | 1,786 | 3.4375 | 3 |
The scientific theory of plate tectonics (a word derived from the Greek word tectonicus which means ‘pertains to building’) describes the large-scale motion of the seven or eight major plates (the number depends on how the plates are defined) in the Earth’s lithosphere and the movement of the multitude of smaller plates. Plates typically move relative to each other anywhere from zero to 100mm each year. The motion between the plates at their boundaries determines the type of boundary. Boundaries can be convergent, divergent, or transforming.
A convergent plate boundary is one where the two plates are moving towards to each other, often resulting in one place sliding beneath the other (subduction). As the plates collides the boundary edge of one or both plates may fold up to form a mountain range. Alternatively, one of the plates may bend down to form a deep trench. Convergent boundaries destroy lithosphere. Chains of volcanoes are often formed along these boundaries and they are also the location of powerful earthquakes.
A divergent plate boundary is one where the plates are moving away from each other. This process occurs above rising convection currents. This happens above rising convection currents, which pushes up and lifts the lithosphere while flowing underneath it. The plate is then dragged in the same direction as the flow. Divergent boundaries create new lithosphere. Earthquakes commonly occur and magma rises to the Earth’s surface from the mantle along these boundaries.
A transform plate boundary is one where two plates side past each other. Transform boundaries do not create or destroy lithosphere. Fault lines are created along these boundaries, resulting in the common occurrence of earthquakes.
The movement and friction between these plates shape the landscape that we see and determine the intensity of the natural disasters that we experience. Earthquakes and volcanic activity occur along the plate boundaries, or fault lines.
Global positioning systems track the movement of earthquakes, providing researchers with a vast fount of information regarding earthquakes. However, slow-moving earthquakes have largely remained a mystery. The sliding of the plates against each other causes slow-moving earthquakes, or slow slip events, which occur over a period of many weeks. The movement is so slow that humans are not aware of the earthquake at all. These slow-moving events are also called slow slip events, or slow-moving earthquakes—sliding that occurs over weeks at a time. However, these slow-moving earthquakes are occurring all around the world, at all points in time.
Researchers from the department of geophysics in Stanford’s School of Earth, Energy & Environmental Sciences (Stanford Earth) hypothesized variation in friction explain how fast rock slips in the fault. With that in mind, they assumed slow slip events started as earthquakes, with a type of friction known as rate-weakening that makes sliding fundamentally unstable. But many laboratory friction experiments contradicted that idea. Instead, they had found that rocks from slow slip regions display a more stable kind of friction known as rate-strengthening, widely thought to produce stable sliding. The new computer simulations resolved this inconsistency by showing how slow slip can arise with contrary-seeming rate-strengthening friction. Rocks are made of a porous material, which means they are solid structures filled with pores or voids. Faults occur in rocks that are saturated with fluid. Consequently, the rocks are poroelastic in nature, which means that the pores naturally found in the rock give the rock the ability to expand and contract, changing the fluid pressure within the pores.
The research helps to explain the movement of the earthquakes. Adjusting the simulations to account for the porous nature of rocks provided the researchers with the understanding that as rocks are squeezed the fluid found in the pores cannot escape and therefore the pressure increases. As the pressure increases, friction decreases, causing a slow-moving earthquake.
Further information: Elías R. Heimisson et al. Poroelastic effects destabilize mildly rate-strengthening friction to generate stable slow slip pulses, Journal of the Mechanics and Physics of Solids (2019). DOI: 10.1016/j.jmps.2019.06.007 | <urn:uuid:0838d09a-d719-442e-9ecc-9b5da51f83ba> | CC-MAIN-2020-50 | https://www.tribonet.org/slow-moving-earthquakes/ | s3://commoncrawl/crawl-data/CC-MAIN-2020-50/segments/1606141753148.92/warc/CC-MAIN-20201206002041-20201206032041-00217.warc.gz | en | 0.946287 | 852 | 4.78125 | 5 |
Thamnophis eques obscurus (Conant, 2003); Lake Chapala Mexican Gartersnake
Thamnophis eques obscurus, a subspecies of the Mexican Gartersnake, is still quite rare in most private garter snake collections.
This subspecies occurs only occurs in Lago de Chapala, Mexico.
It is described by Conant (2003).
Length and size of Thamnophis eques obscurus
T.eques is a very large and heavily built gartersnake and Conant (2003) had set the new record for T.eques (obscurus) at 121,6 cm total length. Especially female Thamnophis eques can grow very large and heavy. In fact adult female T.eques are the largest gartersnakes I have ever seen. The only garter snake that really grows to much larger size is Thamnophis gigas from California. The new record for T.eques (scotti) is now set at 130,7 cm (Bol & Bruchmann, 2012).
Description of Thamnophis eques obscurus
This subspecies of T.eques has an unusual coloration for a garter snake that makes it easily distinguishable from other species.
Dorsal color is dark brown. Dorsal stripe is readily visible in the juveniles, but often is inconspicuous in the adults. Dorsal stripe is, when present, light brown in coloration.
Lateral stripes are clearly visible in most specimens: white in the juveniles but beautiful blue or grayish-blue in the adults. Also the supralabial, neck and ventral scales have this typical blue or grayish-blue color. This blue color develops while aging.The two lower scale rows (between the ventral scales and the lateral stripes) have a light nucleus with a more or less golden color and shine.
The spots between the lateral and dorsal stripe are sometimes prominent ( in pregnant females or just after feeding) and sometimes hardly noticeable.
As in the other subspecies of Thamnophis eques coloration is difficult to describe due to the shiny and fluorescent nature of the scales.
The overall coloration matches very well with the color of the water and rocks in lake Chapala.
The Lake Chapala Mexican Gartersnake does very well in captivity. Due to its large size it is recommended to keep them in a terrarium with a minimum size (for one adult couple) of 100 x 50 x 50 cm. They do well in a dry and well ventilated cage with just a water bowl for swimming and drinking. The water bowl should be big enough for them to submerge in. Local temperatures in the terrarium should rise to 30-35 °C. T.e.obscurus are voracious feeders and relatively easy to keep.
They tend to be relatively shy but most(especially the captive bred) specimens often lose much of their shyness when they grow older. The snakes show themselves a lot basking on a branch under the lamp. Especially when the terrarium is not so warm and the snakes need to bask on the hottest spot to reach their optimal body temperatures. A hibernation will not be absolutely necessary although it is expected that they will have a resting period in nature when they are less active. A cool period in the terrarium of 2-3 months will probably be sufficient to keep the snakes in good health and to stimulate breeding. Up to now I hardly give the snakes a hibernation. But the snakes are clearly less active in the coldest winter months; they bask less and often refuse to eat for several months. So do not worry when this happens. Night temperatures in my snake room (and in the terrariums) drop at night to 8-12 °C. I keep my adult snakes in a completely dry terrarium with a water bowl. This species is also very suitable for a so-called “aqua-terrarium” with a lots of water and only a small (completely dry!) land part which is heated by a powerful lamp to 30-35 °C. In such a habitat terrarium the highly aquatic snakes will show more of their natural behavior.
The young are usually born in my terrariums in June or July.
Sometimes females have a second clutch in October.
Distribution and habitat of T.e.obscurus
Thamnophis eques obscurus occurs only in Lago Chapala.
This large endorheic lake lies in the Mexican states of Jalisco and for a small part in Michoacán at 1525 meters above sea level. It is the largest lake in Mexico: 80 km long and 20 km wide.
In November 2007 and May 2008 I have observed this subspecies at Lake Chapala. The snakes can be found on the rocky borders right at the water’s edge or swimming in the lake itself. Like Nerodia these large Garter Snakes swim floating on the water.
In May 2008 I found large numbers of this subspecies sunning and mating in the willow trees that grow at certain places in the lake.
For more details read my article (Bol, 2010 (26)), and the movie with unique recordings of mating behavior in the wild.
Mating behavior of the Lake Chapala Mexican Gartersnake
My recent article about Thamnophis eques scotti (Bol & Bruchmann, 2012) that can be found online in english on this website can serve as a standard recommendation (care sheet) how to care of Thamnophis eques obscurus.
My breeding group consist of offspring of 5 adult (unrelated) wild caught specimens. This gives me the opportunity to have young that are completely unrelated.
Which is perfect for future breeding programs.
I am breeding this subspecies since 2009.
Bol, S., 2010. Exciting observations on two sympatric garter snakes in “la Laguna de Chapala”, Mexico. ( Part 1 of 2). The garter snake 15 (1): 16-27.
Bol, S., 2010. Exciting observations on two sympatric garter snakes in “la Laguna de Chapala”, Mexico. ( Part 2 of 2). The garter snake 15 (2): 10-19.
Bol, S. & H. Bruchmann, 2012. Scott’s Mexican Garter Snake (Thamnophis eques scotti; Conant, 2003) in the wild and in captivity. ( Part 1 of 2). The garter snake 17 (3): 15-25.
Bol, S. & H. Bruchmann, 2012. Scott’s Mexican Garter Snake (Thamnophis eques scotti; Conant, 2003) in the wild and in captivity. ( Part 2 of 2). The garter snake 17 (24-31): 16-27.
Conant, R., 2003. Observations on Garter Snakes of the Thamnophis eques complex in the Lakes of Mexico’s Transvolcanic Belt, with descriptions of New Taxa. American museum novitates 3406: 1-64. | <urn:uuid:8f8cde87-950d-4931-a476-11c322ee6fd1> | CC-MAIN-2017-47 | http://stevenbolgartersnakes.com/species/thamnophis/eques/obscurus/ | s3://commoncrawl/crawl-data/CC-MAIN-2017-47/segments/1510934806317.75/warc/CC-MAIN-20171121055145-20171121075145-00525.warc.gz | en | 0.896679 | 1,502 | 2.625 | 3 |
Jack Lenor Larsen collaborated with artists, designers, and craftspeople all over the world. The collaboration between Larsen and Richard Landis was unique in that the two men literally designed the face and reverse of the same fabric.
Richard Landis received formal training in art and design, but was essentially self-taught as a weaver. He believed hand weaving, in particular the double cloth structure, offered him the exacting control he sought in the exploration of form and color, and he worked almost exclusively in that format to create systematic compositions of modular elements of color and geometric forms. Nucleus (1973), also in the museum’s collection, is a superb example of Landis’s technically and aesthetically disciplined hand woven double cloth.
Landis sent Larsen samples of his weaving after seeing an exhibit of the designer’s work at Arizona State University in the late 1960s. According to Landis, Larsen responded immediately and enthusiastically. Larsen was captivated by the systematic use of color and the rigorous integration of weave structure and visual program in Landis’s double cloth. The two then worked together on a design for a commercial furnishing fabric that would become one of the company’s most successful woven upholsteries.
On the front face, blocks of color in a spectrum of 21 shades, created from 6 different color threads, appear in a repeating grid of “windows” against a solid-colored beige background. For further visual interest, the windows are of 9 different sizes, repeated sequentially. All possible color combinations appear systematically across the full range of graduated rectangles. The subtle symmetry of the geometric forms and the juxtaposition of tonalities evidence Landis’s hand in the design. But it was Larsen who chose the palette of bright, fully saturated reds, orange, blue, and violet that fit perfectly with the lively color schemes favored in interiors in the 1970s.
Larsen excelled at maximizing the visual effects of weave structures and remained committed to creating textile patterns that would be enhanced by the medium. To this end, Landis II is totally reversible. By definition, in double cloth, the second plane of threads is woven behind the primary face of the cloth and may constitute a second face. For Larsen, the reversibility of double cloth was appealing both aesthetically and commercially. While Landis was the author of the primary face of Landis II, it was Larsen who refined the design to intentionally create a fully functional second face: offset “windows’” of solid beige in a frame that reveals the transition of tones and half tones caused by the interlacing of succeeding columns and rows of colored threads. Larsen claimed that the “patterned plaid” face of Landis II was at least as popular with his clients as the original face of the fabric. “Of all fabric structures,” Larsen once said, “double cloths are my favorites.” “I love the visual pun of their interlacing.”
Maleyne M Syracuse recently received a Masters of Arts degree in the History of Decorative Arts and Design from the joint Parsons New School for Design/Cooper Hewitt Smithsonian Design Museum program. She serves as President of the Board of Directors of the Peters Valley School of Craft and Treasurer of the Board of the Textile Society of America and works part-time as an independent art historian/curator.
Landis II is on view in Saturated: The Allure and Science of Color through January 13, 2019 | <urn:uuid:04d1d9ab-ff76-431a-9459-d5008e2bbfeb> | CC-MAIN-2023-50 | https://www.cooperhewitt.org/2015/10/17/a-team-effort/ | s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679100739.50/warc/CC-MAIN-20231208081124-20231208111124-00564.warc.gz | en | 0.956149 | 736 | 2.796875 | 3 |
A magnetic stripe reader, also called a magstripe reader, is a hardware device that reads the information encoded in the magnetic stripe located on the back of a plastic badge. Magnetic stripe readers can be read by a computer program through a serial port , USB connection, or keyboard wedge , and are generally categorized by the way they read a badge. For instance, insertion readers require that the badge be inserted into the reader and then pulled out. Swipe readers require that the badge pass completely through the reader.
The magnetic stripe on the back of a badge is composed of iron-based magnetic particles encased in plastic-like tape. Each magnetic particle in the stripe is a tiny bar magnet about 20-millionths of an inch long. When all the bar magnets are polarized in the same direction, the magnetic stripe is blank. Information is written on the stripe by magnetizing the tiny bars in either a north or south pole direction with a special electromagnetic writer, called an encoder. The writing process, called flux reversal, causes a change in the magnetic field that can be detected by the magnetic stripe reader. Since there can be two different flux reversals, N-N or S-S, there can be two different information states, much like the binary system used by computers. The magnetic stripe reader reads the information by detecting the changes in the magnetic field caused by the flux reversals on the badge's magnetic stripe.
Dating back to the 1970s, magnetic stripe readers are widely used for access control and transaction processing. | <urn:uuid:4d3989fa-3059-4ec1-946b-6796044fcf83> | CC-MAIN-2015-22 | http://whatis.techtarget.com/definition/magnetic-stripe-reader-magstripe-reader | s3://commoncrawl/crawl-data/CC-MAIN-2015-22/segments/1432207927824.26/warc/CC-MAIN-20150521113207-00284-ip-10-180-206-219.ec2.internal.warc.gz | en | 0.920865 | 307 | 3.40625 | 3 |
A potential HIV vaccine showed promise four years ago against the virus that causes AIDS, but it fell short of providing the broad protection necessary to stem the spread of disease.
Now researchers -- led by Duke Medicine and including team members from the National Institute of Allergy and Infectious Diseases of the National Institutes of Health, the U.S. Military HIV Research Program and the Thailand Ministry of Health -- have gained additional insights into the workings of the vaccine that help explain why it benefited a third of recipients and left others vulnerable. The findings, reported in the Jan. 10, 2013, issue of the journal Immunity
, are providing new options for vaccine designers to strengthen the drug.
"This study shows what types of antibodies the vaccine induced and gives us information that can guide the study of future vaccine trials," said senior author Barton Haynes, M.D., director of the Duke Human Vaccine Institute. "Understanding how this vaccine works is important to develop strategies to make it better."
The research team focused on an HIV vaccine candidate tested in Thailand called ALVAC. In 2009, AIDS researchers reported that the vaccine protected 31.2 percent of study participants from HIV infection. It was an encouraging protection rate, but short of the minimum 50-percent efficacy required to slow the epidemic, which afflicts an estimated 34 million people worldwide.
Since that time, researchers have been studying the vaccine for clues to its successes and failures in the hopes of making improvements. Haynes and colleagues reported last year they had found a correlation between a key antibody response to the drug and a lower risk of infection.
"But that was a correlation of risk, not necessarily a correlation of protection," Haynes said. "We couldn't prove that the antibody was the cause of protection."
In the current study, the researchers have strengthened the association between the vaccine-induced antibodies and found crucial characteristics of the antibodies induced by the vaccine. Analyzing the immune responses produced by three vaccine recipients in the original trial, the researchers isolated four key antibodies that targeted an important site on the HIV virus - a region known as V2.
In spite of variations in the V2 site's structure, the antibodies zeroed in on the virus, specifically binding at a position on the virus' outer coating that was already known for attracting immune warriors called neutralizing antibodies.
But the researchers found that the four vaccine-triggered antibodies worked differently than the neutralizing antibodies. Instead of attacking the virus directly, the vaccine-induced antibodies recognized virus-infected cells and flagged them for an attack by other immune cells.
The findings indicate that these types of V2 antibodies expand the immune system's arsenal against HIV, potentially enhancing the effects of the existing ALVAC vaccine.
"The next step for our research is to explore how to design immunogens to induce antibodies that can have broadly neutralizing activities," said Hua-Xin Liao, M.D., PhD, lead author and research director of Duke Human Vaccine Institute. "Our findings provide new targets for this research." | <urn:uuid:a1c8fc5a-967f-4249-81e6-0bd55b44a493> | CC-MAIN-2017-22 | http://www.medindia.net/news/new-insights-into-hiv-vaccine-112778-1.htm | s3://commoncrawl/crawl-data/CC-MAIN-2017-22/segments/1495463608669.50/warc/CC-MAIN-20170526163521-20170526183521-00324.warc.gz | en | 0.952352 | 615 | 3.0625 | 3 |
|Latin Name:||Calendula officinalis|
|English Name:||Calendula, pot marigold, ruddles, common marigold|
|French Name:||Calendule, souci officinal, souci, souci des jardins|
History and origin
Native to Europe, marigold has been cultivated since a long time elsewhere in warm temperate regions of the world. It has always been recognized for its calming and healing properties. The plant has yellow or orangey yellow flowers reminding a small sun. Its Latin name Calendula comes from the fact that the plant has a very long period of bloom which lasts for months. In Latin, calende means the first day of the month. Some cooks do not hesitate to incorporate marigold to their recipes because the flowers are edible. | <urn:uuid:0de5ddbd-3821-44db-8675-c736ed837597> | CC-MAIN-2019-26 | https://aliksir.com/en/plant-extracts/maceration-oils/calendula-calendula-officinalis-macerated-oil.html | s3://commoncrawl/crawl-data/CC-MAIN-2019-26/segments/1560628000231.40/warc/CC-MAIN-20190626073946-20190626095946-00092.warc.gz | en | 0.8845 | 173 | 3.203125 | 3 |
(PhysOrg.com) -- Researchers in Norway have discovered a form of severe morning sickness known as hyperemesis gravidarum may be passed on from mothers to their daughters.
This type of morning sickness causes severe nausea and almost constant vomiting often leading to weight loss, starting earlier than the 22nd week of the pregnancy. The condition affects around 2% of pregnancies, but it is a frequent reason for hospitalization, and is often linked with premature births and low birth weights. It was previously assumed to have a psychological cause such as subconsciously rejecting the growing fetus or the partner, and even today some women with the condition are still told to stop pretending they are sick, according to the researchers.
The study examined data of 2.3 million pregnancies and births from Norwegian registry data in the period 1967 to 2006, and analyzed the rate of hyperemesis gravidarum in over 544,000 mother/daughter pairings and nearly 400,000 mother/son pairings. All the daughters and sons had children themselves. The medical birth registry is a mandatory register of all births in Norway. Data are collected on a standardized form by the midwife or physician attending the birth, with demographic data, maternal health, any complications, and the conditions of the baby included.
Graduate student Ase Vikanes from the Norwegian Institute of Public Health in Oslo who led the research, said the study showed there was a strong influence of maternal genes on the incidence of hyperemesis gravidarum, with 3% of daughters of afflicted mothers suffering the condition but only 1% if their mothers had not had the condition. Around 1.2% of female partners of men whose mothers suffered the condition also had it.
The daughters of affected mothers were more likely to suffer the condition even if they were born of an unaffected pregnancy. 3% were affected if their mothers had the condition during the pregnancy, 3.2% if they had suffered from it in a previous pregnancy, and 3.7% if they were afflicted in a later pregnancy. The results were not affected by the mother’s age at childbirth, the period of the birth, or whether or not the daughter was a first born child.
In the report published in the British Medical Journal online Vikanes cautioned that environmental issues and shared lifestyles could not be excluded, and the effects of body mass index (BMI), diet, and smoking may also be contributing factors since they often pass down the generations. She said the findings could help health care personnel to care for women with a family history of hyperemesis gravidarum.
Explore further: Low Vitamin D may not be a culprit in menopause symptoms
More information: Recurrence of hyperemesis gravidarum across generations: population based cohort study, BMJ 2010;340:c2050. doi:10.1136/bmj.c2050 | <urn:uuid:d59b1f7c-17ed-43b5-af49-d5720053ca7e> | CC-MAIN-2014-15 | http://phys.org/news192084087.html | s3://commoncrawl/crawl-data/CC-MAIN-2014-15/segments/1397609521558.37/warc/CC-MAIN-20140416005201-00341-ip-10-147-4-33.ec2.internal.warc.gz | en | 0.974031 | 587 | 2.9375 | 3 |
VSAT Connectivity Comes With Cybersecurity Threats to Vessels
A maritime VSAT (Very Small Aperture Terminal) is a two-way satellite internet terminal which receives and transmits real-time data via satellites. It is vital for many vessels to maintain a high-speed, reliable connection while offshore. In addition to the importance of connectivity for operations, it also serves a key crew welfare role. However, VSAT also presents cyber threats to vessels, due to the value of the data they transmit and their role as attack vectors for other technology on board.
VSATs are targeted by attackers because they provide access to other vessel infrastructure, and they are also a target in themselves. VSATs provide access to information technology (IT) and operational technology (OT) layers on a vessel, which are closely intertwined, making them a significant attack vector.
Cyberattacks on vessels can be executed by discovering and exploiting vulnerabilities in a sequential manner through the VSAT connection. An attacker may first penetrate telecom equipment and take control of the IT segment. Next they may find problems in segmentation and access the OT layer, and finally, they could control OT equipment. Access to the OT onboard a vessel could provide attackers with internal information, potentially making pirate attacks easier.
Attackers may also be able to arbitrarily intercept and modify Transmission Control Protocol sessions under certain network configurations, enabling man-in-the-middle and denial of service attacks against vessels at sea. Any such attacks may disrupt vessels’ trips and delay delivery of essential commodities.
As well as providing a way in to more severe attacks, VSAT connections themselves contain desirable data, which may be targeted for theft. In fact, researchers have been able to intercept unencrypted sensitive data from maritime VSAT telecommunications using simple equipment, and attackers could steal this data too. Attacks may range from the interception and alteration of navigational charts to theft of passport and credit card details.
VSATs may be attacked via insecure passwords, open ports and un-updated firmware. Regarding passwords, hackers check if standard passwords are used on VSAT antennas and if they are not, they may apply “brute force” techniques to penetrate them instead. Another way in is through open ports in telecom equipment. Hackers search for open ports in telecom equipment, in order to penetrate the vessel’s IT network, subsequently also leading them to the OT network. And finally, hackers may try to exploit known vulnerabilities in un-updated firmware of communication equipment, in order to gain access.
Considering the multiple ways in which VSATs could be impacted, there are also multiple ways to help mitigate against attacks. Cybersecurity policies and procedures are an important start, to ensure good cyber hygiene throughout companies. In addition, VSAT scanners improve cybersecurity discipline with constant checks, and they protect against 90 percent of attacks in this way. Finally, it is suggested to introduce intrusion detection systems and endpoints onto the vessel, in order to protect against insider attacks and improve OT protection.
Jessie Hamill-Stewart is a cybersecurity PhD student at University of Bristol and University of Bath.
Andrew Sallay is the CEO and co-founder of cybersecurity company Reperion.
The opinions expressed herein are the author's and not necessarily those of The Maritime Executive. | <urn:uuid:ba642ec6-b24a-4bcc-a8b5-8fdbc10e95db> | CC-MAIN-2024-10 | https://www.maritime-executive.com/editorials/vsat-connectivity-comes-with-cybersecurity-threats-to-vessels | s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474360.86/warc/CC-MAIN-20240223021632-20240223051632-00490.warc.gz | en | 0.9427 | 668 | 2.875 | 3 |
Is Transcranial Stimulation / Noninvasive brain stimulation Safe?
Transcranial direct current stimulation (TDCS) INVOLVES APPLYING A WEAK ELECTRICAL IMPULSE OR CURRENT TO THE SCALP, THEREBY ENHANCING OR DIMINISHING EXCITABILITY OF THE CEREBRAL CORTEX UNDERNEATH THE AREA OF STIMULATION. THERE IS A GROWING BODY OF SCIENTIFIC EVIDENCE THAT SUPPORTS ITS EFFECTIVENESS FOR USE IN CERTAIN NEUROLOGICAL AND PSYCHIATRIC CONDITIONS. Healthy individuals that use it also claim it ENHANCes COGNITION.
IS IT SAFE?
The thousands of articles published on transcranial stimulation over the past 20 years record no serious adverse effects. The only common side effects encountered included pain, skin redness, or tingling at the site of stimulation. Here is what we currently know about the safety of tDCS:
No formal safety guidelines. TDCS is NOT FDA approved for medical therapy of any kind.
The most common side effects reported are mild to moderate pain, skin redness or tingling near the site of stimulation.
Rare reports of mania or hypomania reported in patients with depression.
Should not be used in people with a history of seizures. A single seizure reported when tdcs was performed on a pediatric patient, although it is unclear whether the tDCS actually caused the seizure (as the patient had previously been diagnosed with a seizure disorder). Thus tDCS is still considered safe (Matsumoto and Ugawa, 2016).
Should not be used in persons with bioelectric devices such as cochlear implants, pacemakers, surgically implanted vagal nerve stimulators, deep-brain stimulators, or responsive neurostimulation devices.
As there is little data on its use in the pediatric population, references have recommended against its use on children.
ARE THERE ANY LONG-TERM SIDE EFFECTS?
Long Term Side Effects are unknown at this time.
Regarding both modalities, the long-term implications of use is currently unknown. Statements have been released by the International Federation of Clinical Neurophysiology (IFCN) and the Annals of Neurology expressing that there are potential risks associated with the use of tDCS that are time and stimulation dose dependent (IFCN, 2015; Monte-Silva et al, 2013). In other words, too long of desired stimulation can potentially lead to the opposite desired effects (IFCN, 2015; Monte-Silva et al, 2013).
Moreover, unplanned results may occur from the ‘build-up effects of multiple sessions or from influence on non-target areas’ (IFCN, 2015). In other words, placing electrodes in the wrong positions may lead to undesired/adverse structural changes over time. This is why it is important for people using tDCS to use it under the guidance of a trained professional.
ICFN Statement on Do-It-Yourself TDCS (December, 2015)
Matsumoto, H. Yokishikazu, U. Adverse events of tDCS and tACS: A review. Clinical Neurophysiology Practice p 19-25. (2017)
Monte-Silva, K., Kuo, M. F., Hessenthaler, S., Fresnoza, S., Liebetanz, D., Paulus, W., & Nitsche, M. A. (2013). Induction of late LTP-like plasticity in the human motor cortex by repeated non-invasive brain stimulation. Brain Stimul, 6(3), 424-432. doi:10.1016/j.brs.2012.04.01
Rossi, S., Hallett, M., Rossini, P. M., Pascual-Leone, A., & Safety of, T. M. S. C. G. (2009). Safety, ethical considerations, and application guidelines for the use of transcranial magnetic stimulation in clinical practice and research. Clin Neurophysiol, 120(12), 2008-2039. doi:10.1016/j.clinph.2009.08.01
Wexler A (2015). The practices of do-it-yourself brain stimulation: implications for ethical considerations and regulatory proposals. Journal of Medical Ethics 42, 211–215.
Wurzman, R., Hamilton, R. H., Pascual-Leone, A., & Fox, M. D. (2016). An open letter concerning do-it-yourself users of transcranial direct current stimulation. Ann Neurol, 80(1), 1-4. doi:10.1002/ana.2468
Disclaimer: Brain augmentation techniques such as those described in our website are not reviewed or approved by the FDA. The long-term consequences of tDCS are not well understood. However, we accept that use of these techniques occur, and we believe that offering responsible, harm-reduction, and scientifically-recognized information is imperative to keeping people informed. For that reason, the articles, guides, courses, and videos in our website are designed to expand knowledge of those who decide to pursue/research these techniques.
The information and devices displayed on this site are not intended to treat, cure, or prevent any medical disease, and the articles on this website are not medical advice. If a reader decides to purchase and use a tDCS device, it is his or her responsibility to use it correctly and safely. | <urn:uuid:b48cca01-5d14-4d0c-946f-0dba31a4b054> | CC-MAIN-2019-22 | https://neurogal.com/neuro-blog/is-transcranial-stimulation-safe | s3://commoncrawl/crawl-data/CC-MAIN-2019-22/segments/1558232254882.18/warc/CC-MAIN-20190519121502-20190519143502-00465.warc.gz | en | 0.857782 | 1,170 | 3.0625 | 3 |
November 18, 2020
Printable, high-performance solid-state electrolyte films for next-generation batteries
Lithium-ion (Li-ion) batteries are widely used in portable electronic devices, electric vehicles, and grid-scale energy storage systems. Safety of Li-ion batteries, however, has been called into question repeatedly over the past several years due to a conventional organic electrolyte causing fire and explosion in many cases. Ceramic solid-state electrolyte (SSE) thin films promise a viable solution to addressing the safety issue by blocking the lithium dendrite that causes short circuit and thermal runaway, meanwhile offering high energy density for next-generation Li-ion batteries. However, current SSE thin films have low ionic conductivities, ranging from 10-8 to 10-5 S/cm, which can be attributed to poor material quality.
A research team led by Liangbing Hu at the University of Maryland's A. James Clark School of Engineering recently developed a new method of printing and sintering a variety of SSE thin films. This work, entitled, "Printable, high-performance solid-state electrolyte films," was published on November 18, 2020, in Science Advances. The team named this method "printing and radiative heating" (PRH), which features a solution-based printable technique followed by rapid sintering.
In a typical process, a precursor suspension is printed on a substrate, whose concentration and thickness can be adjusted. The high-quality and high-performance SSE thin film can then be obtained after rapid (~3 s) high-temperature (~1500°C) sintering, ensuring minimal Li loss and high crystallinity. This approach not only leads to dense and uniform microstructure for the SSE thin films, but also ensures superior ionic conductivity. Notably, the fabrication process—from precursor to final product—only takes ~5 min, which is ~100 times faster than conventional methods.
In a proof-of-concept demonstration, the team showed a printed garnet-based SSE thin film to have high ionic conductivity of up to 1 mS/cm and excellent cycling stability. In addition, the PRH method enables many other designs such as complex multilayer assembly without cross-contamination during synthesis. It can also be extended to preparing other ceramic thin films, which opens up new opportunities in developing safe and high-performance solid-state batteries and other thin-film-based devices. | <urn:uuid:478cfefb-a2b0-4d6a-b4aa-e3c0831341e6> | CC-MAIN-2022-05 | https://techxplore.com/news/2020-11-printable-high-performance-solid-state-electrolyte-next-generation.html | s3://commoncrawl/crawl-data/CC-MAIN-2022-05/segments/1642320300849.28/warc/CC-MAIN-20220118122602-20220118152602-00538.warc.gz | en | 0.93249 | 513 | 2.953125 | 3 |
<iframe width=”100%” height=”166″ scrolling=”no” frameborder=”no” src=”https://w.soundcloud.com/player/?url=https%3A//api.soundcloud.com/tracks/345158112&color=%23ff5500&auto_play=false&hide_related=false&show_comments=true&show_user=true&show_reposts=false”></iframe>
Summary: In this two-part lecture, Dr Abdulilah Lahmami goes through the poem ‘Nooniyah’ which was written over 900 years ago by Imaam Al-Qahtani. This poem has approximately 690 lines within it, with points of benefit extracted from the treatise on topics such as aqeeda (belief), akhlaaq (mannerisms), eebaadah (worship) and much more.
Taken from the beautiful nooniyah poem by al-Qahtani
[right click – save link as]
Released for FREE download with the permission of @MarkazMuaadh. | <urn:uuid:a0962606-7650-4f75-a81e-b555443b1586> | CC-MAIN-2021-43 | https://learnaboutislam.co.uk/2014/04/the-belief-of-the-people-of-sunnah-abdulilah-lahmami/ | s3://commoncrawl/crawl-data/CC-MAIN-2021-43/segments/1634323585916.29/warc/CC-MAIN-20211024081003-20211024111003-00418.warc.gz | en | 0.801885 | 250 | 3.234375 | 3 |
Disposition is a familiar but nuanced word best understood by using it. Acquiring that understanding is similar to the way that disposition itself operates. Consequently, the word flourishes in common parlance and usually describes an unfolding understanding of temperament, relative position or tendency in either beings or objects. Francois Jullien has given the example of a round ball and an inclined plane as a situation possessing disposition — the potentials of a situation as they are associated with factors including geometry and position among many other things. Sugar is soluble in water. A student is recalcitrant. A barbituate induces rest. A subatomic particle spins in a particular way. A dog is aggressive. All of these are dispositions, tendencies, propensities or properties that are interacting with other factors. The latent potential is expressed as a quotient of action that exists without the need for the actual movement or event. Disposition locates activity, not in movement, but in relationship or relative position. The physical objects in spatial arrangements and infrastructure, static as they may seem to be, possess agency. While from some perspectives, this verges on the oxymoronic or supernatural, some of the most familiar practical encounters with physical material and organization are typically handled with dispositional expressions. Disposition, as the unfolding relationship between potentials, resists science and codification in favor of art or practice. | <urn:uuid:840c4d12-08d2-4820-bc73-965e5575c944> | CC-MAIN-2020-05 | http://kellereasterling.com/articles/disposition | s3://commoncrawl/crawl-data/CC-MAIN-2020-05/segments/1579251788528.85/warc/CC-MAIN-20200129041149-20200129071149-00009.warc.gz | en | 0.939036 | 275 | 3.328125 | 3 |
Cotton Mather, FRS (February 12, 1663 – February 13, 1728; A.B. 1678, Harvard College; A.M. 1681, honorary doctorate 1710, University of Glasgow) was a socially and politically influential New England Puritan minister, prolific author, and pamphleteer. Known for his vigorous support for the Salem witch trials, he also left a scientific legacy due to his hybridization experiments and his promotion of inoculation for disease prevention. He was subsequently denied the Presidency of Harvard College which his father, Increase, had held.
Mather wrote more than 450 books and pamphlets, and his ubiquitous literary works made him one of the most influential religious leaders in America. Mather set the moral tone in the colonies, and sounded the call for second- and third-generation Puritans, whose parents had left England for the New England colonies of North America, to return to the theological roots of Puritanism. The most important of these, Magnalia Christi Americana (1702), comprises seven distinct books, many of which depict biographical and historical narratives.
From his religious training, Mather viewed the importance of texts for elaborating meaning and for bridging different moments of history—linking, for instance, the Biblical stories of Noah and Abraham with the arrival of such eminent leaders as John Eliot, John Winthrop, and his own father, Increase. Highly influential, Mather was a force to be reckoned with in secular, as well as in spiritual, matters. After the fall of James II of England, in 1688, Mather was among the leaders of the successful revolt against James' governor of the consolidated Dominion of New England, Sir Edmund Andros.
Mather was not known for writing in a neutral, unbiased perspective. Many, if not all, of his writings had bits and pieces of his own personal life in them or were written for personal reasons. In 1689, Mather published Memorable Providences, detailing the supposed afflictions of several children in the Goodwin family in Boston. Catholic washerwoman Goody Glover was convicted of witchcraft and executed in this case. Robert Calef, a contemporary critic of Mather, considered this book responsible for laying the groundwork for the Salem witch trials three years later:
Mr Cotton Mather, was the most active and forward of any Minister in the Country in those matters, taking home one of the Children, and managing such Intreagues with that Child, and after printing such an account of the whole, in his Memorable Providences, as conduced much to the kindling of those Flames, that in Sir Williams time threatened the devouring of this Country.
Nineteenth-century historian Charles Wentworth Upham shared the view that the afflicted in Salem were imitating the Goodwin children, but put the blame on both Cotton and his father, Increase Mather:
They are answerable.. more than almost any other men have been, for the opinions of their time. It was, indeed a superstitious age; but made much more so by their operations, influence, and writings, beginning with Increase Mather's movement, at the assembly of Ministers, in 1681, and ending with Cotton Mather's dealings with the Goodwin children, and the account thereof which he printed and circulated far and wide. For this reason, then in the first place, I hold those two men responsible for what is called 'Salem Witchcraft.' -wikipedia. [Sabin 46393. Howes M391 ""Most famous 18th century American book.""]. | <urn:uuid:7cf8ef70-e551-415f-ac8e-a8c1ea1e49d6> | CC-MAIN-2019-18 | http://randallhouserarebooks.com/store/book/33691 | s3://commoncrawl/crawl-data/CC-MAIN-2019-18/segments/1555578553595.61/warc/CC-MAIN-20190422115451-20190422141451-00527.warc.gz | en | 0.975675 | 727 | 3.171875 | 3 |
What are the Coronavirus Variants and Do We Need to Worry About Them?
There's much talk about the different variants or strains of the Coronavirus spreading all over the world. Let's see what these are in-depth.
What is a Coronavirus variant?
Viruses are unique in their infections because they can replicate or make copies of themselves through mutation. When a virus, for example, SARS-Cov-2 (the virus that causes Covid-19), has one or more new mutations, it is said to be a "variant" of the original virus.
Scientists have discovered more than one variant of Coronavirus since the start of the pandemic. With new variants continuously emerging in different parts of the world, measures to treat and vaccinate against Coronavirus disease are becoming difficult.
Why is it Important to Learn About Coronavirus Variants?
Knowing Coronavirus variants is important not only for health workers but also for the general public. When Coronavirus undergoes mutation, it changes, oftentimes to resist the current treatment measures.
Viruses, Coronavirus not exempted, always want to survive in the host. In this case, we are experiencing several concerns about Coronavirus variants because SARS-Cov-2 contains mutations in the spike-like S protein that it uses to bind and infect human cells.
Knowing the different Coronavirus variants is important so that the necessary precautions can be effected at an individual and public health level.
How are Coronavirus Variants Classified?
The Center for Disease Control (CDC) classifies Coronavirus variants into three categories: Variants of Interest (VOI), Variants of Concern (VOC), and Variants of High Consequences (VHQ). When a variant is still under investigation, it is termed “Variant Under Investigation.”
Once its attributes are known, the variant is grouped into any of the three categories: variant of interest, variant of concern, or variant of high consequences.
A variant can also be named after the country in which it is first identified. For example, we have the India variant (B.1.617.2), UK or Kent variant (B.1.1.7), South Africa variant (B.1.351), and Brazil variant (P.1).
Variant of Interest
A Coronavirus variant belongs to this category if its specific genetic markers associated with changes to receptor binding have reduced neutralization by antibodies generated against previous infection or vaccination, reduced efficacy of treatments, potential diagnostic impact, or predicted increase in transmissibility or disease severity.
B.1.525 variant was first identified in the United Kingdom and Nigeria in December 2020. Some attributes of the B.1.525 variant are a potential reduction in neutralization by some EUA monoclonal antibody treatments and a potential reduction in neutralization by convalescent and post-vaccination era.
B.1.617 variant was first identified in India in October 2020. It has a higher rate of transmission and a slightly reduced neutralization by the post-vaccination era. Dangerous mutations of B.1.617 (B.1.617.1 and B.1.617.2) have become a concern to the management and treatment of Covid-19 because they have very high transmissibility.
B.1.526 variant was first identified in The United States (New York) in November 2020. Like B.1.525 variant, it has a reduced neutralization by convalescent and post-vaccination era. One of its mutations is B.1.526.1 variant, also identified in New York in October 2020.
P.2 variant was first identified in Brazil in April 2020. CDC notes that it has a potential reduction in neutralization by some EUA monoclonal antibody treatments and a reduced neutralization by post-vaccination sera.
Variant of Concern
In this category, the variant shows attributes of a variant of interest and there is an increase in transmissibility, severity of the disease, significant reduction in neutralization by antibodies generated during previous infection or vaccination, reduced effectiveness of treatments or vaccines, or diagnostic detection failures.
The India Variant also referred to as B.1.617.2 was first detected in India as a mutation of the B.1.617 variant. It also spreads fast, and it has recorded over 1,000 cases in the United Kingdom.
UK or Kent variant (B.1.1.7) was first detected in the United Kingdom and is prevalent in Britain. It spreads very easily and has been reported in more than 50 countries, including India. It has an increased risk of death.
The South Africa variant (B.1.351), first identified in South Africa, spreads rapidly. It has spread in at least 20 other countries.
The Brazil Variant (P.1), first detected in Brazil, is also known to spread fast. In P.1, the effectiveness of antibodies generated following a Covid-19 infection or vaccine is reduced significantly.
B.1.429 variant was first identified in the United States (California). Like B.1.1.7 variant, it spreads very easily. It also reduces the effectiveness of antibodies following a Covid-19 infection or vaccination.
Variant of High Consequences
A variant is termed of high consequence if it has the attributes of the variant of concern and there is clear evidence that prevention measures have significantly reduced effectiveness relative to previously circulating variants.
None of the current SARS-Cov-2 variants has been classified as a variant of high consequences.
Are They More Dangerous?
At the moment, no variant has been classified as that of high consequence, thus they may only differ in attributes but they all cause Coronavirus disease.
The preventive measures remain the same: regular sanitizing, maintaining social distance in public places, and wearing clean face masks.
While Coronavirus variants are causing alarm around the globe, the current immunization plan is a promising measure to manage the pandemic. Know more about Coronavirus vaccines.
How Can You Help?
You can help the World Health Organization (WHO) combat the Coronavirus pandemic worldwide by donating to them.
Help us fight this issue, along with all other pressing issues of our world by contributing whatever you can.
We use these funds to provide quality education, training, and awareness to youth from underserved communities to help them become better leaders of tomorrow.
Nondiah Khalayi is a Kenya-based Health Science student at the University of the People and a Content Writer at IYOPS. She enjoys a calm life, reading, and writing. | <urn:uuid:3e0c45d7-3e68-4954-87dd-7e21a53b1a74> | CC-MAIN-2022-05 | https://www.iyops.org/post/what-are-the-coronavirus-variants-and-do-we-need-to-worry-about-them | s3://commoncrawl/crawl-data/CC-MAIN-2022-05/segments/1642320303884.44/warc/CC-MAIN-20220122194730-20220122224730-00716.warc.gz | en | 0.946187 | 1,411 | 3.5625 | 4 |
The Border Reivers were cattle and sheep thieves, murderers, extortionists and blackmailers. They had little regard for the laws of the realms they lived in; indeed followed an older course where they obeyed only the law and custom of their own families and clans. Allegiance to the clan or surname (family) was paramount, the watchword of the Reivers. Thus they fiercely clashed with any authority set in place to control them and caused centuries of death, strife, violent confrontation and mayhem. Such is the common perception nowadays of the people who lived in the country on each side of the English Scottish Border Line before the Union of the Crowns in 1603. There is even a prevalent view that they took to their way of life like 'ducks to water', espoused it with a lust at one with the violence of their nature and character; that they embraced it with relish and gusto. Nothing could be further from the truth yet history has confined the Reivers, their lives and times, to a small, embarrassing chapter that is to be briefly mentioned and then passed over and dismissed. The relentless and violent contest, the never-ending feud and blood-feud as the clans and surnames (families) squared up to each other, their complete disdain of monarchy and authority is often viewed as an unsavoury episode in the history of the British. Where and when did these people, these Border Reivers, live? The Border Line between England and Scotland runs today for some 120 miles, from the Solway and Gretna in the west in a north-easterly direction via the rivers of Esk and Liddel, across the vast expanse of the Cheviot Hills to the east via the river Tweed which joins the North Sea at Berwick. This line has existed since 1237 when agreement was reached between the Scottish king Alexander ll and his English counterpart Henry lll. The agreement of 1237 was a formal recognition of the Border Line that had been determined, de facto, long before in the 11th century. Even on agreement its lines of demarcation were hotly contested by the people who lived to the north and south of its divide. So much so that by 1248 and 1249 its lines were re-emphasised by a consortium of both Scottish and English knights who argued and disagreed before the English, unilaterally, determined its course. In parts it would take until the middle of the nineteenth century before it was finally agreed. This Border Line divided the counties of what is now southern Scotland from the northernmost counties of England. To the north, and thus Scotland, now the Scottish Border counties, Dumfries and Galloway, Roxburgh, Selkirkshire and Berwickshire lay close to the Line whilst to the south of it Cumbria and Northumberland, both English, cling to the divide. It is often related that the onset of the Scottish Wars of Independence from England in 1296 was the point which cradled the birth of the Reivers. True, the relative peace which had existed between the two countries for decades came to an end with the deaths of Alexander lll and his grand-daughter Margaret. The rebellion of John Balliol, the Scottish king set in place by Edward l of England was to kick-start 250 years of war between Scotland and England with the Border people caught in the centre of the confrontation. 1296 was certainly a momentous year in Scottish history. The Scottish Wars of Independence began with John Balliol's alliance with France and his devastating forays into northern England. Edward l retaliated with his Sack of Berwick on Easter Day 1296 and his dominant progress throughout Scotland following the Battle of Dunbar. Yet this animosity was but one more phase in the relentless conflict that had existed for centuries between the two countries. The rush for dominance of one country over the other goes much further back in time, to a time when the people who would become the Borderers and subsequently Reivers, had suffered every hardship and deprivation that hostile armies could throw at them. Both countries, in a previous age, almost three hundred years before 1296, had attained some nationality under one ruler, and as rival powers, disputed the line of the frontier which then existed between the nations. The new kingdom of Scotland laid claim to Northumberland and Durham, English territory, whilst at the same time dictating that, as part of the kingdom of Strathclyde, the territory to the west as far south as the river Eden (modern day Carlisle, Cumbria, England) was Scottish. Before his death at Alnwick (Northumberland) in 1093, Malcolm lll of Scotland, known as Malcolm Canmore, crossed the Border into England and devastated the country on five occasions. This is but one example of the confrontation and strife that existed for centuries. In the time of William the Conqueror (1066-1087) even veiled references of cannibalism are reported in the wastelands of the Border country which he had devastated to subdue the Northumbrian earls. Before, going back as far as the year 603 and the Battle of Degsastan, before unity of either country existed, the surge for domination and power became a relentless and inexorable challenge to kings and kingdoms. And who sat defenceless in all this anarchy? The people who would become the Border people! The people of the Border Lands; the people who are virtually dismissed by history; seen as worthy of little consideration! Their lives were ruled by death and loss for centuries, their livelihoods winkled out of the devastation of a war-torn environment. Is it a wonder that they began to fight back and swear allegiance to only those who they knew and trusted: allegiance to the clan, the family, the only haven in a devastated land, waste-land, a veritable desert? If survival meant being at odds with the closest neighbours as well as other clans and families on the same or opposite side of the Scottish English Border Line then so be it. The quest for survival surpassed consideration for other people even if they were living through the same hell. And lust and gusto for the way of life! Certainly not! By the fifteenth century the animosity between the clans and families had reached such a pitch that, bereft of any meaningful or consistent control through monarchy or local authority, there was no turning back. Feud, in the words of James Vl of Scotland was the 'canker' of the Borders. Generations of families and clans were at each others throats because of confrontations that were often lost in time. All had been initiated through want and starvation caused by an endless war between two kingdoms whose race for dominance was about land, territory and controlling power. The basic wants and needs of the people, their traditions and culture, were meaningless. Generation after generation of the Border people on both sides of the Border buckled beneath the onslaught of marauding armies whose only goals were subjugation and supremacy. From the Scottish Wars of Independence beginning in 1296, down to the Union of the two crowns of England and Scotland in 1603, might have been a time when the Border people were finally recognised for their lawless ways but it was much earlier that they became a race apart, victims of marauding, malicious armies who left them destitute. It is inexcusable to consider them only in the history that we know, that which is recorded. Is it little wonder that their approach to life was moulded by circumstance beyond their control; that they became a hard and obdurate people whose heirs were inured to any and every kind of suffering, who trusted only themselves for support? The Borderers became the Border Reivers for reasons that far surpass any text-book assessment of their lives. That they are consigned to history as murderers and thieves is an appraisal based on a purely cursory look at their lives and times. | <urn:uuid:a47a3329-3492-42bb-ac4d-5ef1d03eb0a3> | CC-MAIN-2014-15 | http://www.docstoc.com/docs/69621391/Border-Reivers---Fate-and-Destiny | s3://commoncrawl/crawl-data/CC-MAIN-2014-15/segments/1398223207985.17/warc/CC-MAIN-20140423032007-00210-ip-10-147-4-33.ec2.internal.warc.gz | en | 0.981794 | 1,607 | 3.21875 | 3 |
Benjamin Franklin Invents Swimming Fin
Franklin was an avid swimmer and was well-known for his aquatic abilities as a youth and also as an adult.
The exact date for the invention is unknown, but Franklin wrote that he invented them in his youth. The fins, which were shaped like an artist’s palette, were worn on the hands.
An avid swimmer, Franklin was drawn to water at a young age and consistently promoted the healthy benefits of the exercise in his later writings. At the ripe old age of 11 he invented a pair of fins that, unlike today's modern flippers, were strapped to the swimmer's hands to help make each stroke more efficient. His contributions to the sport led to his posthumous induction into the International Swimming Hall of Fame.
Swim fins: Ben Franklin loved the water. Growing up in Boston, he was drawn to the sea and often dreamed of becoming a sailor. Ben learned to swim and became an expert swimmer. Wanting to increase his speed in the water, Franklin devised fins that he wore on his hands. The fins were shaped like lily pads or an artist's paint pallet and helped the swimmer attain greater speed with each stroke. | <urn:uuid:fc1a49e8-0349-4bda-8e25-989f4ba01809> | CC-MAIN-2016-18 | https://worldhistoryproject.org/1717/benjamin-franklin-invents-swimming-fin | s3://commoncrawl/crawl-data/CC-MAIN-2016-18/segments/1461860116878.73/warc/CC-MAIN-20160428161516-00097-ip-10-239-7-51.ec2.internal.warc.gz | en | 0.992837 | 251 | 3.234375 | 3 |
The challenges of life can take a serious toll on your emotional wellness. How you cope with these challenges can have a positive or negative outcome. Depression, stress, anxiety, restlessness, and anger are just a few of the signs that you are spiraling down a dark tunnel. In turn, this can affect your ability to carry out daily activities whether at home, school or work. It also impacts your relationships with family members, friends and coworkers. It may also impact your physical health.
Emotional wellness involves adjusting to challenges, coping with stress and being able to express your feelings in a positive way. This does not mean that you won’t feel anger, pain/hurt and stress. How you respond to these negative feelings is most important.
Emotionally well people display healthy and positive characteristics.
- They manage their stress level and exhibit coping skills. They recognize stress and identify activities to cope it.
- They accept themselves for who they are. They understand that they are not perfect and allows themselves to feel and process their emotions.
- They demonstrate emotional agility. They are able to bounce back and thrive even in the mists of emotional setbacks.
- They live with integrity and display kindness towards others.
- They live with a purpose. They find the time to do things that are meaningful to they and that they enjoy doing.
Are you struggling with maintaining good emotional Here are some ways to improve or maintain good emotional health as outlined on familydoctor.org:
- Be aware of your emotions and reactions: Notice what in your life makes you sad, frustrated, or angry. Try to address or change those things.
- Express your feelings in appropriate ways: Let people close to you know when something is bothering you. Keeping feelings of sadness or anger inside adds to stress. It can cause problems in your relationships and at work or school.
- Think before you act: Give yourself time to think and be calm before you say or do something you might regret.
- Manage stress:Learn relaxation methods to cope with stress. These could include deep breathing, meditation, and exercise.
- Strive for balance: Find a healthy balance between work and play, and between activity and rest. Make time for things you enjoy. Focus on positive things in your life.
- Take care of your physical health:Exercise regularly, eat healthy meals, and get enough sleep. Don’t abuse drugs or alcohol. Keep your physical health from affecting your emotional health.
- Connect with others:Make a lunch date, join a group, and say hi to strangers. We need positive connections with other people.
- Find purpose and meaning: Figure out what’s important to you in life, and focus on that. This could be your work, your family, volunteering, caregiving, or something else. Spend your time doing what feels meaningful to you.
- Stay positive: Focus on the good things in your life. Forgive yourself for making mistakes and forgive others. Spend time with healthy, positive people. | <urn:uuid:a8a7b50d-78ec-4b87-8ab8-a5186420bb53> | CC-MAIN-2023-14 | https://vilifeandstyle.com/being-emotionally-well/ | s3://commoncrawl/crawl-data/CC-MAIN-2023-14/segments/1679296948817.15/warc/CC-MAIN-20230328073515-20230328103515-00758.warc.gz | en | 0.955387 | 621 | 3 | 3 |
“The bigot is not he who knows he is right; every sane man knows he is right. The bigot is he whose emotions and imagination are too weak to feel how it is that other men go wrong.”
- G. K. Chesterton, Alarms and Discursions, 1910
Last week, we explored Donald Rumsfeld’s observation about “unknown unknowns.” Unknown unknowns aren't just about what you don't know, they're about what you don't even know that you don't know. The other categories, of course, are known knowns (things you know and know you know) and known unknowns (things you know that you don't know).
But there is one missing combination: unknown knowns, the things you don't know that you really do know. How could you not know something that you actually do know? The answer involves cognitive biases, the ways in which your mind deceives you. Cognitive biases can blind you to what is in fact right in front of you, and also can make you see things that really aren't there.
In looking at cognitive bias, the essential first step is to realize that no one is immune. It's easier to see the mote of self-deception in someone else's eye than it is to see the big heavy curtains that are draped over our own perceptions. None of us can completely escape the trap, but we can (and must) stay aware that what we think isn't necessarily the whole or complete picture. As once was famously said of Vietnam, "Anybody who knows what's going on clearly doesn't understand the situation."
Project managers are taught how important it is to document the range of assumptions on a project, but the PMBOK® Guide doesn't go into much detail about how to discover them or what to do about them. And it's wrong to assume (*ahem*) that all assumptions are bad for your project. They don't always make an "ass + u + me."
Some assumptions are, of course, clearly bad. Common project assumptions include the idea that everybody's on board; that people will always play nice; and that the proposed project will actually solve the underlying problem. "Bad" in this context doesn't mean these assumptions are necessarily or always wrong; it means it's dangerous to take for granted that they're right.
Other assumptions are more useful: if you see a gun, it's wise to assume it's loaded and act accordingly, even if you have good reason to believe it probably isn't. The consequences of an error in one direction don't have the same impact as the consequences of an error in the other. Still other assumptions may change over time. Assume the gun is loaded unless you need to use it; in the latter case, it might be safer to assume it isn't loaded and check to make sure there's a round in the chamber.
The big problem in assumptions comes from assumptions that are held so deeply in the subconscious mind that we (or other stakeholders) aren't even aware they exist -- the “unknown knowns" of our title.
Prejudices and biases are a normal part of the makeup of human beings. They have a certain utility; they permit us to filter and organize and simplify the complex flood of data we get from everyday existence. The danger comes when prejudices are confused with facts. A good general assumption turns into an iron-clad rule; “some” is equated with “all,” and it’s one short step to the idea that if someone sees it differently, they must be either stupid or venal. That, as G. K. Chesterton points out, is the essence of bigotry.
It is both humbling and fascinating to read the extensive and exhaustive lists of biases and cognitive distortions that have been identified over the years. There are far too many for a single blog post, so we'll have fun with these for the next few weeks. If you'd like to jump into discussion, please feel free. SideWise thinkers know they have to battle their own biases as well as those of others, and understanding the list is the essential first step.
Let’s start with five common biases.
Decision-Making and Behavioral Biases
Bias Blind Spot — "Bias blind spot" is a recursive bias, the bias of failing to compensate for one's own cognitive biases. Some 80% of drivers think they are substantially better than the average driver. That's called the "better than average effect." Here, the vast majority of people think they are less subject to bias than the average person.
Confirmation Bias — Evidence is seldom completely clean and clear. If a mass of facts argue against our position and one fact supports it, guess which fact we focus on? When confronted by a mass of data, we tend to be selective in the evidence we collect; we tend to interpret the evidence in a biased way; and when we recall evidence, we often do so selectively. This is why a search for facts isn't as persuasive as logic might suggest.
Déformation professionnelle — Your training as a professional carries with it an intrinsic bias that's often expressed by the phrase "When the only tool you have is a hammer, all problems look like nails." We probably know IT professionals who think every problem can be best solved with software, HR professionals who think every problem yields to training and human capital development, and project managers who think all problems lie inside the confines of the triple constraints. Each profession, of course, provides enormous value, but no single profession has all the answers.
Denomination Effect — One way to limit your daily spending is to carry only large denomination bills. Research shows that people are less likely to spend larger bills than their equivalent value in smaller ones. (This could also be called the Starbucks Effect.)
Moral Credential Effect — If you develop a track record as a moral and ethical person, you can actually increase your likelihood of making less ethical decisions in the future, as if you have given yourself a "Get out of jail free" card. For example, in a 2001 study, individuals who have had the opportunity to recruit a woman or an African-American in one setting were more likely to say later that a different particular job would be better suited for a man or a Caucasian.
More next week...
[Illustration © 2009 Mark Hill, used with permission.] | <urn:uuid:9fdb8660-8724-4bad-b081-b56caee98192> | CC-MAIN-2018-13 | http://sidewiseinsights.blogspot.ca/2009/10/ | s3://commoncrawl/crawl-data/CC-MAIN-2018-13/segments/1521257647475.66/warc/CC-MAIN-20180320130952-20180320150952-00598.warc.gz | en | 0.973752 | 1,322 | 2.609375 | 3 |
On April 17, 1975, the Khmer Rouge entered Phnom Penh victorious. Many city residents turned out to welcome the Communist soldiers, hoping that peace would now return after five years of bloodletting. However, the conquerors began to reveal their true intent almost immediately. Within hours, they started implementing their radical plan to transform Cambodia into a rural society where all individuals would be harnessed in service of the state.
By the afternoon of that very first day, soldiers using bullhorns began ordering the city’s two million residents into the countryside. Houses and schools were emptied at gunpoint, with shots fired if people did not move fast enough. Not even hospitals were spared, with patients forced into the streets. Families split apart as children lost sight of parents in the confusion of the exodus.
Thousands of people died in the chaos along jammed roads leading from the capital. Friends and relatives were made to leave behind the bodies and trudge on, carrying what few possessions they could.
“We shouted that the war is now ended, and the peace has returned….The happiness did not last long, because these black-clad soldiers, who were carrying weapons, shouted to us, ‘You must leave the city, now!’”
Foreign citizens in the city were herded into the French embassy compound, from which they watched the tragic death march make its way past the gates. The foreigners were later trucked to the Thai border and expelled. With their departure, Cambodia lost virtually the only outside witnesses to the horrors that were beginning in the country the Khmer Rouge would call “Democratic Kampuchea.” | <urn:uuid:d1449f56-2920-4b39-a206-b70a187fb695> | CC-MAIN-2019-22 | https://www.ushmm.org/confront-genocide/cases/cambodia/violence/day-one | s3://commoncrawl/crawl-data/CC-MAIN-2019-22/segments/1558232256778.29/warc/CC-MAIN-20190522083227-20190522105227-00347.warc.gz | en | 0.984511 | 334 | 3 | 3 |
Food, history, culture, and tradition are intertwined in the Arabic Cuisine. The history of the cuisine is traced back to the Egyptians, and then the Romans.
Ingredients Used In Arabic Cuisine
The basic ingredients used in the Arabic cuisine are wheat, dates, raisins, olives, walnuts, pistachios, olive oil, and other herbs. Although there are some foods that are forbidden in most Arab countries, some foods such as beef, chicken, and pork are permitted. Pork is usually found in the meat section of the grocery store. However, you can find it easier to purchase it canned.
In addition to traditional foods, you will find many regional dishes from around the world in the restaurants. This helps to make the food a bit more interesting for the guests.
The Arabic cuisines were first discovered by the Arabs centuries ago and then spread throughout the world. A lot of the best recipes are Arabic, although the food has been modified slightly to accommodate changes in cooking techniques and ingredients.
The main thing that stands out about the foods is the way they are made. The spices used are all natural and usually do not contain any preservatives. Most of the spices are ground up or ground and not pasteurized.
Traditional ingredients are often combined with different herbs and spices. Many of the meals consist of foods that are eaten in a special manner. There are many stories that tie together the different stories, and often the food is used in combination with a story.
Taste Vary According To The Location
The main thing that you should be aware of is that many foods will change in taste depending on where they are eaten, whether it be in the United States or in other countries. You will often find dishes that are similar but have slightly different combinations depending on the culture.
There are many books that you can read about the history of Arabic food, as well as the ingredients and the ways in which the food is prepared. The Internet can provide much of the same information that you would find in a book. There are also websites that will show you the foods and recipes along with the history of the recipe along with the ingredients used in the recipes.
In most history books the cooking is quite simple. The dishes are often served cold, often with tea. Sometimes they are cooked quickly and served warm.
Learning To Make Arabic Cuisine
If you want to try to make these types of dishes at home, you will need to know how to make traditional dishes. They are actually quite easy to make. If you are able to get hold of recipes, this will help you greatly.
Some of the most popular dishes that are commonly found in Arabic cuisine are kebabs, falafels, and hummus. These are all very popular dishes that are served in many homes and cafes around the world.
Other dishes that are quite common are those made with chick peas and rice. They are also known as khichdi and are usually served with different sauces like curry, yogurt and parsley.
As you can see, there is a lot that you can learn from Arabic cuisines. You will learn that these foods were prepared in many different places in the Middle East for many years. The recipes are usually easy to make and are quite healthy. | <urn:uuid:222a8ab5-ccd9-4ad1-bfdf-cf67cb6df875> | CC-MAIN-2022-27 | https://mideastmeal.net/arabic-cuisine-history-learn-how-this-ancient-culture-is-still-being-created-today/ | s3://commoncrawl/crawl-data/CC-MAIN-2022-27/segments/1656104293758.72/warc/CC-MAIN-20220704015700-20220704045700-00391.warc.gz | en | 0.978607 | 669 | 2.921875 | 3 |
At Brentfield, we put learning at the heart of everything we do. We support our children in gaining both the academic and the life skills needed to become effective communicators and successful global citizens.
We believe that language and communication is at the root of all learning and is something to be fostered and developed at all stages. ‘When we change the way we communicate, we change society.’ Clay Shirky
We intend for our children to be confident, passionate writers who are able to write articulately and clearly for a range of purposes: to entertain, to inform, to persuade and to discuss. We intend for our children to express their voice through a range of mediums to share their thoughts and ideas with a variety of audiences.
The development of children’s language is crucial to their success across the curriculum. To facilitate our children’s language and communication skills, at Brentfield we aim to teach them key English skills – Speaking and Listening, Reading and Writing – across all areas of the curriculum.
We aim to do this through the use of the ‘Art of Teaching Writing’ model. The process consists of each year group starting with a high quality core text to engage the children. The texts are explored in detail using a range of techniques from video excerpts; drama and role-play to language and character analysis. Exemplar texts of the writing outcome are then deconstructed in order for children to understand the structure, language and grammar devices used in that text type. This is followed by modelled and shared writing, which helps to nurture the children’s awareness of grammar, fluency and creativity. Children finally create their own independent pieces of writing by applying what they have learnt. The pieces are finally edited and improved by the children.
Later in each half term, children are expected to apply the skills they have learnt in English to help them produce a cross-curricular piece of writing which is as high in standard as the work produced in their English lessons. Throughout the process, the children are taught to read as writers and write as readers.
In addition, we provide the children with as many enrichment opportunities as we can in order to inspire the learning. A few of the opportunities, which are promoted through the English curriculum, are:
- Book week
- Poetry week
- National writing competitions
- Theatre trips funded by The Royal Shakespeare Company and John Lyon Charity
- Celebrations of Learning
The development of children’s reading is crucial to their success across the curriculum and beyond therefore at Brentfield Primary School we intend for all of our children to leave the school as confident and evaluative readers. We want to ensure that all our children become lifelong passionate readers who read a range of different content for a variety of purposes: pleasure, research, developing their knowledge and understanding of the world around them, entertainment etc.
Reading begins in the Early Years through Read Write Inc. and continues into Key Stage 1 with Daily Supported Reader. Children progress through the reading bands, with each book level introducing new reading and comprehension skills. There is an emphasis on children learning to decode through daily phonics teaching and developing their sight vocabulary for common exception words.
Read at Home with an Author
Click the links below to hear different authors read their own stories.
- Online Stories EYFS (3-5)
- Online Stories Yr 1-2 (5 -7yr olds)
- Online Stories Yr 3-4 (7-9 yr olds)
- Online Stories Yr 5-6 (9-11 yr olds)
At Brentfield Primary School, we use the lively synthetic phonics programme ‘Read, Write, Inc. Phonics’ to ensure we get our children reading and writing quickly. RWI supports children’s reading as they learn the English alphabetic code: first they learn one way to read the 40+ sounds and blend these sounds into words (set 1 and 2 sounds), then learn to read the same sounds with alternative graphemes (set 3 sounds).
Phonic books are matched to their phonics knowledge so they can apply their phonics to help them read the words and improve their fluency.
When using RWI Phonics to read the children will:
- Learn that sounds are represented by written letters
- Learn 44 sounds and the corresponding letter/letter groups using simple picture prompts
- Learn how to blend sounds
- Learn to read using Fred Talk
- Read lively stories featuring words they have learned to sound out
- Show that they comprehend the stories by answering questions
What is RWI?
How to say sounds
Reading the stretchy sounds with your child.
Reading the bouncy sounds with your child.
Reading the diagraphs with your child
Red Ditty Books
The phonics screening check
In Nursery, Reception Year 1 and Year 2, when children are ready, they take part in the Daily Supported Reading (DSR) programme. DSR is a quality first teaching programme that ensures sustained independent reading opportunities for children in EYFS and KS1.
Each child in the programme receives a daily 25-minute reading lesson at their instructional level, taught by a teacher or trained adult. Children are grouped by reading attainment level using PM Benchmarks, and there are no more than six children in each group.
In Year 3, Year 4, Year 5 and Year 6, we use Destination Reader (DR) to teach reading to our pupils. DR builds on the skills that children have learnt in DSR. It is an approach to teaching reading in KS2 that involves daily sessions incorporating whole class modelling prior to the children applying a series of strategies they have learnt through partner work and independent reading using language stems to help them articulate their ideas clearly.
Firstly, children are introduced to three key learning behaviours, which foster both engagement and independence.
Support and actively listen to others
Discuss and explain their ideas
Take responsibility for their own and their groups learning
Once these learning behaviours have been embedded, the children learn seven key reading strategies in turn which help them deepen their understanding of texts.
Predicting, Inferring, Asking questions, Evaluating, Clarifying, Making connections and Summarising
Mathematics is one of the core subjects and is taught explicitly every day from EYFS to Year 6.
Mathematics is a key skill which children will use all their lives. At Brentfield Primary School we aim to deliver a high-quality Mathematics curriculum that provides a foundation for understanding the world, an appreciation of the beauty and power of Mathematics, and a sense of enjoyment about the subject. We place great emphasis on deepening conceptual understanding and mastery of number, application of skills, problem-solving and practical tasks coupled with learning and memorising key number facts such as multiplication and division tables as soon as possible. Mathematical concepts are further enhanced by using and applying these skills across other areas of the curriculum. We want pupils to be able to not only recall and use the maths taught but to also be able to transfer and apply it in different contexts, being able to reason and problem solve. This deep learning is what we are aiming for by teaching maths using some aspects of the mastery approach.
At Brentfield, we follow the White Rose scheme of learning that is carefully designed to match the national curriculum objectives by splitting them into different units. Each unit is then designed in small, carefully sequenced steps that pupils should aim to master before moving on to the next stage. When designing these small steps, the concepts of mastery underpin the lesson planning to ensure children have a deep conceptual understanding of what is being taught. The objective is explored using a range of representations and structures; fluency is developed as well as the flexibility to move between different contexts; variation is used to develop deep and holistic understanding where children are encouraged to think mathematically throughout.
A typical lesson begins with a Do Now task which activates prior knowledge that children may need to access from their long-term memory to help them learn the new concept of the day. The lesson will then progress through a number of small steps to develop understanding of what is being taught. These small steps may introduce the concept using a range of representations, may use conceptual and procedural variation to explore the concept further and will encourage the children to respond in complete sentences using the correct mathematical vocabulary.
Progression of Skills
Alongside White Rose, Brentfield Primary use Times Table Rockstars. Times Tables Rock Stars is a carefully sequenced programme of daily times tables practice. Each week concentrates on a different times table, with a recommended consolidation week for rehearsing the tables that have recently been practised every third week or so. Children play a timed game on the website, answering multiplication and division questions. At the end of the session, the children will see how many questions they answered and their average speed for answering.
Times Tables Rockstars Rewards
Times Tables Rockstars offers many rewards and certificates.
- After each game, the children will awarded a ‘Rock Status’ based on their speed.
- When children move on to the next ‘Rock Status’, they will be awarded with a certificate to recognise this.
- Pupils will often be set a ‘Rock Battle’ where children work in allocated teams to compete to answer the most questions correctly over a period of time. The three children who scored the highest amount of points in each team by the end of the ‘Battle’ will receive a certificate.
- At the end of each term the five children across the school who answer questions with the fastest speed will receive a certificate in assembly.
All children from Year 2-6 have logins and we encourage them to use the website at home every day for at least 10 minutes.
Alongside Times Table Rockstars, we also use NumBots. NumBots is created by the same company as Times Table Rockstars. It has been designed with the Mastery approach in mind. It is aimed at boosting addition and subtraction skills for all ages of children. The login is exacly the same as the one for Times Table Rockstars.
At Brentfield Primary, we believe that Science is a body of knowledge built up through experimental testing of ideas and a practical way of finding answers to questions we may ask about the world around us.
We aim to develop children’s ideas and ways of working that enable them to make sense of the world around them through practical tasks and investigations.
All children are taught essential aspects of the knowledge, methods, processes and uses of science in order to prepare them for the unknown yet exciting future ahead of them.
We encourage curiosity in children so that they ask questions that fuel explorations and investigations about the world that we live in.
In line with the National Curriculum Science Programmes of Study for Key stage 1 and Key stage 2, the school aims to ensure that all children:
-develop scientific knowledge and conceptual understanding through the disciplines of biology, chemistry and physics
-develop understanding of the nature, processes and methods of science through different types of science enquiries that help them to answer scientific questions about the world
-are equipped with the scientific knowledge they require to understand the uses and implications of science, today and for the future.
At Brentfield Primary School, we believe that Art should be accessible to all children. They participate in projects throughout the year, which enables them to develop their creativity and increase risk taking. The creative curriculum taught in our school, exposes and encourages our children to explore their own and others’ cultural heritages. Studying a range of male and female artists from different social and cultural backgrounds inspires children to be resilient, determined and driven. At Brentfield Primary, we want our children to understand that Art is a subject that should be learnt, practised and celebrated. Our mission is to train our children in giving and receiving constructive criticism- a vital life skill. Being criticised should not be something to dread but rather welcomed and be seen as a chance to improve to achieve ones best.
We aim to do this by exposing our children to creative learning experiences, which will develop their cultural capital. Working with secondary schools, attending class trips, workshops and theatre productions will show our children that the world they live in offers them wide-ranging opportunities. Our goal is to create global citizens who constantly strive to achieve personal goals regardless any obstacles that can come their way.
Technology is changing the lives of everyone. Through teaching computing, we hope to equip our children to participate in a rapidly changing world, where work and leisure activities are increasingly transformed by technology.
At Brentfield Primary School, we believe that we must enable all our children to find, explore, analyse, exchange and present information using a variety of digital devices. We focus on developing the skills necessary for our children to be able to use information in an effective way.
Computing skills are a major factor in enabling our children to be confident, creative and independent learners while not only staying safe online but also within their local communities.It is our aim that our children have every opportunity available to allow them to achieve this through using computing within all subjects of the National Curriculum, preparing them for an exciting and unknown future.
Teachers use the ‘Switched On: Computing’ scheme, published by Rising Stars, as a starting point for the planning of their computing lessons, which are often richly linked to engaging contexts in other subjects and topics. Employing cross-curricular links motivates pupils and supports them to make connections and remember the steps they have been taught.
Keeping children safe online
We take online safety very seriously and ensure that all our children are equipped to deal with issues that may arise in the digital world. In Computing lessons we discuss an aspect of online safety to ensure that children are aware of potential dangers, where to go for help and support as well as ensuring they are accessing age-appropriate material.
We have clear links with our PSHE curriculum to develop our children’s understanding of what it means to be safe online. Through assemblies, workshops, coffee mornings and visitors, we reinforce the importance of staying safe online, giving children the tools to enable them to work and communicate safely.
The Childnet Digital Leaders Programme is a youth leadership training programme empowering young people to educate their peers about online safety. Our digital leaders, pupils from Key Stage 2, are trained to support their peers stay safe online and lead whole school events such as assemblies for Safer Internet Day.
The biggest impact we want for our children is that they understand the consequences of using the internet and that they are also aware of how to keep themselves safe online.
We believe that Design Technology should improve children’s understanding of how the world around them is built and how it functions. We understand that children need to have hands on activities to explore, plan, make and improve their designs. We also know that resilience and the inquisitive nature of each child needs to be developed and valued. Creating a range of structures, mechanisms or electrical systems with their peers, will develop crucial life skills such as teamwork, self- reflection, responsibility and accountability.
We aim to do this by exposing our children to creative learning experiences, which will develop their cultural capital. Working with secondary schools and attending class trips and workshops will show our children that the world they live in offers them plenty of opportunities. We are dedicated to showing children that in the future, they will have the power and courage to design, re- design or rebuild the world they live in.
Through the geography curriculum, children’s curiosity and fascination about the world and its people is developed. They investigate a range of places – both in Britain and abroad – to help develop their knowledge and understanding of the Earth’s physical and human processes.
As children progress, we believe that their growing knowledge about the world should help them to deepen their understanding of the interaction between physical and human processes, and of the formation and use of landscapes and environments. Their geographical knowledge, understanding and skills will help them to understand how the Earth’s features at different scales are shaped, interconnected and change over time.
We aim to do this by providing children with opportunities to investigate and make enquiries about their local area of Brent and London so that they can develop of real sense of who they are, their heritage and what makes our local area unique and special. They study communities across the world to gain an understanding of how countries and regions are different yet inter-connected.
Our key aims are for pupils to:
Through trips and visits, children are given the opportunity to put their learning into real life contexts.
We believe that history stimulates the children’s interests and understanding about the life of people who lived in the past. History enables children to develop a sense of identity and a cultural understanding based on their historical heritage. They learn to value their own and other people’s cultures in modern, multicultural Britain and, by considering how people lived in the past, they are better able to make their own life choices today.
We aim to do this by ensuring that our children are able to ask perceptive questions, think critically, evaluate evidence, sift arguments, and develop perspective and judgement. This will help them to understand the complexity of people’s lives, the process of change, the diversity of societies and relationships between different groups.
Our key aims are for children to:
-investigate and interpret the past
-build an overview of British and World history
In addition to the themes and topics taught in the classroom, children experience a wide range of trips and visits to develop their knowledge and understanding whilst giving them first hand experience of the topics taught.
Learning a foreign language is a necessary part of being a member of a multi-cultural society and provides an opening to other cultures.
At Brentfield Primary School, our children are introduced to Spanish from year 3 onward.
When children enter Key Stage 2, every class has a timetabled lesson slot each week, which is taught by a Spanish language specialist. The lessons encourage children’s understanding and knowledge of the Spanish language, as well as the cultures and traditions of Spain.
We believe that lessons should enable children to express their ideas and thoughts in another language and to understand and respond to its speakers, both in speech and in writing. It provides opportunities for them to communicate for practical purposes and learn new ways of thinking. Language teaching provides the foundation for learning further languages, equipping children to study and work in other countries, giving them the transferable skills necessary for them to access the wealth of opportunities open to them.
At Brentfield Primary School, we believe that music creates a sense of belonging and pride. Through singing assemblies, children are given the chance to practise togetherness preparing them for the day ahead. Our teaching focuses on developing our children’s ability to understand rhythm and follow a beat. Children learn, create and perform their own compositions. They discover and learn how to appreciate different forms of music, therefore, it is important for us that our children understand the structure and organisation of music and can voice their opinions about different styles of music from across the world.
We aim to do this by giving our children opportunities in taking part in singing assemblies, music lessons, class trips, musical projects, school choirs and 1:1 instrumental lessons. Our mission is to create global citizens who know that music can sound different in other countries or periods of history but that it must be appreciated and listened to with equal respect. We want our children to understand that music can be a powerful tool used to assist their well- being in the future, making them well-rounded individuals who appreciate and celebrate difference.
All classes from nursery to Year 6 have weekly music lessons delivered by Brent Music Service as part of their Music’s Cool scheme of work.
Pupils in Key Stage 2 also have the opportunity to learn an instrument: guitar, keyboard, violin and cello as instrumental lessons as well as recorder and ukulele, which is taught through the Music’s Cool programme.
If you are interested in your child learning a musical instrument, please contact the school office for further details.
Through the teaching of PE, we believe that our children will develop knowledge, skills and vocabulary in a broad range of sporting activities, as well as developing values and transferable life skills such as fairness and respect. We aim to develop children who will be physically active and can flourish in a range of different physical activities.
The aims of our PE curriculum are to develop children who:
-Are willing to practise skills in a range of different activities and situations, alone, in small groups and in teams, and to apply these skills in chosen activities to achieve high levels of performance;
-Have and maintain high levels physical fitness.
-Lead a healthy lifestyle, which is achieved by eating sensibly, being aware of the dangers of drugs, smoking and alcohol and exercising regularly.
-Employ imagination and creativity in their techniques, tactics and choreography.
-Have a keen interest in PE – a willingness to participate eagerly in every lesson, highly positive attitudes and the ability to make informed choices about engaging fully in extracurricular sport.
-Can swim at least 25 metres before the end of Year 6 and know how to remain safe in and around water.
Our PE curriculum from Year 1-Year 6 is taught by specialist sports coaches for 1 lesson per week, with class teachers teaching an additional PE lesson each week.
All children are provided with the skills and given opportunities to demonstrate improvement to achieve their personal best. Our pupils are physically active and this has positive implications on their learning in the classroom. Children understand how to lead a healthy lifestyle and understand the importance of exercise. We hope children enjoy PE and develop a love of sport, and physical activity, that they pursue outside of school and in future life outside of primary school.
We believe that our children have an entitlement to be safe, well, and healthy. At Brentfield, we aspire for all of our children to embody our B.R.A.V.E. values. Additionally, we understand that in order to ensure the highest standards of academic achievement, children need to have strong foundations in personal wellbeing, high aspirations, an ability to get on with others, tolerance of differences, as we live in a multi-cultural society and finally, but possibly of most importance – an understanding of what to do when things get difficult.
We aim to do this through our PSHE and iSpace programmes of study. These are uniquely designed to equip our children with the skills they need to support their own wellbeing for the range of experiences they will face growing up. They promote the children’s understanding of how to keep themselves safe and healthy; how to contribute positively to society and how to form and maintain healthy relationships built on respect for themselves and others in a variety of settings for an unknown future.
We run additional assemblies, special events and curriculum days to teach other areas for PSHE such as Anti-Bullying week, Harvest Festival, Fund raising days, Money week, Drugs education, Sex Education, Internet awareness, Healthy Eating etc. The variety of approaches used in PSHE help to keep the subject alive and vibrant for the children. We also discuss local and international topical issues, which are relevant to children, where possible. This not only promotes their oracy skills, but also enables them to explore and appreciate a diversity of perspectives while also increasing their engagement and connectivity to a topic.
At Brentfield, we believe our pupils have an entitlement to be safe, well and healthy. Therefore we feel that in order for our pupils to leave our school fully-equipped for the next stage of their lives, they should receive a well-rounded education. For this reason, the relationships and sex education children receive, closely relates to our B.R.A.V.E. values as these are our key principles.
Relationships, Sex and Health Education
Relationships education focuses on teaching the fundamental building blocks and characteristics of positive relationships. Children are taught about healthy relationships and explore how to keep themselves and others safe in a variety of different situations and environments, so that they are prepared for the future. Units within this area include:
-Families and people who care for me
Our sex education focuses on:
-Preparing boys and girls for the changes that adolescence brings
-How a baby is conceived and born
RSE is predominately delivered within PSHE, however biological aspects of this unit are taught within the Science curriculum, and other aspects are included in Religious Education (RE). RSE sessions are delivered to pupils in a nurturing and respectful environment by their class teacher.
For more information, please view our: Relationship and Health Education Policy
Our school council empowers the children, develop their understanding of democracy and build on their self-confidence and belonging to their school and we are working towards achieving the Silver Award for both Healthy Schools and TfL Stars Travel Plan.
As part of our PSHE curriculum, we deliver the iSpace Wellbeing programme. It offers the language and tools to help children, teachers and parents start the conversation about children’s mental health and emotional wellbeing. The programme also satisfies the government’s statutory requirement for Relationships and Health Education.
iSpace aims to enhance confidence, capability and creativity and to boost emotional intelligence, resilience and self-worth. The framework helps to prepare our children to live life ready.
Through visiting different “planets of emotion” over the course of the year, children will be exposed to different strategies and tools to help them overcome changes and thrive despite failure. These planets are shared with children as part of launch assemblies and developed within lessons. It is also embedded into the daily routine for all children from Reception to Y6.
Please see below for examples of visuals and language we promote and encourage our children to use to discuss their emotions:
Has your rocket launched or is it on the ground?
How can you flip that around?
What do you want to stick with and what do you want to flip?
Check in with your backpack. How are you feeling?
Ask for help
For further information, please visit the iSpace website https://ispacewellbeing.com/
Religious Education forms part of the basic curriculum in accordance with the Education Reform Act of 1988 and is taught using the Brent Agreed Syllabus.
Religious Education allows the children to learn about the major religions of the world and reflects the wide range of religions that are found in our diverse school and local community, as well as society as a whole. It stresses the importance of religion in the lives of those who believe and teaches children to respect and value the beliefs of others. This knowledge and understanding helps our children to live, grow up and participate in our diverse society with an understanding, caring attitude towards others.
Through Religious Education lessons, we aim that children will:
-understand the beliefs and teachings of the major world religions
-understand how beliefs are conveyed
-understand lifestyles and practices
-be able to reflect.
Learning is enhanced by visits to places of worship in our community and further afield. | <urn:uuid:96f8e7b6-4eed-45e4-84ec-5b9bd29598a8> | CC-MAIN-2022-05 | https://brentfield.brent.sch.uk/learning/subjects/ | s3://commoncrawl/crawl-data/CC-MAIN-2022-05/segments/1642320301863.7/warc/CC-MAIN-20220120130236-20220120160236-00472.warc.gz | en | 0.952393 | 5,708 | 2.96875 | 3 |
Omaha’s Henry Doorly Zoo and Aquarium hatched a Cape Thick-knee Chick on March 14. The chick, which is the first since 2015, can be seen in the Desert Dome with its parents.
Although the species is free ranging, they spend most of their time in the Australian section of the zoo’s Desert Dome. This is the first chick for the adult pair who arrived at Omaha’s Henry Doorly Zoo and Aquarium in 2017.
Cape Thick-knee breeding pairs typically raise one to two chicks at a time. They are very protective parents who will go to great lengths to protect their young. The birds will sometimes perform dramatic “injury displays” to lure predators away from their nest. Both parents take an active role in feeding their chicks.
The Cape Thick-knee (Burhinus capensis) is native to southwestern and southern Africa within savannas, dry grasslands and thorn scrub areas. The species primarily feed on insects, such as crickets, grasshoppers and mealworms, but will also eat small mammals and lizards. | <urn:uuid:1fe88866-6791-4df7-9654-54a2c8a3c85a> | CC-MAIN-2021-04 | https://www.zooborns.com/zooborns/2019/04/cape-thick-knee-hatches-at-omahas-henry-doorly-zoo.html | s3://commoncrawl/crawl-data/CC-MAIN-2021-04/segments/1610703531702.36/warc/CC-MAIN-20210123001629-20210123031629-00293.warc.gz | en | 0.961726 | 229 | 2.78125 | 3 |
If you know someone who eschews smartphones, steers clear of Facebook and regards postcards as an on-the-fly communication technology, then you probably know someone who claims the deliberately old-fashioned label of “Luddite.” At once self-deprecating and proud, modern Luddites resist the onrushing tide of 24/7 digital connectivity.
Nineteenth-century Luddites were not anti-technology — in fact, they were quite skilled in the technologies of their trade. But when factory owners began replacing these higher-paid skilled workers with unskilled laborers who only had to run automated machines, skilled workers began protesting: marching on factory owners’ houses, threatening violence and, most famously, smashing the new machinery. Factory owners appealed for government support, and military intervention quickly quashed the uprisings. Key Luddite leaders were executed.
Luddite protests were not voluntary abdications of technology but rather high-stakes negotiations of its role in their livelihoods. Yet instead of recognizing machine-smashing as part of a labor dispute, opponents framed the Luddite protests as a misguided fear of technology. In a public “Letter to the Luddites,” Member of Parliament William Cobbett diagnosed the Luddites’ “error” as misunderstanding the economic structure in which they worked and, as a result, blaming their dissatisfactions on technology. He instructed the working classes to recognize that industrial technology was in their own best interests. Without it, he wrote, the English would revert to being “savages” or “barbarians.”
But Luddites weren’t protesting technology or progress. They were protesting a capitalist system that valued efficiency over quality of life and quality of product. The new steam-powered looms could create fabric more cheaply, but they could not match the quality of the fabric made with traditional methods by skilled artisans.
Today’s Luddites, too, often see themselves as resisting a system that values productivity over human experience. Yet the modern adoption of this term shows us how technophobia is shifting from a term of derision to something even more complex: a badge of resistance that is also a sign of economic power.
The ability to unplug is increasingly a privilege rather than a rebellion. Discussions of digital detoxes — which, of course, often take place online — frequently feature the word “connection.” Feeling too “connected” to email, social media or other online networks? Unplugging offers a chance to create “real” connections instead, often figured sentimentally as face-to-face conversations, moments with children or experiences in nature.
These are worthy activities, certainly. But in the context of the digital detox, they function less like an antidote to over-connection and more like its extension. A company called Digital Detox exists to help consumers manage the process of unplugging. Their tagline reads, “Disconnect to reconnect.” “Reconnect” here may promise device-free experiences, but a digital detox — like the crash diet it invokes — offers a vision of improvement that is premised on regression. Ultimately the goal is to plug back in, better than before — to return to, rather than to smash, the machines.
Indeed, choosing to unplug is its own form of purchasing power, as indicated by the title of a recent documentary, “Offline is the New Luxury.” With more and more demands being placed on workers, unplugging is quickly becoming a commodity. Luxury hotels already offer to hold and monitor smartphones for guests (for a fee). Refusing to be ceaselessly on-call may increasingly become the province of the wealthy and powerful, a return to an era when recreational time was a luxury of the elites rather than a social right for the masses.
If this comes to pass — if unplugging becomes a luxury good — then “Luddite” may no longer refer to disgruntled, radical and ultimately powerless workers, but to those in command, consumed by the very forces that the original Luddites fought so hard to stop. If only the wealthy, self-proclaimed Luddites can truly unplug, then they replicate the same power structure the original Luddites fought against. The authority to replace skilled artisans with machines becomes the authority to preserve face-to-face “real” interactions as the province of the wealthy. In both cases, technophobia obscures rather than unsettles the maintenance of power.
Remembering how the term Luddite came to be associated with technophobia can help us remember that profit, not machines, powers not only our digital binges but our detoxes as well. While being too connected may seem like a uniquely modern problem, it is actually part of a larger historical dilemma: Who determines your relationship to technology? | <urn:uuid:eaee749d-5afa-4530-bd25-129350df2f62> | CC-MAIN-2022-40 | https://www.washingtonpost.com/news/made-by-history/wp/2017/07/30/your-digital-detox-isnt-as-radical-as-you-think/?utm_term=.2445cee13ead&itid=lk_inline_manual_4 | s3://commoncrawl/crawl-data/CC-MAIN-2022-40/segments/1664030337853.66/warc/CC-MAIN-20221006155805-20221006185805-00545.warc.gz | en | 0.961443 | 1,012 | 2.65625 | 3 |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.